Posts Categorized: Leadership

leadership for the network era

Power and Leadership The TIMN [Tribes + Institutions + Markets + Networks] model shows how society grew from a collection of tribes, added institutions, and later developed markets. These aligned with revolutions in communications: from oral, to written, to print. The network era began with the advent of electric communications, though it is by no… Read more »

Social leaders create value

Simon Terry’s value maturity model is based on the guiding principle of collaboration at the organizational level, not the process level. This means everyone has to be connected to the overall mission, and not just focused on their part. Goal oriented conversations keep all people in the organization connected. An employee who is challenged to… Read more »

Social leadership

What is social leadership? Simply put, it’s shifting the focus from you to we. All organizational leaders are part of complex human social networks. The great fallacy of leadership is that leaders control. Control is a mirage. The most effective leaders right now–men and women–are those who embrace traits once considered feminine: Empathy. Vulnerability. Humility…. Read more »

Good leaders connect

Why do organizations need leaders? If you think about leadership from a tribal, institutional, or even market perspective, then it is about controlling information and appropriately using the power you have been given, in order to achieve the organization’s aims. But communications have changed that, as we move into the network era, a move that… Read more »

Network Era Skills

It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation, that more productive work can be assured in the network era. The duty of being transparent in our work and sharing our knowledge rests with all workers, including management. Only people can enable knowledge,… Read more »

Managing Talent

Toyota worries that automation means it has too many average workers and not enough craftsmen and masters. But if you increase Talent and decrease Labour, what else needs to change? Pretty well the entire management/leadership system and particularly ‘human resource’ management.

Ten Years, Ten Thoughts

In compiling my ebook, Seeking perpetual beta: a guidebook for the network era, I tried to cover all the posts that resonated with readers, clients, and colleagues over a decade. Here are some highlights, representing one thought per year. Taking control of our learning is a challenge for individuals used to working inside hierarchies that… Read more »

seeking perpetual beta

New! Purchase all four e-books: seeking perpetual beta’ – ‘finding perpetual beta’ – ‘adapting to perpetual beta’ – ‘working in perpetual beta’- for $33 After 10 years of blogging here, I have compiled my best posts into an ebook. It’s called Seeking perpetual Beta: a guidebook for the network era. Instead of digging through over… Read more »

Move the hierarchy to the rear

In an environment where everyone is a leader, some other mechanism needs to be put in place to ensure that everyone can maintain and optimize the tenets of fairness, trust and transparency so the entire organization can move forward. – Harrison Monarth: HBR The foundation for this “other mechanism” is the wirearchy framework: a dynamic… Read more »