Thursday, October 7, 2010

The World Business Forum - Day 1 (Second Half)

Between the morning and afternoon sessions at the World Business Forum, I hustled across the street from Radio City Music Hall and listened to a panel discussion presented by MWW Group. The panel consisted of David Gergen, former White House Advisor, Jim Quigley, chief executive officer of Deloitte Touche Tohmatsu, and Arkadi Kuhlmann, chairman and president of ING DIRECT USA. Entitled, Sustainable Leadership, one of the most intriguing takeaways from the panel was the shared perspective that trust is paramount to leadership, and that this reality has never seemed so ironic. With business and political leaders regularly losing the trust of the larger public, the panel agreed that one of the more fascinating leadership questions of the day is how to reconcile the general lack of trust in modern leaders? Building from that, this afternoon's presenters offered insights into how to handle this question.

Charlene Li

Li's experience and expertise in social media is fascinating. It sheds light on the world we're beginning to enter, and suggests that the game is shifting. Social media outlets are tools to connect with customers transparently, offering leaders the opportunity to engage people in a more personal capacity. From Facebook to Twitter, Li suggests that corporations can showcase their best selves through interacting and communicating openly online. Whether organizations encourage front-line employees to reach out to customers through question and answer platforms or CEOs communicate to customers about future products, concerns, ideas, etc., these channels are facilitating dialogue, partnerships, and sharing. Finally, Li touched on the importance of failure and inventiveness in further engaging in our uber-connected world. She suggests that social media should drive strategy, encourage shifts in a leader's approach, and motivate organizations to prepare for how social media can be adopted to support the vision of the organization, but mistakes are inevitable. It's a new frontier, but a powerful tool to honestly connect with employees, customers, and clients alike.

Continue reading here.


2 comments:

  1. I find Joseph Grenny's argument very interesting and insightful. He preached that altering small behaviors can lead to massive change. This made me see change in a new light. The word "change" is overwhelming and daunting to many, but the idea of inspiring others to make a slight adjustment makes change seem like a more positive word. Starting small is more feasible, and causes a better chance of receiving the desired results. Furthermore, David Gergen stated that the current generation in America want to, and have been, making changes to be more gentle and thoughtful than leaders were in past years. Certainly, leadership styles did not just suddenly change overnight. This is proof that small alterations helped get the wheel turning to gradually evolve the way leadership is carried out.

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  2. Interesting insights. I agree with your comments about change, and I've been wondering if it would be more functional to replace the word with terms like development and evolution. In doing so, I think that people would be less constricted and frustrated with the general concept, perhaps more open to progressing willingly and steadily. I also greatly enjoyed the perspective of David Gergen, and appreciate the manner in which you wove him and Grenny together.

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