Building Your Social Credibility In The Era Of Standard Of Trust Leadership
•Télécharger en tant que PPTX, PDF•
2 j'aime•618 vues
This document discusses the changing landscape of business in the digital era and the importance of building social credibility. It notes that the separate spheres of business and personal have fused, and innovation now focuses on how rather than what. The three key shifts are from hoarding to sharing, vertical to horizontal, and fortress to ecosystem. Research data is presented showing that organizational cultures focused on connecting and collaborating through values and inspiration outperform rigid hierarchies in areas like customer satisfaction, reputation, and financial performance. The document advocates shifting from an institutional to a network mindset and outlines a hierarchy of social credibility from having an online profile to thought leadership. It promotes engagement in social networks and media to build relationships, visibility and trust.
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à Building Your Social Credibility In The Era Of Standard Of Trust Leadership
Similaire à Building Your Social Credibility In The Era Of Standard Of Trust Leadership (20)
Plus de Standard of Trust, A Relationship Capital Benefit Corporation
Plus de Standard of Trust, A Relationship Capital Benefit Corporation (8)
Dernier
Dernier (20)
Building Your Social Credibility In The Era Of Standard Of Trust Leadership
- 1. Rob Peters Founder Standard of Trust Group Building Your Social Credibility In the Era of Standard of Trust Behavior
- 3. Social Organizing Principle Timeline
- 6. The Separate Spheres of Business and Personal have Fused Hoarding to Sharing Vertical to Horizontal Fortress to Ecosystem Business is War to Business as Collaboration Distant to Hyper-connected Easily Hidden to Hyper-Transparent Just Do it to Do it Right Innovating in What to Innovating in How Outperform the Competition to Outbehave the Competition Source: Dov Seidman
- 11. Martha Payne
- 12. The Era of Standard of Trust Behavior
- 13. Standards of Organizational Culture Conformity Agreed Acquiescence Do-The- Right-Thing 43% 54% 3% Research Data: LRN: 18 Countries, 36,000 Employees, 2M Observations • Rigid Hierarchy • Dictatorial • Coercion • Command & Control • Carrots & Sticks • Rules • Success • Connect & Collaborate • Values & Principles • Inspiration • Journey of Purpose
- 14. Innovation Loyalty 42 82 99 0 50 100 150 Satisfied Customers Research Data from LRN Standards of Organizational Culture Good Reputation 48 74 93 0 50 100 Financial Performance
- 15. Institutional Thinking - CSC •CLOSED •SELECTIVE •CONTROLLING
- 16. Network Thinking - ORS •OPEN •RANDOM •SUPPORTIVE
- 17. Transition to Network Thinking CSC to ORS
- 18. Gary Vaynerchuk Social is the Conversational Layer of the Internet
- 20. RISK: Business as usual
- 21. Shift to a People Centric Digital Age
- 22. Personal RISK ROI = RISK OF being IGNORED
- 24. RISK: Too busy to notice Email overload Speed of change with social media happening under the radar of business as usual
- 25. RISK: The social media phone is ringing but no one is listening….
- 26. RISK: The socialization of you is already happening Reputation/Relationship Capital Management & Network Management
- 27. ‘Marketing is too important to be left to the marketing department alone’
- 28. Profile: Personal Branding Flat sales causes enough pain to rethink Presence: On Social channels Participate: Collaboration, Engagement Publish: Content, Context Position: Community, Cause Company focused Individuals focus Shift to a New Digital Age – Socially Credible Leaders Institutional thinking Network thinking Levels Of -Trust -Sales -Staff Sat High Low Time Command and Control CEO’s less Trusted IT and system restrictions – not set up for the way the world works now Broadcast marketing & PR Becoming less effective Siloed information & people not empowered Disengaged from the market and the customer Copyright © 2014 Scredible PLC. All Rights Reserved.
- 29. I want to learn, keep myself informed, participate and share. I feel I am in the right place and want to be noticed. ENGAGE, TAKE PART, FORM A HABIT I desire leads for my business, I want to look good online. PROFILE/LINKEDIN I need to feel in control and safe establishing a presence and growing my network. EXPERIENCE THE SOCIAL PLATFORMS & BUILD A NETWORK I want to understand my contribution and message, create and publish content to BECOME A THOUGHT LEADER I want to share, support, HELP and contribute to BUILD A COMMUNITY/GROUP AROUND MY POSITION/INTENTION The Hierarchy of Social Credibility Understanding peoples online needs and motivations Position Publish Participate Presence Profile © Scredible
- 30. Understanding where Social fits… Position Publish Participate Presence Profile Everyone In the company Thought Leaders Social Networking Social Business Social Media Internal as well
- 31. LeadORS Mindset
- 33. SCREDIBLE: SOCIAL CREDIBILITY as a Service www.Scredible.com
- 34. Scredible: Great For Researching Articles and Sharing with Your Prospects, Clients, Etc.
- 35. Scredible: Standard of Trust Group BOTS
- 37. RISK: To know and not to do is not yet to know
- 38. Let’s Take a 10 Minute Break The Art of Relationship Capital Social Selling
Notes de l'éditeur
- Aaron Feurstein, Founder of Malden Mills Story on Dec. 11 1995 the 5,000 person Mill burned down. It was the largest fire in Massachusetts in a Century. He decided to Rebuild while the ruins were still smoldering. He did not offshore his Mill like the rest of the industry had already done. Paid out a total of $25M in payroll. Morely Safer of 60 Minutes… ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- When Navy SEAL Adam Brown woke up on March 17, 2010, he didn’t know he would die that night in the Hindu Kush Mountains of Afghanistan—but he was ready: In a letter to his children, not meant to be seen unless the worst happened, he had written, “I’m not afraid of anything that might happen to me on this Earth, because I know no matter what, nothing can take my spirit from me.” But long before Adam Brown became a member of the elite SEAL Team Six—the counterterrorism unit that took down Osama bin Laden—there was a fun-loving country boy from Arkansas whose greatest goal had been to wear his high school’s football jersey. An undersized daredevil, prone to jumping off roofs into trees and off bridges into lakes, Adam was a kid who broke his own bones but would never break a promise to his parents … until he grew older, and his family watched that appetite for risk draw him into a downward spiral that eventually landed him in jail. FEARLESS is the story of a man of extremes, whose determination was fueled by faith, family, and the love of a woman. It’s about a man who waged a war against his own worst impulses and persevered to reach the top tier of the U.S. military. Always the first to volunteer for the most dangerous assignments, Adam’s final act of bravery led to the ultimate sacrifice. FEARLESS is the intimate story of a devoted man who was an unlikely hero but a true warrior, described by all who knew him as just that—fearless Navy SEAL Chief (SOC) Adam Brown was killed in action in Komar Province, Afghanistan on March 17, 2010. In true "Adam Brown Style" he died a true hero, placing himself in the line of fire to protect other members of his unit. Adam’s Special Ops Assault Team was assaulting an enemy compound, an operation Adam had performed many times. The U.S. Forces were engaging the enemy in a fire fight, when a portion of the U.S. soldiers were pinned down by very heavy fire from the enemy compound. In an effort to protect his men, Adam charged the enemy from a better vantage point, drawing fire away from his pinned down comrades. His selfless action relieved the fire on his men, but it unfortunately resulted in Adam being struck by enemy fire. One other member of the American Team was wounded, but Adam’s heroic action saved the other men. The enemy compound was captured and all enemy combatants were killed in the action. Adam was a 12 year veteran of the United States Navy, with several tours of duty overseas. He is survived by his wife and two children. Long before Adam Brown became a member of the elite SEAL Team SIX - the counterterrorism unit that took down Osama bin Laden - there was a fun-loving country boy from Arkansas whose greatest goal had been to wear his high school’s football jersey. An undersized daredevil, prone to jumping off roofs into trees and off bridges into lakes, Adam was a kid who broke his own bones but would never break a promise to his parents … until he grew older, and his family watched that appetite for risk draw him into a downward spiral that eventually landed him in jail. Adam was a man of extremes, whose determination was fueled by faith, family, and the love and support of his wife. He was a man who waged a war against his own worst impulses and persevered to reach the top tier of the U.S. military. Always the first to volunteer for the most dangerous assignments, Adam’s final act of bravery led to the ultimate sacrifice. Anyone who knew Adam would tell you it was important to him that his legacy be remembered and his story be told. He spent the latter part of his life helping those around him haunted by the mistakes he made years earlier. Adam was an incredibly strong christian who loved the Lord and served him until his last, mortal breath. The majority of the members in his unit perished when the Chinook helicopter transporting them was viciously shot down while on a mission in Afghanistan on August 6, 2011, only a few short months after Adam's death. Adam was always the first through the door to clear the way for other members of his team and in classic Adam fashion he was yet again the first through heavens door......only the last door he went through wasn't filled with darkness and enemies, but light, with his Lord and Savior there to meet him. A light that shines down on all that knew him as a husband, father, friend, and there is no longer a need to be fearless. He's home. ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- University of Michigan Health Systems was in Crisis. They were being sued increasingly for Medical Malpractice. The Doctors who lead this great institution go in the room and asked What business are we in? We are in the “Responsibility Business”. They went back and forth with the lawyers and the doctors won. They started to authentically apologize and Lawsuits dropped by 50% and so did PAYOUTS. They started to speak transparently within their organization and they started seeing improvements in the delivery of healthcare services. Do these efforts 37 U.S. States passed legislation that apologies cannot be held against you in a court of law. LET ME ASK YOU A QUESTION: Would the world be a better place if more employees behaved & related the way the U-of-Michigan Doctors and Adam Brown, the Navy Seal and if more Leaders were animated by core values and the standards by which they Did The Right Thing. Now, I need to share the bad news. Those behaviors are more the EXCEPTION then the RULE
- If you look ALMOST 100 years you can see the social organizing principles Early 1930’sthrough WWII – FEAR was the driving force behind social behavior. From the 40s to the 60’s the Family was the Social Organizing Unit. From the 1970s to the 2008 Financial Crash, MONEY has been the social unifying unit. We have entered the Era of Relationships in which personal accountability and the internet are transforming what it means to be a business.
- WE ONCE HAD A MANAGEMENT GURU. His name was ADAM SMITH. Most people think Adam Smith was an Economist. Adam Smith was the Chairman of the Moral Philosophy Department at Glasgow University when he wrote the WEALTH OF NATIONS. Capitalism for him was not about a system where people WILL DO, CAN DO OR CAN’T DO, BUT WHAT THEY SHOULD DO It was always about mutual interactions, competitive interactions. IT WAS A THEORY OF MORALITY AT SCALE DEMONSTRATED IN MARKETS. AND YET WE CHOSE TO INTERPRET IT AS SOMETHING LAISSEZ-FAIR E ZERO-SUM ECONOMIC THEORY WHY? Because we fell in love with another management guru
- The Godfather. The famous line being “IT’S NOT PERSONAL. IT’S JUST BUSINESS.” We created A SEPARATE SPHERE. IT’S JUST BUSINESS WASHINGTON IS JUST POLITICS, WHAT HAPPENS IN A PENN STATE LOCKER ROOM IS JUST FOOTBALL NOT LIFE, JUST FOOTBALL. AND IF BUSINESS IS JUST BUSINESS AND WE CREATE A SEPARATE SPHERE, THEN GREED IS GOOD, TOO BIG TOO FAIL, BOSSES TELLING PEOPLE, “I DON’T CARE HOW YOU DO IT, JUST GET IT DONE” IS ACTUALLY A RATIONAL STRATEGY THAT CAN BE SCALED.
- Then 18th Century Moral Philosopher David Hume RETURNS If, In a interconnected world there is no distance then we need to REAWAKEN MORALITY and BRING IT BACK iN Because Everything is Personal. And the 1-Billion Person Nation called Facebook. All the interactions are PERSONAL. Just ask our children. They have completely fused their lives and if they hear a eulogy about he was ruthless in business, but a devoted father, they will not respect that person.
- From Connected to Interconnected to Morally Interdependent There is a saying “THAT THE OPPOSITE OF LOVE IS NOT NECESSARILY HATE, BUT INDIFFERENCE The OPPOSITE OF MORALITY IS NOT NECESSARILY IMMORALITY, BUT AMORALITY THE OPPOSITE OF RESPONSIBILITY MAY NOT BE IRRESPONSIBILITY, BUT NO-RESPONSIBILITY So I believe we are all rising and falling together, because: One banker can lose $2B at his desk and wipeout all bonuses for his peers and introduce risk into the global marketplace and
- One Vegetable Vendor in Tunisia and a few friends with Cell Phone Cameras spark a revolution towards FREEDOM across the Middle East I believe we have entered the Era of Standard of Trust Behavior.
- Inspiring Story of Responsible Behavior: MARTHA PAYNE, 9 years old and lives in Scotland She did not think her school was serving responsibly nutritious food. She started taking pictures about it and blogging about it. Soon One-Million pages views on her blog. The school got together and banned her blog. More users came online. The school reversed their decision and the school is now serving more nutritious food. Soon Martha Paine will be working in a corporation making similar decisions.
- We have just entered the Era of Standard of Trust Behavior. We are we deep into it. Behavior has always mattered. It matters in Villages. Today, it matters more than ever in ways we have never seen before as just described. WHY? If you don’t think we are in a NEW ERA. Then let’s keep trying to RESET, REBOOT, and REFORM THE SYSTEM
- Good News and Bad News
- By any quantifiable measure you get LESS OF OR MORE OF IMPROVES
- Once upon a time there was a world of low-trust. Every day, scores of individuals would go to work to pay the bills and not trusting of their employer. One day, a person stood-up in a meeting and proclaimed "How We Connect, Collaborate, Engender Trust, Deepen Loyalty, Keep Promises, and Earn Relationship Capital is the Source of a Happy and Prosperous Life." Because of that, more and more people started to connect, collaborate, and keep more of their promises; to their customers, employers, families, and social networks. Because of that, those early adopters shared their purpose and beliefs, and most of all demonstrated this relationship capital behavior to others not just with words, but by their actions and kept-commitments. Until finally leaders across the world recognized and rewarded those individuals and groups who not only achieved results, but did so the right way!" THIS IS NOT END, BUT THE BEGINNING
- Accenture Story. Up to 2013, the largest consulting and professional services firm in the world believed it was riskier to engage on social media than not. That changed in 2014.
- If your stakeholders (customers, partners, peers, etc) do not see you on social media, you are considered IRRELEVENT.
- Email focus of communication is primary focus while customers, influencers and other relationships on communicating about problems you can solve, but you are too busy to notice.
- Working with large consulting firm in the U.K. Up to to two years ago it was perceived by many B2B leaders that it was riskier to interact on social media than not. Last year that is no longer the mindset.
- Next Generation Algorithms will be making judgments about your social credibility. You need to invest time in nurturing your brand. If you do not, the algorithms will.
- Getting Started in Building Your Social Credibility
- ATTITUDES:: Constantly learning Recognition that personal branding online is a game that has to be played and practised relentlessly Realization the game has no end and no final score or outcome Being prepared for shock and shocking behavior like abuse, severe rudeness and bullying (especially if and when you make a mistake) Recognizing that you must tell your story and update it continuously (at least monthly) Being passionate and demonstrating passion Recognising that online is a skillset to be cracked or nailed and takes time Adopting the attitude of Open Random Supportive Abandoning the attitude of Closed Selective Controlling SKILLS: Linkedin, Twitter, Scredible, Facebook, Google+ Blogging and YouTube video publishing Highly skilled at Social Messaging content, context and contact Better Reader Better Filterer Study, Research, Refine, Ponder, Aggregate, Reach, Opinionate Deep thinking Adopting Open Random Supportive (ORS) Mindset BEHAVIORS: Behave in a new way Behave like a friend Become an Obsessive Learner Become a Compulsive Learner Sharing to thrill and be first Teaching to thrill and be first Publishing your thoughts, opinions, inputs and comments online (carefully and with deep care) Being Taken Seriously online and offline Having experienced failure, abuse, bullying online Being sought out my professionals worldwide for your opinion and thought HABITS: Looking for gaps in your calendar Seeking gaps in your day to read, notice and share Continuously learning Thinking in an Open Random Supportive way at all times Seeking out news Seeking out people Seeking out angles and cocktails of solutions to problems Asking open questions avoiding closed questions Naturally sharing content and connections without thought or a need to protect knowledge or contacts Not being closed but open Not being selective but random Not being controlling but supportive
- Next Steps