We are all transforming leaders in social networks
Estimated reading time: 6 minutes
Editor’s note: Today on ZyncroBlog we want to share with you a book “Liderazgo e Innovación 2.0” (Leadership and Innovation 2.0) (recently published by Netbiblo) from the team of Humannova, made up of Alicia Pomares, Sergio Gil, Eduard Legazpi, Juan Francisco Arza and Virginio Gallardo (coordinator).
In this book, members of the consulting firm Humannova examine the change in paradigm in people management and organization, and the role that social networks have to play in integrating innovation in the day-to-day running of teams.
The key theory of the book is that the future is for those who are capable of making their organizations change at the pace of its surroundings. There are many ways of describing this concept, but they have called it Innovation. For them, they propose establishing a new agenda in our companies that takes into account this new reality.
This new agenda aims to assume the challenge of innovation and to continuously ensure the essential process of converting ideas into results.
We’d like to thank all the co-authors of the book for letting us share the ideas and conclusions that their book makes, and we hope that, with our work in Zyncro, we are contributing by providing tools for fulfilling that transformation they propose.
We’ve included a fragment from the introduction of the book. We hope you find it interesting!
“We are all transforming leaders in social networks”
A transforming leader is one who drives new innovative organizations where communities take a greater role, which are not based on the myth of the heroic CEO or Managing Director as the champion of change. Not even on a Managing Committee with “exceptional” characteristics.
For an Organization 2.0 to possess an innovative capacity, the characteristics associated with leadership must be distributed throughout the organization and form part of hundreds of leaders and key professionals in an organization.
The ideas need to emerge and be converted into daily behavior, which is unspectacular by itself but together is what creates this organizational capacity that we call innovation.
The main mission of the new director is to create other leaders, to ensure that leadership conditions exist across the board.
In other words, transforming their organization into a place where there is the highest number of people with top decision-making capacity, where anyone in their community is capable of implementing their ideas or those from others. The main mission of the director is to transform their organization into an Organization 2.0.
We will analyze why leadership must be distributed in order for there to be innovation and why the people must have more freedom. Or if we translate this concept in business terms: greater independence, greater empowerment, greater capacity to assume risks.
This will not be done for humanist beliefs about people; it is done out of need, because it is the most efficient way of innovating.
For this reason, new tools are emerging that allow this new type of innovation: technologies 2.0.
These are the new tools of innovation and their complexity is not technological; their complexity lies with how to manage communities with distributed leadership and how to create emotional links so that there is collaboration.