In this webinar we discuss rethinking leadership development. We'll review 5 keys to social leadership development. www.bizlibrary.com/webinars

2. ? HOW WOULD YOU
DESCRIBE YOUR
ORGANIZATION’S
LEADERSHIP APPROACH?
a. Leaders are born not made.
b. There are key leadership behaviors that
can be developed.
c. Leadership is about the impact you
have on your followers.
d. Leadership is about collaboration,
connection and shared values.
e. Something else.

3. WHAT WE HOPE YOU’LL LEARN:
The characteristics and traits common in
effective social leaders.
Emerging competencies that might be
important to develop in social leaders
in your organization.
The social leadership model and how it
meets the challenges of today’s workplace.

4. DEMOGRAPHIC TSUNAMI
BIG DATA
TECHNOLOGY EMPLOYEE ENGAGEMENT
EMPLOYEE TURNOVER AND RETENTION
INFLUENCES, PRESSURES,
CHALLENGES

5. Great Man Theories – leaders are born, not made.
Group Theories – leadership emerges in small group settings.
Trait Theories – there are universal leadership traits that can be
taught and learned.
Behavioral Theories – behavior patterns that results in leadership
success.
Contingency/ Situational – leadership behaviors in specific
situations.
Excellence Theories – the interactions between traits, behaviors,
key situations and group facilitations allow people to lead.
Transactional and Transformational – motivation, alignment
and sometimes values.

6. Management is
doing things right.
Leadership is doing
the right things.
Peter Drucker

7. WHAT ARE THE RIGHT THINGS?
What do you need your
leaders to do today?
What WILL you need your
leaders to do tomorrow?

8. S.W.O.T. ANALYSIS
STRENGTHS: What do we
do well today? Will our
strengths prepare us for
future success?
WEAKNESSES: What do we do
poorly and why? Can we do
LESS of this? What steps must
we take to either improve or
minimize the risks?
OPPORTUNITIES: What are our greatest opportunities for
growth? Are our strengths aligned to take advantage of
them? Do our weaknesses stand in the way?
THREATS: Where are we vulnerable? Are our biggest threats
external or internal? Market-driven or competition? Lack of
talent or not the right talent?

9. What leadership
model is right for
your organization?

10. ENGAGES
STRONG
NETWORKS
SHARING
AND
INFLUENCE
CONTINUOUS
LEARNING
SOCIALLY
LITERATE
FACILITATOR
OF
LEARNING

11. ENGAGES
STRONG
NETWORKS
SHARING
AND
INFLUENCE
CONTINUOUS
LEARNING
FACILITATOR
OF
LEARNING

12. 5SKILLS TO MASTER AS A
SOCIAL LEADER
SOURCE: TALENTCULTURE.COM
• Recognize non-verbal cues.
• Interact regularly.
• Openly discuss values and
purpose.
• Encourage a community
presence.
• Be authentic.

13. Pragmatic optimist Defaults to “yes”
Inspirational Co-create value and develop excellence
Forward looking Embrace change by asking “what if…?”
Open minded Solicit views from others
Proactive The first to follow, the first to lead
Trusting The only path to scale is empowerment
Accountable I’ve got it
Generous When celebrating, lead from the back
Authentic Open and honest communication
Collaborative No one of us is as smart as all of us
COMMON TRAITS OF SOCIAL LEADERS
The Pursuit of Social Business Excellence, by Vala Ajshar and Brad W. Martin

14. A FRAMEWORK FOR SUCCESS
WHAT IS SUCCESS?
HOW DO YOU KNOW?
WHAT ARE THE KEY
COMPETENCIES?
WHAT ARE THE
SUPPORTING BEHAVIORS?
WHAT ARE THE GAPS?

15. EMERGING COMPETENCIES
FRICTIONLESS
LEARNING
LEVERAGING
TECHNOLOGY
TARGET ALL
LEVELS
FOCUS ON
PERFORMANCE
THE DEVELOPMENT OF SOCIAL LEADERS

16. COLLABORATION
LEARNING
AGILITY
PEOPLE
DEVELOPMENT
DIGITIAL LITERACY
GLOBAL
CITIZENSHIP
Vision
Interpersonal Skills
Ability To Develop
Others
Intelligence
Character

17. WHAT IS LEARNING AGILITY?
• Set of behaviors.
• Prepares people to
perform well in novel
or unfamiliar
situations.
• Can be developed
and learned to an
extent.

18. Learning agility
as a key
competency.
What’s next?
How do we prepare leaders,
employees and organizations?
BUILDING AGILE LEARNERS

19. BIZLIBRARY.COM
FRICTIONLESS LEARNING
reliability
relevance
quality

20. NEXT GENERATION LEARNING
STRATEGIES
Alignment With Organizational
Goals.
Awareness Of Organization’s
Current Learning Culture.
Performance Analysis.
Content Strategy.
Evaluation And Success Criteria.
Marketing And Communication.

21. LEVERAGE TECHNOLOGY
Training and Development
Communication and Networking
Managing Remote and
Off-site Employees

22. TARGET MULTIPLE LEVELS
Executive Level
Technical or
Professional
Mid-level
Frontline and New

23. FOCUS ON PERFORMANCE
Can performance be improved through
training and development or something
else?
What are the strategic
business benefits?
How will we know that
we are successful?

24. LEARN WHILE
YOU WORK
work while you
learn• Job rotation.
• Task force or project team.
• Action learning.
• Mentoring.

26. 1. We work in a fast-paced world. What influences and
pressures affect your workplace? Take time to
understand your strengths, weaknesses, opportunities
and threats.
2. By focusing on our leaders we can become more
agile organizations – able to take on whatever
challenges we are faced with.
3. Social leadership development is an emerging model
that focuses on collaboration and values important in
today’s workplace.
KEY POINTS

27. BIZLIBRARY.COM
COURSE SERIES:
Developing Followers
Developing Yourself as a Leader
Empowering Followers
Target: Leaders
Course Title:
Impedership
Target: Leaders at All Levels

29. BIZLIBRARY.COM
UPCOMING WEBINARS
www.bizlibrary.com/webinars
How to Build a Business Case for Online
Employee Training
Thursday, Sept 4th
1:00 C / 2:00 E
Onboard, Not Overboard, Accelerating New
Hire Training
Tuesday, Sept. 9th
1:00 C / 2:00 E
Employee Training – Why Short Video Gets Big
Results
Tuesday, Sept. 16th
1:00 C / 2:00 E

30. BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Petry
Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary