Let The Next Adventure Begin – The Origins

Life works in mysterious ways, doesn’t it? It comes and goes, never leaving you indifferent. It has got its own way of telling you when to stop, do plenty of thinking about why you were brought here in the first place and hop back into the train we all call the world to move onI guess this time around though it also had something else in stock for me. Something that has made the writing of this blog post kind of tough and a bit too edgy at the same time, not necessarily for putting it together, but for its implications thereafter. Once again, and probably for the zillionth time already, I am now back to my (no longer) regular blogging schedule and, after nearly two months since the last article I wrote over here, I have got a piece of news to share that may come as a surprise to some of you folks. Maybe. May be not. On January 20th 2014, I quit IBM. On my terms. Since February 4th, I am a now free man. Whatever that means…

Quit a surprise, eh? Yes, I know. It even was a shock for me, too! That’s right. Earlier on this year, to be more precise, on January 20th, I announced, to my former employer, right on the same day when I was celebrating my 17th year anniversary at IBM that I was quitting my job as a Lead Social Business Enabler and that February 3rd would be my last working day. I still can’t believe it myself and I don’t even know whether I may be regretting the decision over time, or not, but it’s now done and dealt with. That can probably explain the main reason why I have been relatively quiet in the last few months out there in the Social Web. It hasn’t been an overnight decision. Quite the opposite, it’s been already in my mind for about two years and all along I have been delaying it, because perhaps I just didn’t want to face it. Perhaps I didn’t want to come to terms with the fact it was time for me to move on.

But then again, signal after signal, conversation after conversation, and lots of thinking in between here and there, certainly help me arrive at the Christmas period where I was on holidays for a full month, away from everything, pondering whether it was the time for me to call it quits and do something else. Move on with my life. Picture me: a blank A4 piece of paper and a pen, two columns, one on pros and the other one on cons about whether I should stay or go, me frantically writing down for a good while on either column and at the very end reaching one rather massive conclusion. Picture this: family members doing the very same exercise without me telling them anything. Just writing down what they may have noticed. We compared notes. We talked. We were all shocked. The conclusions of both exercises were exactly the same. How weird is that? Or, better said, how scarily accurate is that?

It just felt right. It does feel right still. You see?, there is a time when each and everyone of us would come to terms with the fact that we would all need to question what we do with our (work) lives, figure out whether you are on the right track or not, whether we are still driven by the same passion as when we started working (In my case, 17 years ago), whether the motivation to carry on is strong enough to help you continue without deviations. I guess focus is the word I was looking for, you may think, right? Yes, probably, but I am more inclined to think I am looking more for a couple of other words: purpose and meaning.

A mid-(work)life crisis of sorts? Most probably, but then again, feeling all along, it may well have been just the perfect timing altogether. One where serendipity does its magic and helps provoke these happenings, just like that. I know that this may sound crazy, but I have always felt that my entire working career has been defined and shaped up by serendipity. And this time around was no different. Things happen for a reason. Always. No matter what. It’s just a matter, for each and everyone of us, to figure out whether we can see it or not. Oh, don’t worry, I am still currently going through that process myself, but I am now more convinced than ever before that it’s time for me to move on…

17 long years at the largest IT firm in the world can give you plenty of stretch to do and experience lots of different things. I feel privileged to have lived through that. In those 17 years at IBM I have worked in 6 different business units, with their own 6 different cultures, challenges and exciting opportunities, making them feel like as if I had 6 jobs already at any other place. I have had the opportunity, and the great pleasure, to work with some of the most amazing talented people I know. In fact, they are the only and exclusive reason as to why yours truly, an English teacher, after all, has been working for an IT firm for over 17 years while loathing technology to bits. No, I am not a techie and nor will I be pursuing a long term career in that field. I am all about the people. For the people. I am a connector. And when you feel that work for the people is now done and dealt with, it’s time to move on. On to the next adventure.

I am incredibly thankful, an equally grateful altogether, for all of the wonderful 17 years that I have spent at IBM. I haven’t got a single regret. There have been highs and lows, I guess pretty much the same as for plenty of you folks out there. I have had some absolutely stunning and beautiful work experiences working in an environment where a crazy idea, executed with lots of passion and brain, can change your life for good. And IBM has been a key enabler of that. The people. It’s what motivates me to come to work every day. Day in, day out. It’s what motivates me to have a smile on my face, to always try to be helpful, empathic, full of energy and passion, keen on both sharing my knowledge openly and learn from others at the same time. I guess that’s when the customer service skills course I did way back in time does pay off eventually.

But at some point, you realise that you start deviating from that people focus into something else. Something that you know, and see, it’s totally not you. Something I know plenty of you folks would be able to relate to, something that drains your energy out of you with no remedy taking away all of that passion and motivation to carry on. To help and care for others. And, that’s right, before it’s too late, you realise it’s the right time to make a move, to re-find your passion, your engagement, your motivation to push forward and, with a bit of courage and some bravery, embrace the unknown: quit your job:


That was the tweet I shared across a couple of days later, where I announced to my world that rather unexpected change. Then it all got rather emotional and intense, as you can imagine. The responses both on the Twittersphere, as well as internally, have been truly AMAZING! I have felt, in massive waves, all the love from those who I have cared for and helped dearly over the course of the years. And it hasn’t been easy adjusting to the new reality.

In fact, this is my first blog post writing about it (Other than that tweet). But then you realise that in the world of the Social Web, you are not going away from people, you are just breaking up the firewall, while trying to help all of those folks embrace that notion that networks are *not* organisations. They are porous, they don’t understand, nor comprehend, nor even care!, about what organisation you work for, or which one would pay your bills. Your networks would only care about you and your well-being based on how much you have nurtured and cultivated them over time. Your networks become you. You become your networks. All one. Your one. No-one else’s.

And then you realise that your departure is no longer painful anymore, nor sad, nor shocking. You then realise as well how it is all a big, massive celebration of freedom. You are no longer trapped. The wild duck continues with its journey. It’s just the new reality. Networks are the new swarms. And you are just an integral part of them and whatever physical and virtual barriers they are no longer an issue. They just don’t exist. You are part of that system of networks. And the journey continues. That’s where I am at the moment.

I am pretty sure that plenty of you folks are now wondering what I will be doing next, where will this wild-duck go this time around? What is he going to do with his new freedom? What’s that new adventure he keeps talking about and hinting here and there with somewhat cryptic and obscure hints? Will he continue working in a large corporate environment helping people adapt to that brave new world of becoming a Social / Open Business? Perhaps giving it a go at a startup? Or maybe going solo? Or will he open up this rather lovely lounge bar called Sunset Cafe right where he lives offering delicious cakes and refreshing cocktails? What will he do? What would you do?

The uncertainty is killing us.

Don’t worry. That same uncertainty is going after me as well. It keeps lingering at the back of my mind. And some times it grabs me badly reminding whether I have made the right decision or not. Whether it was all a mistake. Whether I will regret it over time. But then again that inner urge and intuition of letting serendipity do its magic, of bringing back the passion for what you have always believed in, and the excitement of that newly embraced freedom to focus on re-finding your purpose and meaning on what you do, they all do help mitigate some of that uncertainty. Either way, this is the first of a series of blog posts I will be sharing in the next couple of days of what and where to next. For now, a teaser: it’s going to be something completely different to what I have been experiencing over the course of the last 17 years, and therefore a completely new learning experience.

One where I am hoping my hybrid networks (internal and external) would become an integral part of to help us all continue learning along the way on what our purpose and meaning may have been all along…

Let the next adventure begin!

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Adaptation: The Key to Become a Socially Integrated Enterprise

Gran Canaria - Artenara in the SpringEarlier on in the week, my good friend, Eric Zigus, put together a rather thought provoking blog post that surely has got me thinking big time about the whole topic of adoption of Social / Open Business and about the different techniques that fellow practitioners get to employ to help other knowledge workers embrace new technologies, whatever those may well be. In Adoption via Peer Pressure? Eric comes forward to suggest that driving adoption through peer pressure, if done properly, could surely help out in the long run. Well, at some point in time in the recent past I may have agreed with him that would be the case, but, if I judge from my own experiences in the last year or two, I am not so sure myself anymore about it. I am thinking we may need to aim bigger, and better, perhaps even more effectively, from driving into inspiring and from adoption into adaptation, if we would want it to be successful. 

Over the course of the last couple of years there has been plenty, and rather extensive, literature (along with some pretty interesting and insightful frameworks) shared across all over the place about the whole topic of social networking for business and its wider adoption beyond just the initial wave of early adopters, even behind the firewall with social intranets. We have seen lots of very interesting reflections about its very own adoption as a new kind of digital literacy we all need to start getting comfortable with (to the point where it seems to justify everything to no end, some times even ignoring what matters the most, i.e. business performance); or about its own transformation journey even for managers and leaders (who, if not engaged properly, could surely slow things down tremendously); or about plenty of rather interesting and relevant trends on digital adoption

Perhaps, even, how social / open business adoption may stink (if done incorrectly); how it may well all be about removing certain roadblocks and plenty of other obstacles, never mind the ever growing list of rather intriguing challenges; how it may well be all about putting people first (technology second); how certain big words like culture,  empathy are back into the game (the only game, for that matter, if you look deep enough into it), along with looking into the soft side of things to make it work; how incentivising practitioners may well do it (More on this one later on, I am sure, since it’s been one of my major pet peeves on the topic for a long while now, and I am really glad I am not the only one…); how building it and they will come is no longer going to be good enough at this point in time in order to keep up the momentum making it self-sustainable; how it’s all about perhaps defining a good number of personas to establish some specific roles and responsibilities, to the point where it’s been highlighted how even community managers may be critical for that successful adoption (or rather the opposite); and eventually how social business adoption is a whole lot more organic than what vast majority of people may have thought about all along. 

Phew! Social Business Adoption is, indeed, a topic that truly fascinates me to no end, since forever, as you can see from all of the various areas it covers as mentioned above with the different links to plenty, and rather interesting, reads I have gone through over time. And I am pretty sure there are plenty more materials about it out there, all over the place, that I would certainly love to read on more about them, if you care to leave your favourite picks in the comments. I have always felt though it’s right at the heart of the matter in terms of helping businesses provoke their own transformation in order to survive on the Connection Economy of the 21st century, where, as I have mentioned in the recent past, we are transitioning from having lived through the scarcity of knowledge stocks into the abundance of knowledge flows.

But I am no longer certain that (social) peer pressure would eventually help much with those adoption efforts. In fact, lately, I am inclined to think that we may all be much better off if we stop talking about driving adoption and instead we switch over to inspiring adaptation, because that’s eventually what we, social business evangelists, have been doing all along: inspiring / modelling new behaviours, a new mindset, to help fellow knowledge workers adapt to a new way of working by becoming more open, public, transparent, engaged, collaborative, in short, trustworthy, in what we do. And, I am starting to think that peer pressure, if anything, is not going to help much. Rather the opposite. It will re-introduce a behaviour that we are all far too familiar with from previous decades and that we all thought we had left behind for good: (unhealthy) competition. 

Over the course of the last few months, specially, since I moved into this new job role as Lead Social Business Enabler, I have come to realise, big time, that adoption is hard, specially, if you move beyond the initial first waves of early adopters and you get a deep touch with reality. Adoption works in mysterious ways. It’s a tough job. It’s an art in need of craftsmanship. You know, acquiring new habits is not an easy thing to do, specially, when your natural inclination is that one of defaulting to what you are used to, what you have been doing over the course of the years, through traditional collaborative tools, whatever those may well be. And on top of that, never mind the massive work pressures most knowledge workers are currently going under, here comes another one: peer pressure, specially, the higher you go into the organisation, that’s preventing those practitioners to experience the main benefits of social networking in a business context. As if they didn’t have enough already!

Fear is a powerful factor that should not be ignored, nor neglected, more than anything else, because it’s the main element that gets added into the mix when embracing peer pressure. Practitioners would always be a bit reluctant to want to enter the digital world, if they would be fearful to try, to play and learn, perhaps even to fail or make mistakes, in case of being ridiculed by that social pressure of their own peers. So what do they do? They switched off, before they even try. 

That’s essentially the main reason why I don’t think that peer pressure would help much in our adoption efforts. What you would want to inspire within your organisation is an opportunity to explore, to reflect, to challenge the status quo of how certain things happen at the workplace in order to make things better and improve. You would want to figure out whether you can apply some of your already existing day to day use cases, i.e. your tasks and activities to a new mentality, a new mindset, a new set of behaviours with a not too steep learning curve, so impact of change would still be meaningful. And, as such, I just can’t see how peer pressure could help. I am starting to question whether even healthy peer pressure would help much in the long run, specially, since that innate connotation of competition will be lingering around quite a bit. 

Lately, at work, I have got a tendency to attend a whole bunch of meetings, well, not really meetings like these ones, or these other ones, that my good friend Bertrand Duperrin would love to ditch for good (He surely has got my vote, too!), but different gatherings (I am still trying to find a name for them… any suggestions more than welcome, please!) that would be classified as education and enablement sessions, where I spend a good amount of time trying to understand people’s challenges and inhibitors, potential technical issues, business concerns, daily work habits, productivity pain points, use cases they would want to explore further and what not and all along I have noticed how I have shifted the conversations myself away from adoption and into adaptation, because that’s essentially what I am aiming at: helping other knowledge workers adapt to a new way of doing business by opening up and becoming more transparent and engaged to help accelerate their own decision making process to innovate.

And it’s been a fascinating journey all along, because, eventually, the focus is on modelling new behaviours, new ways of interacting, of conversing, of opening up, of helping and caring for one another getting work done, understanding we are all in this journey to provoke our very own transformation, and, certainly, harmful items like competition, knowledge hoarding, corporate politics and bullying, gamification (in whichever form and shape), busyness, extenuating work / peer pressures and whatever else are not very helpful in getting people to adapt to a brave new world: becoming a Socially Integrated Enterprise.

A few months back I wrote about transitioning from Adoption into Adaptation in order to achieve maximum impact to become a successful social / open business. I surely am glad that I am no longer the only one talking, or writing, about it anymore. Fast forward into the end of 2013 and, to me, walking the talk, leading by example, learning by doing, narrating your work, working out loud, challenging the status quo, etc. are plenty of the new mantras that matter in terms of helping inspire such transformation. It’s essentially right at the heart of it, and I am no longer certain that carrying potentially bad habits from the 20th century (like those pressures or harmful items I mentioned above) into today’s business world is going to help us achieve our goals. Let’s leave out all of those different types of (work) pressure(s) and get down to work

We still have got a lot to achieve and somehow I am starting to sense, rather strongly, that adaptation will be much more effective than adoption. It’s just a matter of adjusting accordingly, because, you know, language matters, after all.

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Situational Leadership in the Era of Open Business

Gran Canaria - Charca de MaspalomasOne of the things that I got to appreciate quite a bit during the course of the summer vacation I took earlier on this month was having the opportunity for doing plenty of reflective thinking and one of the recurring themes that came up over and over again was that one of Leadership and how the role leadership itself is being transformed, in a now more complex than ever (business) world, thanks to the significant impact of digital technologies. Those of you who have been reading this blog for a while would remember how much of a big fan I am of concepts like Servant Leadership, but there is one type out there that’s been there for a while now  and which I am finding rather inspiring in terms of describing the emergence of a different kind of leader: Situational Leadership® (Paul Hersey).

Inspired by Kathy Sierra (Who by the way is now back into the Social Web as serious pony with some stunning blogging coming along as well) I put together, what today, still remains as one of the most popular blog entries over here in this blog: Social Business – Where Bosses and Managers Become Servant Leaders, where I reflected on the changing role of management into leadership in today’s complex world. Fast forward to 2013 and that assessment is probably even now more accurate than ever. I am not sure what you folks would feel about it, but I am starting to think we are witnessing perhaps one the most profound, deep and impactful crisis in Leadership in our entire human history.

If you look into the world today, not just the business world, by the way, but the world in general, you would see how there is a massive crisis in terms of both Management and Leadership. Look around you and see where we are with today’s financial econoclypse, the various different unjustifiable war conflicts, the abundance of corruption and fraud (All the way to the top spheres and across the board!), lack of morals and ethics, the so-called NSA protocol, you name it. If anything, you would probably be able to say that we don’t have much of a world leadership going on at the moment. Quite the contrary. I’m starting to think that we got stuck in that 20th century model of tailorism / management (The Hierarchy) in a world that has clearly demonstrated it cannot longer by managed. It never was. If anything, it can only be facilitated and lead accordingly (The Wirearchy).

Steve Denning all along has been talking about how the business world needs to make that leap of faith and push forward for that transformation of today’s workplace with Radical Management. According to him, we are nowadays experiencing the Golden Age of Management. To me, this is bigger. Much bigger. We are probably witnessing, in the flesh, the perfect storm of how Management is going to transition into Leadership provoked, more than anything else, by that massive disruption of knowledge stocks no longer cutting it and instead transitioning into knowledge flows in order to survive into the 21st century. The scarcity of information for better decision making that used to be in the hands of the few is now transitioning into that massive free flow of information and knowledge that’s helping inspire a new generation of leaders: situational leaders®.

Interestingly enough, situational leadership is not a new concept. It’s been with us for 30 / 40 years already and I am finding it rather intriguing how it’s now making the rounds 30 years later, and well into the 21st century, to describe not only the role of the leader, but also the role of the follower(s). In case you may not be familiar with the concept, here’s a short description of what it is like, taken out from Wikipedia:

The fundamental underpinning of the situational leadership theory is that there is no single “best” style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity (“the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task”) of the individual or group they are attempting to lead or influence. Effective leadership varies, not only with the person or group that is being influenced, but it also depends on the task, job or function that needs to be accomplished

I am pretty sure that after you have read that excerpt the first thought that may have come to your mind would probably have been this one: “Oh, yes, I, too, can certainly be a situational leader (at times)”. In fact, you may as well have been all along a few times without not noticing, right? Whereas if you think about Management the whole equation changes quite a bit. All of us can certainly be situational leaders at some point in time, in a specific context and scenario, but if I were to ask you whether you could be a manager the answer would probably vary. Naturally.

That’s why I am finding all of these conversations around Leadership in today’s interconnected, hyperconnected, smarter world than ever, through digital technologies, more fascinating than anything else. Specially, from the perspective of how every single person out there seems to have an opinion about what leadership should be really all about. So, to that extent, while I was going through that thinking time, I decided that from here onwards I am going to start talking over here, in this blog, about some of my favourite reflections around leadership, that others may have shared across already, and its key paramount role in today’s complex (business) world that I have bumped into over the course of time.

Essentially, what I will try to aim at is to eventually hint, perhaps, a new kind of Leadership. That one that would thrive in an Open Business world. Yes, indeed, you know where I am heading. Just like I have made the transition, earlier in the year, from Social Business into Open Business, from here onwards I will move along with a follow-up transition from Leadership into Open Leadership, where I will try to decipher and reflect, every now and then, how both Servant Leadership and Situational Leadership fit in together in terms of how we need to keep pushing, by challenging the status quo, the traditional hierarchy, understanding that while there may well still be a role for traditional (senior / executive) management  out there in today’s corporate environment, we may have run out of steam with it altogether, because as Don Tapscott quoted a while ago: “Business can’t succeed in a world that’s failing“. And we are failing pretty badly right now.

And talking about Don himself, I thought I would go ahead and share over here a short video interview he did recently around “A New Model of Leadership” where he doesn’t quote situational leadership per se, but he gets to describe it pretty well on what it would look like in today’s business world dominated by the Social Web:

And, finally, I thought I would finish this initial blog post on the topic of Open Leadership pointing out another video clip that I bumped into earlier on this year, and that, although a couple of years old already, it provides a very good entry point in terms of what would be the main differences between Managers and Leaders. The video was put together by Scott Williams and lasts for a bit over 5 minutes. It’s totally worth it and I can certainly recommend you go through it to understand how and where the shift needs to start happening, if not already, as we move onwards and transition into a brave new world of uncertainty, perseverance, resilience, coherence and, finally, complexity. Essentially, a more human world:

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