The Requirements of Social Leadership

by Jay Deragon on 11/19/2012

We are in a new era which requires new thinking about leadership, management and corporate cultures.  The new thinking is discovering the value of intangible things verse the tradition tangible things that most corporations emphasize.

Traditionally business has focused on things they can track and measure more easily than this seemingly “soft” stuff of people and leadership. The new era of social leadership is demonstrating that the value of the soft stuff (intangibles) is well supported by empirical data. Gallup recently did a meta-analysis across 199 studies covering 152 organizations, 44 industries, and 26 countries. It showed that high employee engagement uplifts every business performance number. Profitability up 16 percent, productivity up 18 percent, customer loyalty up 12 percent, and quality up an incredible 60 percent. These gains are based just on high employee engagement, the first (almost micro) step on the road from traditional strategy to the talent approach needed in the Social Era. Imagine what happens when direction is fully known, when insights are gathered everywhere and acted on quickly, when ownership is shared, when power is distributed. And these are not technically hard to do unless leaders and managers simply refuse to recognize the “shifts” taking place before their eyes.

The new era of leaders are those that have drastically different attitudes when it comes to information-sharing within public and private domains. Many of today’s market leaders are actively monitoring, reacting and engaging with businesses and consumers about their products, and they are far outpacing their competition. The laggards are wasting time with long drawn-out educational initiatives or studies that are too cumbersome and outdated by the time results are published or any decisions are made. A change in thinking is required and the speed of that change is critical.

Change Is The Requirement Of The Social Era

In this new era and dynamic marketplace of ever changing trends and technology, it is no longer enough for a CEO or business leader to be deeply committed to their company’s vision, they must also be equipped with the tactical and social know-how to execute on that vision by enabling the intangibles to become tangible.

The intangible’s are the fuel behind a company’s strategy, and the culture is the tactical execution piece that gives strategy its legs.


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