- Gebundene Ausgabe: 336 Seiten
- Verlag: Jossey-Bass; Auflage: 1 (18. Juni 2010)
- Sprache: Englisch
- ISBN-10: 0470597267
- ISBN-13: 978-0470597262
- Größe und/oder Gewicht: 16,3 x 2,9 x 23,6 cm
- Durchschnittliche Kundenbewertung: 2 Kundenrezensionen
- Amazon Bestseller-Rang: Nr. 200.889 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
- Komplettes Inhaltsverzeichnis ansehen
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Open Leadership: How Social Technology Can Transform the Way You Lead (Englisch) Gebundene Ausgabe – 18. Juni 2010
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Die Botschaft von Lis Buch lautet schließlich:Vollkommene Kontrolle ist gar nicht möglich und auch nicht erstrebenswert. Man kann aber die Unsicherheit für das eigene Unternehmen nutzbar machen, indem man in einem geordneten Prozess die Art der Führung verändert Dazu bietet die Autorin nicht nur allgemeine Strategieempfehlungen, sondern detaillierte Handreichungen zur Umsetzung. Zahlreiche Fragenkataloge, Beispiele aus der Praxis und Kalkulationen werden durch
zusätzliche Angebote auf der Internetseite der Autorin erweitert. Charlene Lis Open Leadership kann mit Gewinn als ein Plädoyer für eine neue Unternehmenskultur gelesen werden und eignet sich auch als Ideensteinbruch.
'...a valuable guide to social media thinking, written by a genuine expert with real skill.' (Management Today, June 2010).
'...will help the modern leader understand how to lead in the new open world...' (Finance & Management Faculty, July 2010).
'...characteristically sober and well considered...Li has written the perfect book.' (CIO, July 2010).
'Li convincingly shows leaders that there's an upside to ceding control.' (Harvard Business Review, July/August 2010).
'In easy-to-understand language, this book will help leaders orient themselves to social networking and other technological advances.' (Publicnet.co.uk, August 2010).
"Be Open, Be Transparent, Be Authentic" are the current leadership mantras-but companies often push back. Traditionally, business is premised on the concept of control and yet the new world order demands openness.
In Open Leadership Charlene Li (the coauthor of the blockbusting bestseller Groundswell) offers the next step resource that shows leaders how to tap into the power of the social technology revolution and use social media to be "open" while maintaining control. This important book explains how Facebook, Twitter, YouTube, Yammer, Jive, and other popular social media sites can improve efficiency, communication, and decision making for leaders and their organizations.
As Li explains, openness requires more-not less-rigor and effort than being in control. Open Leadership reveals step-by-step, with illustrative case studies and examples from a wide range of industries and countries, how to bring the precision of this new openness both inside and outside the organization. The author includes suggestions that will help an organization determine an open strategy, weigh the benefits against the risk, and have a clear understanding of the implications of being open. The book also contains guidelines, policies, and procedures that successful companies have implemented to manage openness and ensure that business objectives are at the center of their openness strategy.
By embracing social media, leaders can transform their organizations to become more effective, decisive, and ultimately more profitable in this new era of openness in the marketplace.
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Jedenfalls sehr empfehlenswert für alle Manager, die Leader werden wollen!
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This important and substantive work addresses a fundamental shift in how people -- individuals -- relate to organizations and vice versa. It's about a subtle, inevitable transfer of power that leaders can either adapt to (allowing their organization to engage an audience and thrive), or go down resisting.
The book's subtitle is "How Social Technology Can Transform the Way You Lead." This vanilla tagline, unfortunately, does little to promote the importance and urgency of Li's message (see preceding paragraph). Public confidence in institutions is at an all-time low, and it owes in large part to the whole concept of "openness," or lack thereof.
Customers, voters, volunteers, people of faith -- pick your sub-group -- are embracing organizations that share and listen. They are tuning out those that cling to the old model of withhold and dictate. I'd add "employees" to that mix of stakeholders, too, with the caveat that the *best* employees will increasingly choose to work for open organizations versus command-and-control ones ... because even in a lousy economy, they can.
Meticulously researched, solidly written, and brimming with mostly useful sidebars and exercises, Open Leadership is a worthwhile read for new and experienced leaders at all levels. At the time of this review, there was also a web site that allowed you to fill out the exercises/assessments online. For me, this was much more convenient than stopping every chapter to complete the assessments on paper.
I've both enjoyed the pleasure of working for (with, really) "open" leaders and endured the anguish of situations where "command-and-control" systems kept all the human cogs rigidly in place. In my experience, managers who could most use the lessons offered by Li tend to be the least likely to see the need: it takes a special (and at present exceedingly rare) kind of leader to engage in introspection, self-examination, and rethinking of the status quo. These behaviors require a certain amount of humility and comfort with relinquishing control, which may run counter to the programming of traditional career hard chargers.
In defense of command-and-control, one reasonable argument for it, and against too "open" of an organization, is risk management. An inadvertant HIPAA violation by an employee using social media could result not only in huge fines but an incalculable erosion of public trust and goodwill. A culturally insensitive tweet from one impulsive worker can tar an otherwise thoughtful organization of thousands for weeks or more. More often than not, however, I think this "concern" about risk is a smokescreen to mask fear and lack of understanding of how the new, social media-interfaced business ecosystem works. I have no data to back this up, that's just what I intuit from observation and knowing how and why people react the way they do to change.
Contrary to what's been posited in other reviews, Li brilliantly suggests addressing risk-related concerns the way you would any known business risk. Not by sticking your head in the sand, but by modeling, simulating, and dreaming up worst-case scenarios -- in this context, the scenarios being all manner of social media firestorms. Of course, to approve such time-and-money-intensive action, executives would have to be convinced of the potential benefits of participating in social media in the first place. For anyone worried about loose-cannon subordinates running amok on social media, Li notes that training and policies go a long way toward reducing the risk of screw-ups.
In addition to serving managers and executives well, Open Leadership is a helpful resource to have on hand if you've been charged with getting your organization aboard the social media train. Li has used her vast network to include relevant interviews and anecdotes from a range of companies in multiple industries. There is likely a case study that addresses any resistance you're facing in implementing a more social media-friendly, open culture.
I enjoyed this book. Not only is the subject matter interesting, but the way in which Li presents the material is fresh, interesting and engaging.
The main premise of the book is that in order for organizations to use social tools and technology, they need to be able to operate in a more open manner.
I do have to say that when I first saw the title "Open Leadership", I was perplexed. I thought that Li had somehow decided to move away from her area of experience and expertise in the social space and move into the realm of `leadership' books. The subtitle helped assuage that fear though and after opening the book and starting to read, I realized that the title made perfect sense.
In this book, Li declares open leadership to be a vital factor in whether an organization succeeds using social media. She argues that by becoming more open, organizations will be able to build real / honest relationships with their employees, clients and vendors.
This is a good thing. Building long-lasting and valuable relationships with people (whether they are clients or employees) is the entire reason for moving into the social space. Having a culture of openness within an organization helps tremendously with building those relationships.
Li argues that the old `command and control' structure that most organizations have used (and still use) will not work in this more open environment. While this argument is made fairly successfully, there are many places in the book where Li tries to assuage those who still prefer the top-down command approach with her `controlled' open-ness approach. When I first ran across the idea of a controlled `open' environment as Li discusses, I was a little disturbed, but after thinking about it and reading more, I realized that Li wasn't really advocating for continuing the command and control approach; she's arguing for processes that help shape the open environment. As long-time readers of this blog know, I'm all for processes as long as they don't hinder the ability of the business to be `human'.
I highly recommend this book to anyone interested in social media, social technologies, customer service and marketing. There are a lot of really great stories & case studies that highlight how organizations are using social media to get closer to their customers and the problems those customers are having.
If you liked Groundswell: Winning in a World Transformed by Social Technologies, a great book in its own right, you'll like this book too.