Helping You Succeed in the Digital Era
Leadership and Career
Managementin the Digital Era
Executive Exchange MeetingApril 18, 2013
About the Speaker
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Courtney Shelton Hunt, PhDCourtney is the Founder and Principal of The Denovati Group and an international consultant, speaker, teacher, and writer. Her background in business development, communications, human capital management, information technology, and academia, combined with her business acumen, enables her to provide a unique holistic perspective and strategic leadership to organizations.
The Denovati Group enhances the success of individuals and organizations in the Digital Era through an alliance that provides thought leadership and guidance, research, consulting and training services, and a professional community that fosters the sharing of information and best practices. These objectives are accomplished through three divisions and two sub-brands:• Denovati Solutions• The Denovati Network• The Denovati Institute• SMART Blog• SMART Resources
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How to Use this Presentation as a Portal
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Session Summary
Leadership: Have the requirements for success drastically changed, or are they fundamentally the same? Specifically: Do leaders need to exhibit new values, traits or
behaviors to be effective? If so, what are they? And on the flip side, are there values, traits and behaviors leaders need to stop exhibiting?
Should leaders be directly involved with social technologies? If so, where, how and to what degree?
What kinds of fiduciary responsibilities do new social and digital technologies present for leaders?
Career Management: How do professionals provide the same level of care and attention to their professional identities in cyberspace as they do to their presence and reputation in the physical world, especially when they are looking for their next career opportunity? Specifically, how do they Establish and manage a digital professional
brand? Define personal/professional boundaries and
protecting their privacy? Leverage digital tools and technology to achieve
their goals? Bridge the physical and digital worlds?
The Digital Era is fraught with challenges for senior professionals, but it also provides tremendous opportunities. Two of the biggest challenges are figuring out what it means to be a leader in the Digital Era and determining the best way to manage one’s career. This session offers food for thought and high-level guidance to address both by considering the answers to questions like the following.
WELCOME TO THE DIGITAL ERA
Social Tech Makes the World Go ‘Round
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PublicSocial Media
Sites
(Semi)PrivateDigital
Networks
Enterprise 2.0
Organizations Get “Social”
Intranet 2.0(Human Resources)
(Internal Communication)
KnowledgeManagement 2.0
BusinessIntelligence 2.0
ProjectManagement 2.0
Learning2.0
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Social Business Applications
Accounting and Auditing Finance Law and Ethics Operations Management Knowledge Management Information Technology Leadership Communications Human Capital Management
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New Software and Hardware New Forms of Digital Networks
Thinking beyond Social Technology
We’re talkin’ SMAC:Social, Mobile, Analytics, Cloud
In the Industrial Era In the Digital Era
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+
“Real World” vs. “The Cloud”
DIGITAL ERA LEADERSHIP
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4 Barriers to Social Media Adoption
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Accepting the “New Normal” Embracing Digital Era truths Comprehending how big the juggernaut really is Being able to “talk SMAC” – and walk that talk Accepting shifts in the balance of power and the
loss of control Letting go of Industrial Era notions of what “work”
is, as well as when, where, & how it takes place Recognizing that even “digital immigrants” need to
learn how to operate like “digital natives”
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Digital Era Truths Interacting via social media and other digital
technologies is not a substitute for “real life” interactions. In the Digital Era, it IS real life.
The ability to leverage new technologies both strategically and tactically is important for organizations of all types, not just for-profit or consumer-oriented enterprises.
Technology adoption and adaptation is fundamentally a human endeavor.
High tech can be high touch.
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New Perspectives and Behaviors Focus
– Placing a greater emphasis on where the organization is going than where it is and where it’s been
– Making time for environmental scanning and trend monitoring on a regular basis
– Developing a strategic, holistic perspective that guides tactical decisions and actions
Perspective– Thinking of new communication technologies as utilities rather than novelties – very powerful
utilities that require expert management
– Recognizing that social/digital technology can increase both efficiency and effectiveness
– Moving past simplistic ROI perspectives on whether and how to leverage new technologies; taking a longer-term view
Behavior– Developing digital competencies
– Being disciplined, and helping others do the same
– Moving from “command and control” to “listen and respond”
– Embracing the need to be humble, open, honest, transparent, engaging, and ethical, with great communication skills and high levels of emotional intelligence
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Fiduciary Responsibilities Understanding Digital Era risks and managing them properly Understanding new and evolving legal and regulatory
requirements– Commercial law– Employment law– Industry-specific standards
Reevaluating governance standards– Leadership (e.g., Board of Directors)– Internal operations
Allocating sufficient resources (both financial and human capital) to meet Digital Era demands efficiently and effectively
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Managing Human Capital in New Ways
Addressing organization impacts including– New positions
– Changes in existing roles and responsibilities
– Restructuring
Ensuring staff have the digital competencies they need to be successful in their jobs; recognizing that an LIY (learn it yourself) approach to new technologies is no longer effective (if it ever was)
Leveraging new technologies as part of talent management, career planning, leadership development, etc.
Digital Era Competencies Concepts: Ideas unique to the Digital Era, or that take on new meaning
in the Digital Era Tools: Specific enabling technologies or applications of technology Platforms: Environments in which multiple social technologies are
leveraged for specific purposes Skills: Capabilities unique to the Digital Era, or that take on new meaning
in the Digital Era Tactics: Specific means of leveraging social and
digital technologies to achieve goals and objectives
Management: Issues and challenges related to the development and implementation of social/digital engagement strategies and plans (including governance, risk, and human capital considerations), as well as the use of these technologies by individual employees
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Technology Initiatives in the Digital Era:Leadership from the Top AND the Bottom
Strategic prioritizationResource allocationGovernancePolicies and guidelinesEducation and trainingParticipationOngoing support
Top
Bottom
Opportunity identificationExperimentationProofs of conceptSelf-directed learningEngagementOngoing needs
identification
DIGITAL ENGAGEMENT
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Food for Thought Everyone has a digital identity –
whether they want one or not Our digital identity and brand may
be more public and powerful than how we’re known and perceived in the physical world
If we can make time to take care of our physical appearance and put our best foot forward on earth, we should also make time to take care of our digital appearance and put our best foot forward in the cloud
Are you willing to make time to do things that are important to you, like get your hair done or go to the gym?
Would you leave the house without any pants on – or in torn/dirty clothes?
Time and Information Management
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Constant change, lightning speed, and high volume are the “new normal”
You’re never going to find the time to develop proficiency – you need to make the time
Large (initial) investments of time are unavoidable Digital engagement is a marathon,
not a sprint It’s impossible to “have it all,” “do
it all,” or “know it all” Technology and tools can help, but
they can’t replace good judgment
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Create a Social Media System
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LinkedIn Profile Tips Make sure your profile is public Keep your name simple Include an appropriate picture Customize your public profile url Highlight what you offer, not what you want Add a link to your Twitter account if you want people
to follow you Identify and order your top 10 skills so people can
easily endorse you for them Make it easy for people to get in touch with you Don’t include personal information or activity
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Building a LinkedIn Network
Your criteria for deciding which connection invitations you accept depends on your goals and objectives
Your decisions about whom to connect with should also be goal-driven
Connection etiquette– Be wary of inviting everyone from your email contacts– A personal note is good, but not always necessary
Remember that group memberships automatically (and dramatically) expand your potential network
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Engaging in LI Groups Group benefits– Learning– Expanding your network– Practicing and experimenting with ideas
Joining – and leaving – groups– Focus on those that are the most relevant– Decide which ones should appear on your profile– Use the settings to manage activity flows– Try to review your group memberships once a quarter– Don’t hesitate to leave a group if it’s not providing value
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Engaging in Dialogue on LI Participate in Groups– Add items– Comment on items added by others (publicly and
privately)– Reach out to individuals in groups
Join other conversations– Ask and answer questions (this feature is going away)– Participate in polls
Share status updates– Add your own 1-5 times/week– Comment on the status updates of others
Send/receive messages
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Twitter: It’s Not What You Think Twitter views itself as an “information network”
rather than a “social network” Twitter is a powerful listening channel - it’s a great
way to receive and screen a high volume of news, information and resources efficiently and effectively
Every professional can benefit from having a Twitter account
The best way to determine Twitter’s potential value is to give it a try– It is perfectly appropriate to open a Twitter account with the intent to
just listen– Focus on using Twitter professionally rather than personally, including
staying current with local, national, and global news
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Twitter Guidelines Set up an account
– Establish an appropriate, professional-sounding handle
– Include a professional picture Follow high quality Tweeters
– News groups (e.g., NPRnews)– Professional groups (e.g., @AICPA, @ChicagoHR)– Alumni groups (e.g., @WMAA)– Organizations you want to work for– Thought leaders in your field
Tweet rules– Listen before tweeting– Think before you tweet– Separate the personal and the professional– Don’t publicly tweet private messages– Manage the signal/noise ratio
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Facebook Guidelines I Decide on your personal/professional boundaries– What are your “friending” rules?– What aspects of your professional life do you include on
FB? Set your privacy settings to reflect the boundaries
you’ve established– Global settings– Settings by application– Settings by individuals/groups– Settings for individual items
Facebook Guidelines II Decide on some rules/guidelines for what
you share– How much and what type of information (e.g.,
photos, videos) will you share?– What groups will you join, what pages will you
like?– What kinds of status updates will you post?
Never take anything for granted– Think about who your friends are– Consider the propriety of your posts and your
comments before you share them– Assume that anything you share privately could
in fact become public
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Google Plus (G+) This platform is still emerging, and it’s hard to gauge what its
ultimate success will be If you feel like you need to have a public, professional
presence on a social network, G+ offers a good alternative to FB (and if you use gmail you automatically have a G+ account anyway!)
Use G+ similar to how you would use LI and Twitter with respect to things like:– How you set up your profile– Who you follow– The kinds of status updates and content you share– How you engage
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Communication Principles I Never forget the importance of managing your professional
brand/identity– Listen before commenting– Think before you write– Maintain professionalism at all times
The best way to achieve your goals is to focus on others:– Where is their pain?– What are their challenges, goals, needs?
Be respectful of– Time constraints– Power differentials
Act and speak with integrity
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Communication Principles II It’s what you say … Make sure your content
– Is high quality and relevant– Demonstrates your unique value whenever
possible And how you say it …
– Use proper grammar and check for typos– Don’t ignore the importance of social graces –
even if others do – Communicate in an age- and situationally-
appropriate manner– Convey confidence in positive and genuine
ways; be open and inviting– Make sure your messages are succinct but
complete, and try to leave them wanting more
Managing Information Flows
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Netvibes Example
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Other Platforms to Use
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Other Platforms: Guidelines
Don’t assume people will want to “listen” just because you feel like you have something to say
Make sure you can maintain the commitment to creating content over time
Establish appropriate, professional-sounding account and blog names Make sure you can consistently add unique value
– Don’t rehash the ideas of others– Don’t plagiarize
Balance openness with a desire to protect your intellectual capital Take a multi-media approach to sharing your ideas; choose the media
that best fit your message(s) Leverage all available channels to spread the word, build an audience,
and optimize results
If you want to share your own material …
MANAGING YOUR DIGITAL BRAND
Steps in a Digital Make-Over
Step 1: Review and Critique– Conduct internet searches on yourself– Evaluate your public profile on social media
platforms– Get someone else to critique specific
accounts/activityStep 2: Make-OverStep 3: Maintenance
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Conduct Internet Searches on Yourself
Look for: Publicly available information and activity you thought was
private References to and/or information about you shared by others Potentially embarrassing or misunderstood images and/or
content
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Personal activities, affiliations, and perspectives that may impact your professional life (rightly or wrongly)
Potential cases of mistaken identity
Evaluate your Public SM Profiles
Look for: Content that is incomplete, out of date, and/or
inaccurate Potentially embarrassing or misunderstood images
and/or content, as well as those that could undermine your professional brand
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Typos and grammatical errors Broken links Publicly-displayed information
you’d like to keep private
Step 2: Make-Over Delete risky content when/where you can Board up digital properties you no longer use Lock the doors that need to be locked Make sure your front porches are presentable Direct people to the “right” you, and make yourself
easy to find
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Step 3: Maintenance
Review and update your public profiles
Choose your friends wisely
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Think before you tweet, comment, update, blog, etc.
Set up internet search alerts at regular intervals Keep a current inventory of your digital properties Review and clean up your digital inventory
periodically
ABOUT THE DENOVATI GROUP
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The Denovati…Pronunciation guide: day-no-VAH-teeDeconstructing the term:– DE = Digital Era– NOV = short for novani, the Latin term for colonists,
immigrants, new residents…– ATI = those who seek knowledge and/or are in the know
The Denovati areDigital Era explorers, pathfinders and pioneers
who seek to understand and effectively leverage social and digital technologies
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The Denovati Group
Click here to learn more about who we are, what we do, and what we offer
Denovati Digital Network
Click here to learn more and join us on one or more platforms
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Get in Touch