In many events, the difference between the treasured gold medal and not placing at all is nearly undetectable. A first-place finish often can be measured only by going out into the hundredth of a second. Many of us remember watching Michael Phelps win his 7th Gold medal by a finger tip. Without the power of technology, and slow motion replays, it can be questionable who won an event.
“You become a champion by fighting one more round.” –James Corbett
For those not yet familiar with your work, what’s the network imperative?
The network imperative is recognizing that today’s most valuable companies are virtual networks that rely on digital platforms. This leading edge, new business model is emerging in every industry: Amazon and Alibaba in the retail industry, Match.com and Tinder in dating, Facebook and Instagram in Social Media, LinkedIn in professional resumes, Airbnb and Homeaway in room rentals, Uber and Lyft in shared car services, as well as the NYSE and NASDAQ in the financial sector.
What did your research show in terms of the financial results of “network orchestrators” versus the other 3 business models?
These business models – which we call Network Orchestrators – are more about orchestrating resources, be it insights, relationships, cars, homes, and skills rather than owning them. In addition, they scale based on the a flywheel effect , e.g. the more people, services and interactions there are on the network, the more others will join and make available their assets – whether that’s friends, photos, resumes, cars or homes.
Our research indicates that all organizations have dormant, virtual networks of either employees, customers, prospects, suppliers, investors or alumni that, when combined with a digital platform and a clear incentive system to share what they have, what they know and who they know with others, can apply network orchestration to their business model. To help incumbents transition from firm centered (where they focus on what they make, market and sell) to network centric (where they orchestrate what others have and create peer-to-peer connections), we created a 5 step process called PIVOT. The 5 steps are:
Pinpoint your current business model (e.g. which of the 4 business models are you? Asset builder, service provider, technology creator or network orchestrator?)
Inventory all your assets both tangible (e.g. plant, property and equipment as well as money) and intangible (brand, intellectual capital and relationships as well as interactions and big data).
Visualize your future digital platform that connects your network of people or things.
Operate your new digital network and virtual platform alongside your existing business and protect it while it grows, experimenting along the way to find the sweet spot that insures its success.
Track using new big data metrics such as engagement, sentiment or interaction along with traditional financial measures to see how your network is doing and the value it creates.
“Show me your budget and I’ll tell you what you value.” –Joe Biden
My friend Mark Sanborn has advanced this idea for years. His definition of leadership is broad, one that encompasses everyone in an organization. A leader is someone who helps “people and organizations surpass themselves,” he says, adding that the test of leadership is whether “anything or anyone is better because of you.”
Mark knows leadership. In addition to his bestselling books, he is one of the most in-demand speakers on leadership, customer service and team building.
Recently, I had the opportunity to talk with Mark about all things leadership. This 10 minute video interview is a great reminder of some of the most important leadership principles. We discuss the definition of leadership and two of the biggest pitfalls leaders face.
Most leaders hear this advice but don’t know what it means, what to do about it, or how it impacts everyday life in the office.
Becoming an authentic leader is more than a lofty goal. It’s an essential part of your effectiveness. My own experience is that it’s often authenticity that sets the great leaders apart. We don’t always know why we are inspired by certain individuals, but I think it is this characteristic that appeals to us at a deep level.
What I particularly like about her new book is that, as the subtitle of the book suggests, she provides tools to help with the goal.
Lead with Authenticity
How would you define authenticity in leadership?
Both authenticity and leadership are important in defining authentic leadership. Leadership is about getting things done that are both difficult and important in the context of a specific organization or more broadly any human community. Authenticity adds another layer which is being true to your own nature AS you are getting things done that are difficult and important.
What’s the relationship between authenticity and leadership?
Our typical way of thinking about authenticity is to just be yourself, and it will all turn out better. Of course, be yourself. It sounds so simple. The first problem with that is you are not that simple. We humans are just not that simple. There is no one solid self like a concrete block. Our hardwired adaptive traits as humans mean that we behave differently under different situations and circumstances. Leadership requires this adaptability. But you have to find ways to communicate who you are as you are leading effectively. More importantly, you have to figure out ways to stay in touch with what is important to you as you are in the thick of getting things done. Paying attention to the inner game and outer game at the same time is a lot easier said than done. Said another way, it is easier to just be authentic or just figure out how to get things done that are difficult and important. But the daily question is how do we do both at the same time?
“Authenticity is knowing, and acting on, what is true and real inside yourself…” –Robert Terry
Why do you think there is currently so much interest in leadership authenticity?
Trust in big institutions like our government here in the US is low. I also think that the modern era poses some challenges with upping the ante on aspects of authenticity like transparency. Like it or not, we are in an age of transparency. The boundaries between private life and work or with private life in general are not what they used to be.
Leadership is never a value-neutral concept. To say someone is a leader means we have high expectations. A lot of this interest comes down to people wanting our leaders to step up and make things happen that are good for the whole. Any robust discussion of authenticity takes you fully into the thicket of human moral psychology as authenticity is so not a value-neutral construct.
“Fear is not your friend if you want a culture of authenticity.” –Karissa Thacker
My friend Dr. Michael Nichols developed a model for simple leadership that you may find particularly effective. Dr. Nichols is an executive coach who helps teams develop a vision and strategy to achieve their goals. The author of Creating Your Business Vision, he also helps individuals pursue intentional growth.
“Obstacles occur to help you determine if you really believe in the vision.” -Michael Nichols