Index
A
acceptance, tolerance of ambiguity, 40
accountability, 32
achievement, need for, 114–115
affiliation, need for, 114–115
affinity
bureaucratic organization, 33–34
business community adaptation, 33–34
business community principle, 33–34
ambiguity
accepting and managing anxiety, 133
being comfortable with, 161–162
developing tolerance for, 161–162
difficulty in choosing course of action, 132
generating self-belief, 122–123
leadership challenges unique to Social Age, 9
maintaining long-range goals, 133
openness to, 48
operating in a state of, 160
reacting to real-time events, 132
reassessment and readjustment, 133
sense of self-efficacy, 123–124
sense of unease and worry, 132
tolerance of, 40
Android company, 157
assumption, 40
authenticity
behavior innovation, 88
character versus limited view of competence, 150
dependency and need for control, 149
“external leader” characteristic, 46–48
leadership competencies, 16
others’ stories of you, 149–150
productive and nonproductive CABs, 182–183
and self-awareness, 118
social leadership assessment summary, 66
social leadership personal themes, 64
as Tenet of Social Leadership, 16, 44
autobiography, 149
awareness
self, 46, 81, 85–87, 105, 114–118
B
Bandura, Albert, 130
behavior patterns
leadership competencies, 16
and social leadership development, 76–77
behavioral flexibility, 140
biography, 149
British Petroleum oil spill, 173
business organization as community
architecture of, 30
connectivity principles, 32, 34
leader as mayor concept, 41
traditional organization to business community, 23–26
UBM company transition, 19–21, 26–30
C
CABs (conversations, actions, and behaviors)
and Personal Narrative, 44, 50
and social leadership development, 72, 77
calmness, 142
Campbell, Joseph
The Hero with a Thousand Faces, 56
clarity, need for, 143
cognitive complexity
immersion scenarios, 164
internalizing multiple cultures as key factor of, 163
communication
cascade model of, 176
collective experiences and metaphors, 170–172
gossip and water cooler conversation, 175
leadership challenges unique to Social Age, 10
as light wave metaphor, 177
principles for the Social Age, 177–179
sound wave metaphor, 175
top-down, 176
community-based organization
architecture of, 30
connectivity principles, 32, 34
leader as mayor concept, 41
traditional organization to business community, 23–26
UBM company transition, 19–21, 26–30
competencies
behavior patterns, 16
and leadership for the Social Age, 15–16
complexity
as hallmark of Social Age, 155
confidence, 142
connected constituents
creating influence across constituents, 146
demand for authenticity, 147–148
emotional engagement, social inclusion, and purpose, 139–140
leadership challenged unique to Social Age, 9
and mass communication, 137–138
need for clarity, 143
need for emotional engagement, 144
need for social inclusion, 144–145
and points of view, 138
Social Energy, 137
social information challenge, 137
viral phenomena, 137
connectivity
bureaucratic organization, 34
business community adaptation, 34
business community principle, 34
community principles, 32
Conscious Business (Kofman), 46
creativity, 161
Cretu, Angela, 132
D
Dangerous Opportunities exercise, 164
despair, 141
development, social leadership
“learn-then do” approach, 75–77
“learn-while doing” approach, 77
purposeful intent, 82
reconciling the learning impact, 75
seminal experiences in application, 83–87
technical versus adaptive approaches, 73–74
thought-full seminal development, 80–82
thought-less seminal experience, 79
discontinuity
intention and interpretation, 105–107
leadership challenges unique to Social Age, 8–9
situational awareness, 111–112
Duke Corporation Education study, 25
E
Edelman Trust Barometer, 12
emotion, 151
emotional engagement
CABs focused on, 147
emotional engagement, social inclusion, and purpose, 139–140
employee opinion surveys, 173–174
Encyclopedia Britannica
ceased publication, 11
experiment and exploration, 40
“external leader” characteristic, 46–48
F
Facebook, 12
fatigue, sense of, 141
focus on people, 40
focus on tasks, 40
need for certainty, 40
tolerance of ambiguity, 40
fluid membership, 31
Fromm, Erich
“marketing personality,” 148
G
generals versus mayors, 41
Glassdoor, 173
global communities, social leadership drivers, 7–8
Google, 11
mindset, 165
openness to, 48
H
Heifetz, Ron, 73
Hero with a Thousand Faces, The (Campbell), 56
Hock, Dee (Visa founder), 22
Hollingsworth, J. Rogers, 161
Hopton, Ted, 20
I
information, staying relevant in the Social Age, 11
“internal leader” characteristic, 45–46
Internet
growth of worldwide connectivity statistics, 12
and the Social Age, 3
Internet Systems Consortium, 12
J
judgment, need for certainty, 40
Jung, Carl
transcendent function of consciousness, 40
K
Klenke, Karin, 161
Kofman, Fred
Conscious Business, 46
Kotter, John
What Leaders Really Do article, 11
L
Lakoff, George, 170
Lane, Michael S., 161
leadership. See also social leadership
challenges unique to Social Age, 8–10
fitting the mold versus being authentic, 42
leader as mayor concept, 41, 542
leadership competencies
behavior patterns, 16
and leadership for the Social Age, 15–16
Learning Arc, 70
changes in scope, 62
hardship situations, 62
help, 59
leading without authority, 62
learning from present experience, 84–85
new content/geography situations, 62
new state, 59
overcoming resistance, 62
prospective, 84
start-up situations, 62
struggle, 59
success, 59
themes, 64
trials, 59
turnaround situations, 62
learning, openness to, 48, 165
Lessons on Experience study, 79
Levin, Archie, 27
Levin, David, 19–21, 26–29, 122
Levin, Leah, 27
linear problems, 155
linearity versus complexity, 14, 155
logic, 40
M
“marketing personality” (Fromm), 148
mayors versus generals, 41
meditation, 110
membership
bureaucratic organization, 33
business community adaptation, 33
business community principle, 33
community principles, 31
military heritage, 13
mindfulness
behavior innovation, 88
developing tolerance for ambiguity, 161
“internal theater” characteristic, 45–46
peripheral awareness, 46, 105, 112–114
productive and nonproductive CABs, 181
remaining in the moment, 108–110
self-awareness, 46, 105, 114–118
situational awareness, 46, 105, 111–112
social leadership assessment summary, 66
social leadership personal themes, 64
temporal awareness, 46, 104, 108–111
as Tenet of Social Leadership, 16, 43
of value preferences, 117
mindset development, 80–81, 165
N
needs
for clarity, 143
for emotional engagement, 144, 147
for social inclusion, 144–145, 147
networked communities
social leadership drivers, 7–8
nonjudgmental assessment
tolerance of ambiguity, 40
novelty features (seminal situations), 78
O
openness
adjusting perspective, 158–159
and cognitive complexity, 162–163
“external leader” characteristic, 46–48
to learning, 165
to learning, growth, and ambiguity, 48
productive and nonproductive CABs, 183–184
social leadership assessment summary, 66
social leadership personal themes, 64
as Tenet of Social Leadership, 16, 44
opinion leadership, 31
ownership, affinity principles, 31
P
perception, others’ stories of you, 149–150
performative artist, understanding and living your values, 128–129
performative contradiction, 128
peripheral awareness
cultivating habit of curiosity, 113
looking at adjacents to improve, 113–114
and mindfulness, 105
personal development, 32
Personal Growth, African Style, 15
Personal Narrative
aligned and productively themed, 50
and CABs, 50
personal discovery process, 54
seminal situations, 56
and Tenets of Social Leadership, 44
uncovering your, 63
perspective, adjusting your, 158–159
point of view
and connected constituents, 138
values-drive, 125
proactivity
acting without full understanding, 125
behavior innovation, 88
“internal theater” characteristic, 45–46
productive and nonproductive CABs, 182
social leadership assessment summary, 66
social leadership personal themes, 64
as Tenet of Social Leadership, 16, 43
values-driven point of view, 125
willingness to take action, 127–128
prosumers, 8
purpose
CABs focused on, 147
as factor in generating Social Energy, 162
purposeful intent, 82
R
“received word” syndrome, 173
S
self-awareness, 81
acting out of character, 118
and authenticity, 118
biases, 116
and mindfulness, 105
mindfulness of value preferences, 117
and social leadership development, 85–87
self-discovery
aligned and productively themed, 50
and CABs, 50
personal discovery process, 54
seminal situations, 56
and Tenets of Social Leadership, 44
uncovering your, 63
self-selection, membership principles, 31
behavior innovation features, 78
energizing type features, 78
feedback on success and failures, 78
novelty features, 78
and social leadership development, 78–79
thought-full seminal development, 80–82
thought-less seminal experience, 79
sense of fatigue, 141
Sharp, Bill, 26
Signal and the Noise, The (Silver), 113
Silver, Nate
The Signal and the Noise, 113
focusing on CABs to improve, 112
and mindfulness, 105
removing blinders to improve, 111
suspending judgment to improve, 112
Smith, Patrick, 26
Social Age
challenge of creating Social Energy in, 151
and commercial Internet existence, 3
communication principles, 177–179
complexity as hallmark of, 155
complexity versus linearity, 14
defining features, 10
digital technology forces, 6
driving forces, 10
globalization forces, 6
infrastructure, 95
and military heritage, 13
mindset and attitude changes, 6
rethinking leadership for, 14–16
Social Energy as key resource of, 37–38
social leadership characteristics, 7–8
and top down management struggle, 3–5
Social Energy
calmness, 142
core organizational challenge and, 25
creating influence across constituents, 146
emotion, 151
harnessing to focus on common goals, 138
as key resource of Social Age, 37–38
need for clarity, 143
need for emotional engagement, 144, 147
need for social inclusion, 144–145, 147
outward-seeking behavior, 142
power to harness, 151
purpose as factor in generating, 162
sense of confidence, 142
shift of focus to client retention, 146
upward and downward spirals, 140–142, 146–147
social inclusion
CABs focused on, 147
social information
connected constituents challenge, 137
leadership challenges unique to Social Age, 9–10
Social Leader
defined, 7
social leadership. See also leadership
personal themes, 64
self-interview, 68
Social Age characteristics, 7–8
Tenets of Social Leadership, 16–17
social leadership development
“learn-then do” approach, 75–77
“learn-while doing” approach, 77
purposeful intent, 82
reconciling the learning impact, 75
seminal experiences in application, 83–87
technical versus adaptive approaches, 73–74
thought-full seminal development, 80–82
thought-less seminal experience, 79
behavior innovation, 89
collective experiences and metaphors, 170–172
easy transition among audience, 48–49
gap between high level of transparency and dissemination of information, 169–170
productive and nonproductive CABs, 184–185
social leadership assessment summary, 66
social leadership personal themes, 64
social translucence, 174
as Tenet of Social Leadership, 16, 44
transparency and communal conversation, 50
social translucence, 174
spin, 169
stained glass metaphor, 171–172
Sullenberger, Chesley, 159–160
T
talent fluency, 32
technical versus adaptive approaches to leadership development, 73–74
temporal awareness
and mindfulness, 104
remaining in the moment, 108–111
Tenets of Social Leadership
influencing and leading constituencies, 44
as Personal Narrative, 44
social scalability, 17, 44, 96
themes
assessment, 65
Learning Arc, 64
in stories others tell about you, 55
in stories you tell about yourself, 55
thought-action repertoires, 140
thought-full seminal development, 80–82
top down management struggle, 3–5
top-down communication, 176
traditional organization
core organizational challenge, 25
generals versus mayors concept, 41
optimal organization structure, 24
transcendent function of consciousness (Jung), 40
U
UBM plc global media company, 19–21, 26–30
V
values
others’ points of view, 129–130
understanding and living your, 128–129
values-driven point of view, 125
viral phenomena, 137
voice, affinity principles, 31–32
W
What Leaders Really Do (Harvard Business Review article), 11
Wikipedia, 11
Z
zero attachment policy, 173