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Mar

2012

Steer Clear of Organizational Leadership Turbulence

"Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.”"

socialenterprisetoday.com/...zational-Leadership-Turbulence

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organization employees leadership onboarding culture behaviors learning operations engagement audience transformation change competencies

New employees enter into an organization with two things in mind. First, they want to perform well in the eyes
of those who have made the hire in the first place.
Second, the new employee yearns to do well for himself. He also has made a decision, in this case accepting the job offer. It’s important for this new employee to do well in his own eyes. No one wants a sketchy past of poor career decision
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- Simply put, new employees will conform to the situation that presents itself in the tribe to impress their manager and fellow employees at the risk of their own personal beliefs and career needs.
- They don’t want to become part of a company where there are rules that are not applied consistently to all. New employees don’t want to be locked in a cubicle only to have human contact at the annual performance review. And new employees certainly don’t want to be voiceless, bullied by other employees (or particularly management), or lacking input on anything that might move the business forward.
- All too often, organizations are missing the point of leadership, and new employees are forced to conform to an overly hierarchical and closed paradigm that ensures they are “formatted to fit the screen.”
- Therefore, the question for many organizations is not how to prevent turbulence, but rather why they haven’t instilled a systemic and enterprise-wide leadership framework that unites the employee base and is used to address the turbulence itself.
- ou may want to take into account existing HR competencies. The term competency itself, however, seems to have been devised during the era when smoking was still allowed on airplanes, so you might want to explore vernacular options. Examine whether you need to develop updated or new behaviors, attributes, or disciplines for the leadership framework.
- Consider how learning fits into your leadership framework. Are you still stuck on the classic “spray and pray” classroom-only model, or do you recognize that learning is continuous, connected, and pervasive? Learning can be part formal, part informal, and part social, but it also could be argued that leadership is part formal, part informal, and part social as well.
- The leadership framework must take into account an operational methodology that sets the stage for employee input and engagement before activity or execution commences.
- Growth of an organization cannot occur solely via the ideas of a select few. The leadership framework of any organization must take into account the expressions of interest, the inventions of tomorrow, and the imagination of all members of the tribe.
- Have you thought of your partners? What about your customers? Do you possess a philanthropic arm in your organization, and if so, should your community become a target stakeholder in your leadership framework as well? By including the target audience for each phase or level of the leadership framework, context is being provided for employees as they wade through the concourse level of the departures lounge.
- A leadership framework that helps upgrade an organization’s level of collaboration, by redefining the situation and instilling new language and behaviors, is a ticket all tribes should be purchasing. It’s a ticket to debunk the status quo.

Sep

2009

A Community? A Network? An Audience?

We have a lot of semantic issues in the social media/online space. The term community is particularly problematic because people tend to throw it around for any online group that interacts with content. The problem for me is that communities are not about content, they are about relationships. Relationships do need content/programs/conversations in order to develop – just like they do in the real world – but just because a large group of people come by regularly and comment on online content doesn’t mean there is a true community.

community-roundtable.com/...ommunity-a-network-an-audience

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communities groups networks audience

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