Six vital skills for 2.0 leadership Premium
Mastering the spirit and tools of Web 2.0 is not widely included among the key skillsets expected of business leaders today and hence is rarely integrated into leader career development programs. But, since leaders are generally required both to promote digital technology within their organizations and to manage their own personal brands, it’s a surprising oversight. How can leaders acquire the essential digital skills they need, such as writing, hosting communities, and spreading viral information?
Three skills for extending your influence
Legitimacy is based on the ability to mobilize followers — i.e., the ability to influence people.
– Produce information: video communication is now one of the most effective vectors of information. Leaders thus need to acquire new skills as auteurs, directors, and even editors!
– Find information: A few simple measures can help you spot the right idea among all the “noise”. 1) learn how to use tools that enable you to distinguish between “the signal and the noise; 2) adopt a proactive approach to looking for information; and 3) leverage the wisdom of the crowd.
– Spread information: creating or identifying a relevant message is not enough in itself to establish influence — ensure your message is rebroadcast by identifying internal information channels and influencers and leveraging their credibility.
Three skills of the architect 2.0
If you structure and deploy collective intelligence and collaboration, you will be a major player in the shift towards Enterprise 2.0. But doing so requires the skills of an architect.
– Promote strategy 2.0: without a clear strategic vision, internal social networks are useless.4 The challenge for leaders is to develop a culture of learning and collaboration by promoting different applications. As Roland Deiser and Sylvain Newton explain, “Leaders must become trusted advisors and an active source of support for using social tools, while ensuring that a culture of learning and reflection takes hold.”
– Guardian of the organization 2.0: Leaders are required to navigate conflicting goals in developing 2.0 tools. They have to set up an organizational infrastructure that encourages free exchange while mitigating the risks of irresponsible use. In this context, leaders have to define the rules of use for social networks, not relinquish all control.
– Be a visionary: new revolutions are already on their way, including big data, mobility, and the internet of things. That’s why leaders must know how to detect these trends and create new opportunities by sharpening the organization’s horizon-scanning abilities.
Read our dossier
Six vital skills for 2.0 leadership
Based on, among others, “Six social-media skills every leader needs” by Roland Deiser and Sylvain Newton (McKinsey Quarterly, February 2013) and “Les nouvelles technos ne détruisent pas le cerveau, elles s’y adaptent” by Hubert Guillaud (Le Monde, March 2013), The End of Leadership by Barbara Kellerman (HarperBusiness, April 2012) and the interview with Zachary Rosenberg, EVP Chief Growth Officer, Horizon Media, May 2013.
Business Digest nº 237, june 2013.
Watch the video
Social networks in 2013 / animated infographic
This animated video provides surprising numbers that reveal the overwhelming scope of social networks. In France, 78% of internet users, and especially 25-45 year-olds, state that they consult the internet on a regular basis. So it would clearly be a mistake for business leaders to not jump on the bandwagon!