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  • Jose Luis del Campo Villares 9:00 am on December 23, 2013 Permalink | Reply
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    Internal Communication 2.0 for Enterprise Social Networks 

    Estimated Reading Time: 6 minutes

    With the current fashion of labeling almost every position as “2.0”, why not also label internal communication the same?

    If something has been considered a lot in organizations until now with internal communication, above all in Spain, it has been the strength and importance informal communication has always had, or rather, rumors have had. That, plus the fact that many of those responsible for communication within organizations employ formal communication channels internally in an inadequate way, making organizations constantly having a weak point in the area of internal communication. 

    What indicators show that internal communication has been poorly managed until now?

    • Unmotivated employees who would say clearly that their opinions were neither heard nor much less taken into account.
    • Errors with messages transmitted between the initial and final message; there tended to be two or three steps that the message passed through and part of it got lost or distorted in the process.
    • Employees often indicated that they learned what was happening in their organization when it was over.
    • On many occasions informal communication, that is, rumors, was the best way to stay informed. 
    • Apathy towards the messages given by the organization with the question ‘why are they telling me this?’ Or the phrase ‘the same thing again’, demonstrates apathy from the recipients of the internal communication messages, bringing attention to the message is null and there are many other communication problems that can arise.

    How do you employ the new world 2.0 and its tools to be able to counteract existing bad internal communication?

    First, it should be made clear that an organization that establishes an internal enterprise social network is looking to socialize its behavior and organizational culture in every moment. What better way for employees to feel heard in a manner in which they can also freely express themselves through any channel and their opinion stays there and can be shared, refuted and valued? Enterprise Social Networks are the first that they establish; an environment of dialogue in which each member of the organization is accommodated. (More …)

     
  • Jose Luis del Campo Villares 9:00 am on October 17, 2013 Permalink | Reply
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    Enterprise Social Networks as a Tool to Discover Hidden Talent in Organizations 

    Estimated reading time: 5 minutes

    The growth of knowledge is of vital importance for the future of organizations. In this stage, one of the great advantages organizations who work with Enterprise Social Networks have is the opportunity to share content.

    However, Enterprise Social Networks must be designed to facilitate this and not to employ it as a social communication medium between users. I am one who thinks that talent attracts talent. Someone with talent will feel excited to participate in a collaborative environment that is conducive.

    An environment in which perceives that intervention and contribution is valued and is taken into account, where it is seen that those who participate with others brings talent. And verification of who controls and directs this environment is a talented person who can also bring out the best in each contribution for the growth of the group and individual members of the organization.

    An Enterprise Social Network to discover hidden talent in an organization

    The use of Enterprise Social Networks opens the possibility to discover new hidden talent that is in our organization. But, to serve this purpose, an Enterprise Social Network must implement responses to the following ideas:

    1.  It is implemented with the aim of sharing knowledge, and it is explained adequately to members who are going to participate and make sure they understand that it is a medium of growth for individual talent and group talent.

    2. That are managed or controlled by someone with skills, mainly to discover talent that the members possess and that is it hidden and to be able to motivate them to bring to light their talent. Putting someone to control the maximum performance of the company may not be the most appropriate thing to do. Place in command someone who possesses innate skills to find, manage, and maximize hidden talent.

    3. Make it mutual as the contribution of talent. It is as simple as who manages it, and who participates, all of whom must be motivated for it. The person who manages must be overturned in finding hidden talent. And the person who wants to contribute must see the correspondence between their contribution and the ‘award’ received.  Otherwise, more than discovering talent, what it will do is hide talent even more as members flee to participate because they do not report anything and they see it as a bigger workload.

    Enterprise Social Networks are the perfect tool to discover talent in our employees. At  Zyncro, we work to extend this form of collaboration to businesses. If you are convinced and want to implant a enterprise social network in your business, We can help you with this whitepaper to convince your boss. And if you still need more reasons to bet for a collaboration environment in your organization, dowload this other whitepaper where we give you 10 reasons. When you are convinced, try Zyncro for free and squeeze its profits.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.


     
  • Jose Luis del Campo Villares 9:00 am on July 9, 2013 Permalink | Reply
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    Enterprise Social Networks and ‘presentialism’ in our organizations 

    Estimated reading time: 4 minutes

    One of the major criticisms of organizations, together with ‘degreeitis’, is ‘presentialitis’. Our bosses have always had greater esteem for employees who spend hours at work regardless of their productivity and have mistakenly associated it with their commitment to the company.

    Today I want to talk about Enterprise Social Networks and how they can achieve real commitment from employees.

    Efficient use of the Enterprise Social Network is based on a collaborative spirit among members, their desire to improve through conversation and contributions. And these elements are not determined by the clock.

    When a member hears something that benefits the company, they can communicate it through the Network at any moment (imagine multinational enterprises with offices in different time zones. Whether they spend 15 hours a day is not valued, rather that when they connect, they provide real value to their group and organization.

    (More …)

     
  • Jose Luis del Campo Villares 9:00 am on May 29, 2013 Permalink | Reply
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    Enterprise Social Networks: Lineal Growth in People and Exponential Growth in Talent 

    Estimated reading time: 9 minutes

    One of the virtues that an organization can have when applying the right Enterprise Social Network (ESN) is it can make different people share knowledge and different points of view on an idea in a single space.

    Two members of an organization may have never shared ideas about something they are both working on in the organization, i.e. due to physical circumstances, for example, because the employees are located in different work centers with an extensive geographical distance between them, or due to time limits, as time zones mean that their working days never coincide.

    In this scenario, employees in the same organization who could share knowledge with a personal and professional benefit for the company may never come into contact or exchange ideas.

    This is one of the key points where an Enterprise Social Network implemented in an organization plays a fundamental role, as the lineal sum of people with determined knowledge (talent) can mean exponential growth in talent in the organization.

    When we decide to implement an ESN in our organizations, one of its key objectives must be to act as a virtual collaboration space in which different professionals who work on a product can share their experiences and ideas, which will benefit not only professionals in the same area who are working on that product in other work centers, but also other professionals who work on that product from other areas.

    It seems to be more complex than it really is, so let’s take an example where we can see how growth can be exponential for the organization.

    Taking an organization with work centers in different parts of the planet, such as Europe, North America and Asia. They sell a range of products, and in this example, let’s focus on the product A. We design an ESN that creates a contact area with different professionals from different departments, for example, heads of different areas.

    When the head of design in Asia of that product A enters to share his experience on end users who acquire the product, the heads of design in Europe and North America acquire knowledge that enables them to work on the product to make possible modifications that could benefit their end clients. However, if in that meeting place, the heads of marketing also participate, they can see what the strong points for convincing the end client in each part of the world (support marketing) in order for them to purchase product A. What’s more, if the heads of Finance also participate, they can see how to apply the different product prices according to the possible competitors in each part of the world.

    With this simple example, we can see how the talent of one of the members in the organization shared in an open collaborative space not only causes lineal growth, but also exponential growth in the talent, which will reverberate on global improvement in the organization at different scales and as a whole. And that is something that is difficult to achieve with a traditional organization system where, with luck, the different departments meet at an annual convention in order to share ideas.

    The ESN implemented needs to have four indispensible points in order for it to be a true source of collective knowledge:
    • Open: i.e. all members of the organization, regardless of their work area but with the same hierarchical responsibility level, can access at any time to contribute an idea, knowledge… something that may be of interest to any other department and any part of the organization.
    • Collaborative: it must be the meeting point for debate or sharing contents, not a social network. In other words, implementing a network means its participants must comply with some basic rules of behavior.
    • Timeless: Any member can access it when they want to share something and it is clearly defined for other members so that when they decide to access, they know where the issue can go and this way know how to share, debate or extend the knowledge already left there by other members of the organization.
    • Hierarchical: the ESN implemented opens different meeting points in which different employees can participate based on their different levels of responsibility within the organization.
    How do I focus my approach if I’m responsible for implementing an ESN in my organization?

    Firstly, analyze the activities and departments making up your organization. Then, analyze the hierarchical level of your staff. Finally, establish criteria that enable you to create different meeting points in the organization, both in terms of parallel and transversal competences. i.e.

    • Meeting points for sharing knowledge for those responsible for finance, marketing, etc. in different work centers (parallel competences).
    • Meeting points for sharing knowledge for the same hierarchical levels in one work center in the organization (intra-center transversal competences).
    • Meeting points for sharing knowledge for the same hierarchical levels in different work centers (inter-center transversal competences).

    Each member who participates in the ESN is responsible for sharing their knowledge in one or more centers implemented according to whom it may be of interest.

    Obviously, this means training participants first, but undoubtedly, once the system and the ESN are implemented, the growth of talent within the organization will be exponential and not lineal like in organizations 1.0.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a faciliator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.

     

     
  • Jose Luis del Campo Villares 9:00 am on March 21, 2013 Permalink | Reply
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    5 keys for managing Internal Talent in Organizations 

    Estimated reading time: 8 minutes

    Managing internal talent in organizationsWe all have talent for something, whether it’s good or bad. At times, the problem is that we are unsure what our a special skill is used for, or even when we know it, we have little or no motivation to try to exploit it or we have an inability that prevents us from dedicate ourselves to it.

    We have always believed in the idea of talent of individuals. For this reason, when we talk about organizations, we usually refer to the concept of ‘human talent’ as the potential of its members, knowledge, aptitude, attitudes, experiences, motivation, vocational interests, skills….. that can be applied to daily work within the organization and that enable us to get the best out of each individual, which results in the improvement of the group and the organization to which they belong.

    Everyone would like to have talented individuals in their organization, or individuals with the potential to be talented, as it is believed that they will contribute positively to the growth of the organization. The truth is if the organization doesn’t have them, it can ‘import’ by bringing in outside individuals (outsourcing), but that is not the topic we are discussing today. Here we will see what is necessary to manage the ‘Internal Talent’ that organizations already have and the advantages of this talent.

    Starting from the basis that we all have a potential talent for something, what are the key points for managers in an organization in knowing how to manage the potential of its members?

    1. Ability to discover talent in its employees.
    2. Ability to know how to manage them in accordance with the organization.
    3. Ability to know how to motivate them.
    4. Ability to generate new talents among employees.
    5. Ability to adapt organizations.

    In times of crisis like the current one, it is clear that investing in bringing in outside talent is very expensive, meaning the starting point for optimizing costs lies in‘insourcing, or in other words, managing the talent and potential already found in our organization and knowing how to leverage it is infinitively more profitable, as well as them being someone who already knows the organization and doesn’t have to be taught much.

    1. Discovering talents

    Hence, the first step is to discover the internal talents of each individual so that we can reinforce the internal talent of the organization. HR management in organizations should be done by professionals specialized in competence development, skills management, and in short, those used to finding the talent in each individual. It’s not much use to think about ‘insourcing’ if we are unable to discover the potential in our employees.

    2. Managing talents

    Once we have determined what our employees talents are, the next thing is to know how they can be used for the organization’s benefit. It is not enough to know how to capture the talent of each individual, rather we must also know the functional structure of the organization and its culture in order to be able to coordinate that talent within the company’s structure. Fitting in the different talents in different positions, hierarchies and responsibilities in an organization is as important for operation as having talented individuals. If we don’t, we are wasting that ‘Internal Talent’. Having people with wasted talent and knowing it is almost worse than having talented people and not knowing it.

    3. Motivating talents

    When we have found a place for that ‘talent’, we need to know how to feed it, to motivate it so that it grows on its own and infuses others. Talent is something that, apart from having it, it is necessary to feed it and this is done with suitable motivation. The techniques for achieving it are not just economic as many believe, but all must ensure that the talented individual is happy in their position and does not want to accept outside offers that would bring their talent to other organizations.

    4. Creating new talents

    If we can find, fit in and motivate talent, wouldn’t it be perfect to be able to create new talents within the organization? Multi-disciplinary ability in our employees, combined with a fast changing environment, can be the perfect combination in order us to consider creating new talents ourselves within HR management. Having our own factory for creating talents is a way of ensuring the future success of the organization. Human capital capable of assuming responsibilities, new projects and motivated to do so is the key to survival for any organization.

    5. Adapting the organization

    But to all this, we need to add a very important thing like the fact that organizations themselves cannot be considered static entities, they need to adapt to changes in trends, regulations, competition and the environment. They are living beings, comprising of other living beings. On occasions, it is not always a case of adapting the talent of the employees to the organization, rather quite the opposite, adapting the organization to the talent of its employees who, on all probability, have adapted to the environment before the organization itself. It is as important on occasions to adapt the organization to changes and its internal talent as to make sure this talent adapts to the organization.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.

     
    • shalini 1:17 pm on March 21, 2013 Permalink | Reply

      Great ways to manage internal talent Jose. Thanks!

  • Jose Luis del Campo Villares 9:00 am on February 12, 2013 Permalink | Reply
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    Entrepreneurship within your own company 

    Estimated reading time: 5 minutes

    The truth is we usually associate the figure of the ‘entrepreneur’ to a freelancer who starts out their business or entrepreneurial adventure with much effort. In other words, that self-employed contractor known to us all.

    But if we go to the grain of entrepreneurship and, hence, the psychosocial characteristics of what an entrepreneur is, only one of those points indicates that they should be someone who starts up their own business. However, in recent years the idea has spread that an entrepreneur is synonym of someone who creates their own business or activity. That is merely a simplification of the profile and skills of an entrepreneur.

    The entrepreneur is also someone who cares about making their activity essential for the customer, that customers find their needs covered at all times; a person who is thorough and meticulous in what they do, even isolating themselves from their environment to achieve the goal set out, with an innovative spirit… We need to clearly distinguish between what an entrepreneur as we have identified it today is and what the entrepreneurial spirit is, as those special features in their way of working or thinking that a person of such characteristics has.

    If we think about the entrepreneurial spirit, why aren’t there entrepreneurs on payroll in companies? Can we say that the members of the R&D&i departments in companies have an entrepreneurial side to them? Why mustn’t an entrepreneur have a pay check? Let’s take the example of Albert Einstein, a man with entrepreneurial restlessness. Did you know that while he was inventing he worked as a civil servant? (when he was a young unknown physicist, employee in the Bern Patent Office, he published his theory on special relativity).

    The restlessness that an entrepreneur shows in their personality, their way of looking at things, their way of acting and thinking is not exclusive to freelancers; it can also be found in employed individuals.

    The big difference lies in the level of commitment held with the project being undertaken, as when you are freelance, it’s not just a job, it’s an entire life that revolves around the business; while when you are on payroll in a company, the commitment lies within a position, a salary and some duties and obligations, but your entire life does not revolve around what you do.

    For that reason, although for many it is not possible, we can say that there are entrepreneurs in companies, and it is this human collective that the HR department in organizations has to find, protect, pamper, as they represent the true talent within organizationsand that, unfortunately in this country, have always been underestimated. We business owners have always preferred uncreative employees that are meek and obedient over employees with initiative or entrepreneurs who, at some stage, may argue with their bosses.

    How can we cultivate an entrepreneurial culture within our companies and in our employees?

    Motivation, assertiveness, empathy, listening (not hearing) to what they have to say, making them part of the company’s success, valuing things done well… everything in short that should be the norm, but unfortunately is forgotten by many bosses in this country.

    Jose Luis del Campo Villares is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network. Apart from several collaborations, he writes his own blog, which we highly recommend at Zyncro.

     

     
  • Jose Luis del Campo Villares 9:00 am on January 7, 2013 Permalink | Reply
    Tags: , , emotional intelligence,   

    Emotional Intelligence applied to the business environment 

    Estimated reading time: 5 minutes

    For many, the concept of Emotional Intelligence sounds familiar but they are not able to suitably define it. I like Daniel Goleman’s definition, which identifies Emotional Intelligence as the ability to identify our own emotions and those of others, to self-motivate ourselves and know how to monitor our emotions and those of the people around us.

    Do you believe that a suitable management of Emotional Intelligence in an organization would be beneficial to its correct operation?

    What is being proven is that successful leaders in organizations don’t necessarily have the highest IQ (intelligence quotient) in common, nor do they have the best training, or hold the most MBAs. In fact, the common characteristic of them all is that they have a higher than average EC (emotional control), which enables them to control situations better and handle their day to day problems, or those of their team, from a different perspective.

    This emotional control that stems from an adequate Emotional Intelligence is based on two pillars:

    • Personal competence: Internal Emotional Intelligence (internal management)
    • Social competence: Interpersonal Emotional Intelligence (team members)

    Are you a leader in your organization and would like to apply emotional intelligence within your team?

    Then you should have the following:

    • Personal competence: Self-awareness (emotional self-awareness, accurate self-assessment, self-confidence) and Self-management (emotional self-control, transparency, adaptability, achievement oriented, initiative and optimism).
    • Social competence: Social awareness (empathy, organizational awareness and service oriented) and relationship management (inspirational leadership, influence, change catalyst, teamwork and conflict management).

    Some of these things can be learned through good training. Others can be achieved and strengthened using collaborative social tools, such as Zyncro. However, others are innate abilities in people, part of their DNA. Self-awareness is what tells you what you’re really like and what you should improve in order to manage Emotional Intelligence during your day to day.

    But, because I like to refer more to new social media and its tools, let’s consider the social competence part that is needed. We must be aware of the feelings, needs and concerns of members of our organization, as well as have the ability to obtain the correct and required answers that help us manage the team we’re responsible for.

    This is where I believe that social tools have played an important role in encouraging Emotional Intelligence in companies, because they are based precisely on this, being social, interacting, knowing how to identify what the human environment tells us. Work centers interconnected via internal or external social networks, spaces on the cloud where contents and knowledge can be shared, debate walls where colleagues’ doubts can be resolved; aren’t these in fact 2.0 tools applied to the development of Emotional Intelligence? We are using this concept every day, but few are aware of it.

    Jose Luis del Campo Villares is a Facilitator, Trainer and Coach. He is concerned with people and their life within organizations, which is why he is a Social Media Consultant and CEO of Socialmedia Network. In addition to several collaborations, he writes his own blog, which we at Zyncro highly recommend.

     

     
  • Jose Luis del Campo Villares 10:49 am on November 30, 2011 Permalink | Reply
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    Be social, my friend, be social 

    Estimated reading time: 4 minutes

    What I wonder today is whether organizations that are present in the social media really know what it’s all about.

    I fear that many companies limit themselves to checking out at what their competitors are doing on the social networks in order to appear ‘more social’. This is their biggest mistake, reason to make many organizations believe that social networks are a complete waste of time. Organizations need to realize that to be present in social media, you need to ‘be social’ and not just ‘appear social’.

    Opening a Facebook profile or a Twitter account may bring us closer to social media but it doesn’t mean we’re more social, just that we appear to be.

     

     

    ‘Being more social’ involves a way of working, thinking, sharing, interacting… both with customers and suppliers and the whole surroundings. Both the company and its members need to take it onboard.

    It doesn’t mean arriving one Monday to work and deciding to be more social, opening a Google+ account. That’s simply ‘appearing more social’.

    It’s like being Catholic or Muslim or any other religion: it’s not about going to church or a mosque once or twice a year; it’s about actively choosing a lifestyle, a behavior and a specific way of thinking, making them your way of being.

    When companies and organizations grasp that they need to change their corporate culture to a more social one, they’ll realize that that’s the real key to success in social media. Some companies see social media as tools for pretending as opposed to tools for change, it’s obvious that they are only going to fail at it.

    Changing the organizational culture lies with the people, not the tools. So for a company to be more social, its members need to believe in being more social and become involved in the whole idea, that goes for the leader of the organization right down to the recent incorporation.

    ‘Appearing social’ is something that can be simulated very easily with the different social networks, while ‘being social’ involves changing the internal and personal way of interacting.

    Appearing social doesn’t lead to anything;
    being social does…


     
  • Jose Luis del Campo Villares 9:44 am on October 11, 2011 Permalink | Reply
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    10 tips for getting off to a good start with social media 

    Estimated reading time: 5 minutes

    We do not intend to lecture nor is this written in stone, it is simply advice derived from logic and from keeping up to date with social media developments and observing the actions of ‘benchmarks‘ in the world of 2.0.

    1. Really understand the meaning of social media. It is not Twitter, nor is it Facebook…  It is a new way of acting, thinking and overall, interacting with everybody else.  Something about interpersonal relationships has changed and we must understand this.  Your entry into social media will not be carried out appropriately if you are clinging on to traditional forms of communication.
    2. Not rushed but without time lapses.  Being successful with social media is not as quick as hailing a cab, nor is it as slow moving as ‘writing the Bible’.  Let us be clear, being hasty or taking too many precautions does not go with social media communications.  Neither is it about doing a 100 metre sprint or an olympic marathon.
    3. There is usually a reason for entering into something new.  Are you aware of your reasons?  Being involved with social media means interaction, not opening up an account on a social network and observing the scenery.  What do you wish to gain through this interaction?
    4. Do you like your presence in the world of 1.0?  So why change?  Always be true to how you are in real life because the world of 2.0 is just an extension of this.  Wanting to appear to be something other than the reality will always end up being discovered.  Be unique and genuine.
    5. Prioritze efforts.  Are you present everywhere within the 1.0 world?  Then why do you want to be present in all of the social networks at the same time?  Optimize time, efforts and resources.  Move into social networks that you feel comfortable with.  New tools appear everyday but there is only one of you and you can only do so much, it would be better to have a presence in a smaller number of networks and reach 100% of your potential.
    6. Make your contribution an altruistic one. Whatever you do, whatever you share, ensure you always have a group benefit in mind.  When one only seeks personal gain, where does it leave the height of all good win-win negotiation?
    7. Ensure your expectations within social networks are in line with your work.   Do not hope to have thousands of followers or fans if you do not follow or interact with anybody.  If you ‘go your own way’ do not claim that social media does not work, ask yourself if your actions are appropriate.
    8. As in real life, never look down upon a follower even if you only have a few followers or if what they contribute seems insignificant.  You never know what you might share with this follower or fan in the future.
    9. Respect all opinions courteous manner.  Arguments can be debated without having to lose one’s manners.  There may be times when you feel like leaving them behind but by doing this using social media, you end up having more to lose.
    10. Be aware that not everything you share within social networks will be of interest to everybody, but this is no reason to be discouraged nor feel the need to convince everybody of your good intentions.  The day will come when your contribution hits the sky and the next day, rock bottom.

     

     
  • Jose Luis del Campo Villares 10:00 am on September 28, 2011 Permalink | Reply
    Tags: 3.0 leader, , , ,   

    What will a 3.0 leader be like? 

    Estimated reading time: 4 minutes

    This is an open question that is not easy to respond to as even the 2.0 leader profile has not yet been defined.

    What is apparent is that if the leader figure evolved from 1.0 to being 2.0, it is because the business also evolved in that direction.

    There are qualities that remained in a leader during the move toward social media: ability to delegate, to listen to different viewpoints, encourage teamwork, two-way communication…  All of these were present in a good 1.0 leader, are also present in a good 2.0 leader and will also be in a 3.0 leader.

    Why?  For one simple reason: the essence of a leader’s behaviour is always the same regardless of the environment in which they find themselves.  The only thing the environment does is make different tools available so an evolution of the leader figure takes place, but this has nothing to do with a transformation or change taking place if not a step forward in a continual process.

    You don’t think a good leader in the 1.0 world would be bad in the 2.0 or 3.0 world, do you?

    The qualities that determine if a superior is a good leader or not are independent from the tools and environment one may find themselves in, they do not change with the environment. It is another thing if the tools made available during this evolution period allow the leader to carry out his or her mission in a more efficient manner or indeed enhance their already strong skillset.  This does not however, imply the inverse: that a bad 1.0 leader can be a good 2.0 leader.  Tools help carry out tasks but if the leader does not already have the skills for it, it will be difficult for them to improve in any way, they could even end up revealing how bad a leader they are.

    We can confirm up to this point, that some of the characteristics a 3.0 leader will have are: good multi-directional communication skills, empathy, assertiveness… these will always be common qualities in any leader.

    Other characteristics will depend on the tools used in order to carry out the mission such as in the current evolution.  If the 1.0 leader had less means of communicating with their subordinates and listening to them, this is now in the past as now there are many means of facilitating feedback.  But if the leader was not up to the job in a 1.0 environment they will not be now either, however many tools they may have at hand.  It is likely that the 3.0 leader will have many more tools available in order to communicate with their team.

    Bearing all of this in mind, we come to one conclusion: it is difficult for us to know now for sure what the 3.0 leader will be like but we are clear about which skills and attitudes they must have.  The unknown area is a mystery that will move in the same direction as the 3.0 tools take at the time.

    Whoever is in charge of a team must first learn leadership and its meaning.  Very soon new tools will become available that will facilitate the role whilst respecting the attitudes and expected behaviour of a good leader.

     

     
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