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Leadership 2.0

I started blogging in 1998—before it was called blogging. I simply posted new articles to my web site, because I noticed that people would come back if the content kept changing. But it was a hassle. It wasn’t easy to change the content or structure of your site. Everything was fairly static.

Photo courtesy of ©iStockphoto.com/mtrommer, Image #4328001

Photo courtesy of ©iStockphoto.com/mtrommer

But in 2002–2003, things began to change. They started becoming more dynamic. In fact, in December 2003, Eric Knorr, executive editor of InfoWorld, coined the phrase “Web 2.0” to describe the movement to a different kind of Web experience that was more focused on the user rather than the publisher.

According to Wikipedia, Web 2.0:

refers to a perceived second generation of web development and design, that facilitates communication, secure information sharing, interoperability, and collaboration on the World Wide Web. Web 2.0 concepts have led to the development and evolution of web-based communities, hosted services, and applications such as social-networking sites, video-sharing sites, wikis, blogs, and folksonomies.

I think that a similar paradigm shift has occurred in our understanding of leadership. Our interaction with the Web and the expectations it creates have shaped what we expect from our leaders.

Therefore, if leaders are going to be effective with the current generation of Internet-savvy web-users, they must shift their leadership style. I call this Leadership 2.0. Here’s how it compares to Leadership 1.0:

  1. Leadership 2.0 embraces change. Like Web 1.0, old-style leadership was fairly static. Leaders resisted change and were more focused on preserving the status quo. However, Leadership 2.0 embraces change. New-style leaders are on the cutting edge of experimentation. If something doesn’t work, they change course quickly. They are more concerned about driving the right outcomes than maintaining business-as-usual.
  2. Leadership 2.0 demonstrates transparency. Old-style leaders were opaque. They wouldn’t tell you anything they didn’t have to tell you. They kept themselves shrouded in mystery. (Think of “Oz.”) New-style leaders are open and transparent. They let you see them for who they are—warts and all. They risk self-disclosure, preferring to acknowledge the truth of who they are rather than pretend to be something they are not.
  3. Leadership 2.0 celebrates dialogue. Old-style leaders delivered a monologue. They did all the talking. The fact that they were the boss was proof enough that they were smarter than everyone else n the room. New-style leaders listen more than they talk. They ask questions. They lead powerful conversations. Why? Because they know that “all of us are smarter than some of us” to quote James Surowiecki in The Wisdom of Crowds.
  4. Leadership 2.0 employs collaboration. Old-style leaders were competitive. They held all the cards close to their vest. They didn’t “play well with others.” They refused to help anyone they perceived as the competition, even if they were theoretically on the same team. New-style leaders are all about teamwork. They are inclusive in the way they lead, drawing you in and making you feel that you are doing something great—together. They enroll others as “colleagues” and “partners.”
  5. Leadership 2.0 practices sharing. Old-style leaders hoarded their resources—their contacts, their insights, their time, energy and money. They played a zero-sum game. Their didn’t believe they could be generous without depleting their own pile of stuff. New-style leaders are just the opposite. They have an abundance-mentality. They freely share their resources, believing that “there is plenty more where that came from.” They know “it is more blessed to give than to receive” (see Acts 20:35)
  6. Leadership 2.0 welcomes engagement. Old-style leaders were aloof and detached. They didn’t expect to get their hands dirty by actually talking to customers and other constituents. They stood above the fray, dispassionately observing the masses. New-style leaders don’t think in terms of hierarchy, as if something is beneath them. They jump in with both feet, happily and passionately engaging with anyone and everyone.
  7. Leadership 2.0 builds community. Old-style leaders were rugged individualists. They pulled themselves up by their own bootstraps. They didn’t need anyone else. They could do it all themselves, “thank you very much.” New-style leaders, on the other hand, enjoy working with others and building a sustainable community that will go on long after they are gone. They get great satisfaction from working together rather than working alone.

Leadership 2.0 represents a quantum leap forward in effectiveness. It enables leaders to connect with their followers in ways that Leadership 1.0 could never do.

The irony is that this may not be so new after all. Jesus Himself was this very kind of leader. But that is a post for another day.

Question: what aspects of Leadership 2.0 are the easiest for you to embrace? What are the most difficult?
Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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Posted on May 19, 2009

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  • http://from-scratch-again.blogspot.com/ Oleg Borisov

    Great analogy for new age of leadership. Thanks Mike! I guess the biggest challenge for Leadership 2.0 is the balance between openess and authority, colloboration and taking ownership for decisions that have to be taken against the popular view, etc…Furthermore, with transparancy of business and private matters will be merged and for me it is a risk to lose some aspects of you privacy.

  • http://www.FitForJesus.com/ Jeremy Nelms

    Thank you, Michael, for this brief, yet immensely powerful, checklist that we can use as an individual guideline for effective leadership. As I start the Fit For Jesus website, I will be sure to periodically check myself against your observations. Thank you, sincerely, for a great blog, as well as your great Tweet today about Seth Godin's presentation at TED.

    Sincerely,

    Jeremy Nelms at http://www.FitForJesus.com

  • http://www.FitForJesus.com Jeremy Nelms

    Thank you, Michael, for this brief, yet immensely powerful, checklist that we can use as an individual guideline for effective leadership. As I start the Fit For Jesus website, I will be sure to periodically check myself against your observations. Thank you, sincerely, for a great blog, as well as your great Tweet today about Seth Godin's presentation at TED.

    Sincerely,

    Jeremy Nelms at http://www.FitForJesus.com

  • http://www.torbenrick.eu/ Torben Rick

    Great post – Thanks.

    In these uncertain times, it’s more important than ever to heighten the sense of trust, commitment, and urgency within your organization. Large-scale change – the shifting of strategies, implementation of new systems, significant revamping of structures and processes – is critical to the success of every company today.

    Successful Change Management & Turnaround. Make sure that you don’t end up like Bad Schandau. View the presentation: http://tinyurl.com/d5pajz

  • http://www.torbenrick.eu Torben Rick

    Great post – Thanks.

    In these uncertain times, it’s more important than ever to heighten the sense of trust, commitment, and urgency within your organization. Large-scale change – the shifting of strategies, implementation of new systems, significant revamping of structures and processes – is critical to the success of every company today.

    Successful Change Management & Turnaround. Make sure that you don’t end up like Bad Schandau. View the presentation: http://tinyurl.com/d5pajz

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  • Olivier

    Michael, it's interesting you raising this issue, we're currently making some collaborative work regarding leadership 2.0 on the group I am running on linkedin : Leadership Think Tank (http://tinyurl.com/oeop76). We came out with a draft presentation on how organization should evolve to meet the Capitalism 2.0 in order to face the zombieconomy we've been in since the Industrial Revolution, and more importantly that has brought us to where we are.

    These are some shared ideas:
    Leadership 1.0

    * Build in layers.
    * Higher layers decide who is in the lower layers and what they do.
    * Higher layers get more than the lower ones
    * If leader is compromised the organization is at risk of crumbling.
    * Reorganizations are very complex and difficult.
    * Top bottom structure

    Leadership 2.0

    * No top and no bottom, just one fluid dynamic system
    * The network is formed by common passion
    * Leaders form naturally and only inspire to bind and direct group. They are among them as one of them.
    * Groups are more fluid, dysfunctioning members can connect with other groups
    * No way to bring down complete organization by compromizing members
    * Reorganizations happen all the time and are easy.
    * Network/ lava lamp structure

    Leadership 2.0 should work as an open source or crowdsouring system allowing transparency and more than that mutual gift economy between the organization and its employees (if they are still called that way), the clients (and they will participate in the design, the production, the marketing and sales..) and the services providers.

    In fact we could take this crisis as an "creative destruction" process in order to move to another model, but we have to understand that Leadership 2.0 is disruptive and will not be found on the main business street and surely not in Wall Street. Therefore the question is How will the Capital Human Developers emerge with a new training to teach the relevant skills for this new born and train leaders?

    If you want to have a look at the discussion, you can find it here: TinyURL.com/rylalw and the presentation :http://prezi.com/69743/ . I personally believe two of the key skills in Leadership 2.0 are ability to open and engage conversations and learn from others, we can see how some business have started to do just : Dell, Starbucks, Threadless…. they're leveraging the creativity of the community…. We're no longer in the mass market but in the mass of niches.

  • Olivier

    Michael, it's interesting you raising this issue, we're currently making some collaborative work regarding leadership 2.0 on the group I am running on linkedin : Leadership Think Tank (http://tinyurl.com/oeop76). We came out with a draft presentation on how organization should evolve to meet the Capitalism 2.0 in order to face the zombieconomy we've been in since the Industrial Revolution, and more importantly that has brought us to where we are.

    These are some shared ideas:
    Leadership 1.0

    * Build in layers.
    * Higher layers decide who is in the lower layers and what they do.
    * Higher layers get more than the lower ones
    * If leader is compromised the organization is at risk of crumbling.
    * Reorganizations are very complex and difficult.
    * Top bottom structure

    Leadership 2.0

    * No top and no bottom, just one fluid dynamic system
    * The network is formed by common passion
    * Leaders form naturally and only inspire to bind and direct group. They are among them as one of them.
    * Groups are more fluid, dysfunctioning members can connect with other groups
    * No way to bring down complete organization by compromizing members
    * Reorganizations happen all the time and are easy.
    * Network/ lava lamp structure

    Leadership 2.0 should work as an open source or crowdsouring system allowing transparency and more than that mutual gift economy between the organization and its employees (if they are still called that way), the clients (and they will participate in the design, the production, the marketing and sales..) and the services providers.

    In fact we could take this crisis as an "creative destruction" process in order to move to another model, but we have to understand that Leadership 2.0 is disruptive and will not be found on the main business street and surely not in Wall Street. Therefore the question is How will the Capital Human Developers emerge with a new training to teach the relevant skills for this new born and train leaders?

    If you want to have a look at the discussion, you can find it here: TinyURL.com/rylalw and the presentation :http://prezi.com/69743/ . I personally believe two of the key skills in Leadership 2.0 are ability to open and engage conversations and learn from others, we can see how some business have started to do just : Dell, Starbucks, Threadless…. they're leveraging the creativity of the community…. We're no longer in the mass market but in the mass of niches.

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  • http://scotweb2.co.uk/ alex stobart

    Government 2.0 is well and truly alive in the USA

    Try govloop or govscomed to see

  • http://scotweb2.co.uk alex stobart

    Government 2.0 is well and truly alive in the USA

    Try govloop or govscomed to see

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  • http://www.renaissancecreative.com/ Tim Hamby

    Michael,

    A wonderful article! Succinct and insightful. I saw it on Linkedin where it was posted by Hans van't Riet in the group, Innovate the Future. I shared my thoughts there, but wanted to leave them here, as well.

    I've always believed in more collaborative, horizontal-style leadership. I learned years ago that no matter how many "brilliant" ideas I had myself, I wasn't always going to be the smartest or most creative person in the room. There are exceptions to every rule (many are capable of hitting solo home runs), but generally, leveraging the experience and expertise of others via the sharing and layering of ideas has always been a powerful way to make good work great and more importantly- to truly bust down doors and be innovative.

    I call this "creative courage"- not just the willingness to try a new approach, but to work within the framework of a team and without ego. And indeed, it takes courageous leadership, a trust in your people and the ability to rise above your own ego to foster and implement it effectively.

    I'm a tail-end Boomer / early Gen-Xer and my own sensibilities have always leaned towards those of younger generations. As a result, for 13 years, we've always offered flexible hours; unlimited vacation (you trust your people to be self-responsible); and a non-hierarchal work environment where team-members are able to wear multiple hats and gravitate naturally to where they are most passionate and as a result– most effective.

    That said, while I've always encouraged transparency, dialogue, engagement, sharing and collaboration, I do find myself still learning. The GENUINE passion and level of conviction that I see in young leaders today to adhere to altogether higher levels of ethics, honesty, selflessness and the building of sustainable communities continues to SURPRISE and DELIGHT me!

    Additionally, although our firm has long operated this way internally, Web 2.0 is increasingly allowing and encouraging all of us to explore this type of engagement outside of our offices and across the globe. I'm still waiting to see exactly what kind of tangible results this produces and how it will all work- but it is certainly interesting and exciting and seems the logical way of the future.

    Last, while I see amazing young leaders emerging from the Web 2.0 generation, I would encourage "old-school" leaders not to lose themselves in self-doubt. As powerful a force as youthful new ideas (and new idealism!) are, it is equally easy for all of us to get lost in the hype. Like all things in life, balance is key.

    There is value in common sense, wisdom and experience. There is always a need for someone to "take the point", guide and make decisions. There is always a benefit to balancing idealism with practicality. Mentor these young leaders. They'll decide –or learn from experience– what to throw out and what to hang on to. Share of yourself as they share of themselves, and help them reach their full potential (and by virtue of this, help all of us).

  • http://www.renaissancecreative.com Tim Hamby

    Michael,

    A wonderful article! Succinct and insightful. I saw it on Linkedin where it was posted by Hans van't Riet in the group, Innovate the Future. I shared my thoughts there, but wanted to leave them here, as well.

    I've always believed in more collaborative, horizontal-style leadership. I learned years ago that no matter how many "brilliant" ideas I had myself, I wasn't always going to be the smartest or most creative person in the room. There are exceptions to every rule (many are capable of hitting solo home runs), but generally, leveraging the experience and expertise of others via the sharing and layering of ideas has always been a powerful way to make good work great and more importantly- to truly bust down doors and be innovative.

    I call this "creative courage"- not just the willingness to try a new approach, but to work within the framework of a team and without ego. And indeed, it takes courageous leadership, a trust in your people and the ability to rise above your own ego to foster and implement it effectively.

    I'm a tail-end Boomer / early Gen-Xer and my own sensibilities have always leaned towards those of younger generations. As a result, for 13 years, we've always offered flexible hours; unlimited vacation (you trust your people to be self-responsible); and a non-hierarchal work environment where team-members are able to wear multiple hats and gravitate naturally to where they are most passionate and as a result– most effective.

    That said, while I've always encouraged transparency, dialogue, engagement, sharing and collaboration, I do find myself still learning. The GENUINE passion and level of conviction that I see in young leaders today to adhere to altogether higher levels of ethics, honesty, selflessness and the building of sustainable communities continues to SURPRISE and DELIGHT me!

    Additionally, although our firm has long operated this way internally, Web 2.0 is increasingly allowing and encouraging all of us to explore this type of engagement outside of our offices and across the globe. I'm still waiting to see exactly what kind of tangible results this produces and how it will all work- but it is certainly interesting and exciting and seems the logical way of the future.

    Last, while I see amazing young leaders emerging from the Web 2.0 generation, I would encourage "old-school" leaders not to lose themselves in self-doubt. As powerful a force as youthful new ideas (and new idealism!) are, it is equally easy for all of us to get lost in the hype. Like all things in life, balance is key.

    There is value in common sense, wisdom and experience. There is always a need for someone to "take the point", guide and make decisions. There is always a benefit to balancing idealism with practicality. Mentor these young leaders. They'll decide –or learn from experience– what to throw out and what to hang on to. Share of yourself as they share of themselves, and help them reach their full potential (and by virtue of this, help all of us).

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  • http://www.withoutwax.tv/ pete wilson

    Brilliant! I couldn't agree more!

  • http://www.withoutwax.tv/ pete wilson

    Brilliant! I couldn't agree more!

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  • http://intensedebate.com/people/breakthrumentor breakthrumentor

    Fabulous comparisons – I'm sure the Breakthrough Leaders who follow me will enjoy and gain benefit from reading this article. Thanks

  • http://intensedebate.com/people/breakthrumentor breakthrumentor

    Fabulous comparisons – I'm sure the Breakthrough Leaders who follow me will enjoy and gain benefit from reading this article. Thanks

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  • http://www.facebook.com/marywmcloughlin Mary Woodman McLough

    A colleague of mine, Shan Eisler, wisely stated, "Learn to lead from the back of the room." This develops other leaders, and is the true test of leadership. A 2.0 leader is focused more on developing other leaders, than their own accolades. The leadership adventure is much more enjoyable when the focus is on others. It removes the strain of perfection as leaders allow themselves to be more vulnerable. Thanks for the words of wisdom!

  • http://www.facebook.com/marywmcloughlin Mary Woodman McLoughlin

    A colleague of mine, Shan Eisler, wisely stated, "Learn to lead from the back of the room." This develops other leaders, and is the true test of leadership. A 2.0 leader is focused more on developing other leaders, than their own accolades. The leadership adventure is much more enjoyable when the focus is on others. It removes the strain of perfection as leaders allow themselves to be more vulnerable. Thanks for the words of wisdom!

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  • http://twitter.com/dpontefract @dpontefract

    very very cool insight & thought leadership on the difference and definition between yesterday's leader and tomorrow's leader http://bit.ly/U3GsS

  • http://twitter.com/dpontefract @dpontefract

    very very cool insight & thought leadership on the difference and definition between yesterday's leader and tomorrow's leader http://bit.ly/U3GsS

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  • http://jeffgoins.myadventures.org/ Jeff Goins

    Good article. Don't know how I missed it.

  • http://jeffgoins.myadventures.org/ Jeff Goins

    Good article. Don't know how I missed it.

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  • http://forums.3dtotal.com/member.php?u=56233 wrmachine

    How you find ideas for articles, I am always lack of new ideas for articles. Some tips would be great

  • http://www.trail-running-blog.com/ Timex Road Trainer

    This is definitely a new way to think about leadership, something that everybody should at least be aware of. Great post!

  • http://www.arenewalenterprise.com kelly fryer

    This is a fantastic post. As a church consultant, it kills me how wedded to old top-down models of leadership most church leaders are today. Most of the really creative stuff I see in terms of leadership is happening in the secular world. Open-source, wiki-, decentralized leadership, etc. It is great to see a church leader describing Leadership 2.0 and taking a stand for collaborative, participatory models. I shared your list of characteristics of Leadership 2.0 – with commentary about how top down leadership sucks the life out of people and may just be killing the planet – in my post today. Thanks for the work you're doing! http://www.arenewalenterprise.com/2010/06/leaders…

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