Social Leadership grows as a movement: not imposed from the top, but rather connected through every level. It does not follow the boundaries and structure of the formal hierarchy, but instead reaches out through bonds of trust, and new conversations. It is powered not by rules and process, but by reputation and humility. The exertion of Social Leadership is not through words, but action.
I’m playing with models of developing Social Leadership at scale: how do you start? Perhaps with the idea of Social Leadership Circles: a cohort that you build, to make the journey into Social Leadership in good company. Because developing Social Leadership is a journey: experiential, collaborative, and rooted in action.
I like the idea of building small circles, maybe thirty people, because the Social structure of the organisation is not limitless: we seem to collapse the wider entity down into tribal structures, bonded through experiences, and our development pathway could mirror that structure. We can create separate groups, Social Leadership Tribes, either organised centrally, or emergent from the community. Claimed spaces.
When i wrote ‘Social Leadership: my 1st 100 days’, i intended it to be a journey taken in company. The book does not contain the answers, but rather it creates the space and structure for us to find our own answers. Perhaps that journey is one that is best undertaken within a Circle or Tribe.
A Socially Dynamic Organisation will not have one type of strength, but rather a diversified strength, held in divergent views, immersed in strong ‘sense making’ communities. As we build our own Social Leadership tribe, we must reach out, to interconnect, between different conversations: parallel journeys being taken, each of which can learn from the others.