Making The Case For Open Leadership Charlene Li Altimeter Group July 29, 2010 1.
-
Upload
kelley-ball -
Category
Documents
-
view
216 -
download
0
Transcript of Making The Case For Open Leadership Charlene Li Altimeter Group July 29, 2010 1.
© 2010 Altimeter Group
Open Leadership6
Having the confidence and humility to give up the need to be in control,while inspiring commitment from people to accomplish goals
© 2010 Altimeter Group
Conversations, not messages
Human, not corporate
Continuous, not episodic
The New Normal7
© 2010 Altimeter Group
Understand who that person is – in real time
LinkedIn in Lotus Notes
10
Service Cloud w/social
© 2010 Altimeter Group
Understand the socialgraphics of your audience
11
Curating
Producing
Commenting
Sharing
Watching
<1%
34%
26%
63%
78%
Source: Global Wave Index Wave 2 Trendstream.net, January 2010
U.S. adults
© 2010 Altimeter Group
Barry’s first post22
“I was so relieved when it was over—it was just two sentences to get started.”
© 2010 Altimeter Group
#1 Find and develop your open leaders
25
Pessimist Optimist
Collaborative
Independent
© 2010 Altimeter Group
Examples of Realist Optimists
Lionel MenchacaDell
Ed TerpeningWells Fargo
Lovisa WilliamsUS Dept. of State
© 2010 Altimeter Group
1. Respect that your customers and employees have power
2. Share constantly to build trust.
3. Nurture curiosity and humility.
4. Hold openness accountable.
5. Forgive failure.
The New Rules of Open Leadership27
© 2010 Altimeter Group
#2 Align openness with strategic goals
28
Examine your 2010 goals
Pick one where open and social can have an impact
© 2010 Altimeter Group
Determine how open you need to be with information to meet your goals
30
Platform
Crowdsourcing
Open Mic
Conversing
Updating
Explaining
Today
Download the openness audit at http://bit.ly/opennessaudit
© 2010 Altimeter Group
#3 Prepare your organization31
Ideally, you should be at
“4.0” for launch.
Area of opportunity.
© 2010 Altimeter Group
Social media triage32
Can you add value?
Evaluate the
purpose
Respond in kind & share
Thank the person
Unhappy Customer?
DedicatedComplainer
?
Comedian Want-to-
Be?
NegativePositive
Yes No
Do you want to
respond?
No Response
No
Yes
Take reasonable action to fix issue and let customer know action taken
Are the facts
correct?
Gently correct the facts
No
No
No
Yes
Are the facts
correct?
Does customer need/deserve
more info?
Yes
Explain what is being done to
correct the issue.
Yes
Is the problem
being fixed?
Yes
Let post stand and monitor.
No
Yes
NoYes
Yes
Assess the message
© 2010 Altimeter Group
Prepare for new workflows
Social technologies will disrupt traditional organization structures
© 2010 Altimeter Group
35
“We tend to overvalue the things
we can measure, and undervalue
the things we cannot.”
- John Hayes, CMO of American
Express
#4 Understand the value
© 2010 Altimeter Group
+ Value of purchases- Cost of acquisition
____________________
= Customer lifetime value
The new lifetime value calculation
• Percent that refer• Size of their networks• Percent of referred
people who purchase• Value of purchases
• Percent that provide support
• Frequency and value of the support
+ Value of new customers from referrals
+ Value of support+ Value of ideas
+ Value of insights
Spreadsheets for 15 year lifetime value calculation available at charleneli.com/resources
36
© 2010 Altimeter Group
Find more fans with
large networks
Encourage fans to make
more referrals
Use metrics to help make decisions37
© 2010 Altimeter Group
38
• Acknowledge that failure happens.
• Encourage dialog to foster trust and speed recovery.
• Adopt Google’s mantra: “Fail fast, fail smart”
#5 Prepare for failure
© 2010 Altimeter Group
Focus on relationships, not the technologies.
Align your open and social strategies with strategic goals.
Embrace failure and mistakes – you’ll be making many of them.
Summary40
© 2010 Altimeter Group
41
Thank you
41
Charlene [email protected]
charleneli.com/blog
Twitter: charleneli
For slides, send an email to
For more information & to buy the
book
visit open-leadership.com