Recognizing Leadership: Social Media

The quality of leadership, more than any other single factor, determines the success or failure of an organization. — Fred Fiedler and Martin Chemers

All across the net — in forums, social networks, fan bases, and even well-read blogs — some people are elevated up by any number of measures and any number of reasons to become perceived leaders in their respective communities or industries.

And yet, unfortunately, when the concept of being a leader arises, whether sought after or rejected on its face, few realize it is not leaders that these varied communities and industries crave. It is leadership.

In June, a few fans, in consideration of my suggestions to promote fandom asked me how to organize a fan club. I obliged them, but was surprised by the response of some, who rejected the idea on its face because Jericho fans did not want any leaders. Off with any leaders’ heads, some said, we are all equal here.

What was missed is that I was not advocating for leaders as they defined the term as much as I was advocating leadership. The two are vastly different.

Leadership is not defined by power, privilege, rank, title, position, or authority. Leadership is a quality of action, one that rarely requires force of law, threat, manipulation, control, or the attempted shutdown of dissent. On the contrary, leaders welcome all parties, all views, and then effectively match those to organizational goals and not necessarily their opinions or preferences.

A successful leader transcends their personality in order to ensure any following is aligned to the organizational goals and not themselves as individuals. The very best of them continually challenge any followers to reach higher obtainable goals, encouraging them to apply leadership as well.

In social media, some bloggers, social network participants, forum administrators, group hosts, and even online talk show hosts become leaders either by pursuit of action, grant of title, or by default simply because others recognize them for their insights and expertise. Yet, relatively few recognize the role they have assumed or accept the responsibility of it. Fewer still have ever been exposed to the difference between leaders and those who think they are leaders.

You can tell which are which. Effective leadership looks for objectivity and truth, taking responsibility for their actions and win the hearts of any following. Whereas those who think they are leaders are subjective, obscure facts, and promote their own partisan interests and make demands while denying the role for fear of being held responsible or accountable. Sometimes, they attempt to force others to succumb to their will because of any number of erroneous qualifications: experience, seniority, title, rank, traffic, followers, friends, links, etc.

Leadership requires none of these things. Rather, it revolves around vision, motivation, inspiration, empowerment, and authenticity. And very likely, but not certainly, it seems to me that Jericho fans are well overdue to find those few who are capable.

If not, the craving for leadership will continually lead toward elevating those who are popular and not necessarily those who have the skill sets necessary. The results can be disastrous, as they have been for the last two weeks.

You see, there is a vast difference between those who start something, provide a forum to talk about something, and those who lead something. Last week, someone responded to me and said he did not want to be a leader. It reminded me of an episode in Jericho, when Gray Anderson was ready, once again, to relinquish authority to Johnston Green. Green basically told him to accept the responsibility or stand aside.

The lesson was as clear in the show as it is for fans today. As I opened, the quality of leadership, more than any other single factor, will determine the success or failure of a third season. Good night and good luck.

Creating Conversations: Safety Glass

When I wrote about how I broke into journalism, Lewis Green suggested the bigger lesson was never missing an opportunity to start up a conversation.

He’s right. One perfect example is my good friend James Hoke. He recently became one of the executive producers behind the Hilary Duff and Steve Coogan movie Safety Glass, which is due to be released in 2008. How recently? The movie’s financing received a green light, just before we went to a late lunch today.

Safety Glass, yet to be revealed on IMDB, is about a New York reporter sent to cover a hometown Challenger Space Shuttle hero, but then finds another story when he follows a group of students whose teacher commits suicide. While covering the new story, the reporter is drawn in by this group of confused and combustible students, becoming their "substitute" hero and willing participant in their twisted universe.

Hoke, who is also president of Las Vegas-based Destination Marketing Group, broke into becoming one of the five partners in the new production company Five Kings Pictures, LLC because he didn’t miss his opportunity to start a conversation. The conversation began more than a year ago when he was promoting Matsuri, the number one stage production in Japan, while it performed a limited engagement in Las Vegas (a promotion we were fortunate to work on with him).

It was during Hoke’s promotion of Matsuri that he started a conversation with Joe Nahas. While working together on a couple of projects that are still under wraps and in development, Nahas called Hoke one day and asked him a life-changing question.

“Do you want to start a production company and make a movie?”

“’Yeah, sure,’ I told him. ‘Let’s do it,” Hoke said. “What’s to think about? All my life I’ve wanted to make movies. So I called my friend Anthony Miranda and the three of us founded Three Kings Production.”

Three Kings Production then teamed with two more people — Nick Nahas and Elie Samaha — to form Five Kings Pictures. Samaha most recently produced Rescue Dawn with Zach Grenier, Marshall Bell, and Christian Bale. He is best known for producing The Boondock Saints, The Whole Nine Yards, and City By The Sea (along with scores of others).

“You’ve heard about napkin deals in Hollywood?” asked Hoke. “Here’s one … right here.”

Tacked to his office wall, the entire production budget for Safety Glass is sketched on a single piece of yellow notebook paper by Samaha. The edges are worn, small tears along the top and bottom, but the handwriting — written with a black Sharpie marker — was everything needed to produce the film. It is also a representation of the chain of events that started with one conversation.

“It’s unbelievable. I’m one of the executive producers of Safety Glass, written by Jonathan Kyle Glatzer and Robert Lawson,” says Hoke. “We’re producing in Canada with Nasser Group North and Montage Films. I’ve worked for this my whole life.”

I saw it for myself. Laid out in analytically organized piles across his floor, it was the makings of a movie. Three different companies tucked inside neatly labeled binders on the shelf, with more to be added in the days ahead. Phone calls and e-mails waiting to be answered.

Amazing. Even more so when after lunch, I sat in with Hoke as he made numerous calls to set the next step in motion in between celebratory cheers as the news rolled across the country. Safety Glass was moving forward.

“I’ve worked on dozens of movie soundtracks,” said one of Hoke's partners, Miranda, during one of several calls placed after lunch. “This moves it to a different level. It’s the right movie with the right script and the right people at the right time.”

A new level indeed. Hoke has three additional movies that they are working on to ensure Safety Glass is only the beginning of Five Kings Pictures. The others, of course, will be balanced against his schedule, commuting between Las Vegas and Canada.

Even more remarkable, all of it can be traced back to a single conversation. And all of it will create more conversations in days, and weeks, and months to come.

In fact, I’ll be interviewing Miranda for another reason soon. He’s likely to appear on David Letterman in the next few months because of a single YouTube video. But that’s a conversation for another time.

Dreams and conversations. You never know where they might lead.

Exploring Social Media: Semi-Public Youth

“… just as science reveals how crucially important nourishing relationships are, human connections seem increasingly under siege. Social corruption has many faces.” — Daniel Goleman, author of Social Intelligence

When most people think of consequences associated to youth and social media (MySpace, Facebook, and blogs), the first thought that comes to mind is sexual predators infiltrating the Web. Yet, most consequences seem more subtle, despite growing out of a spoof about society’s fascination with addictive behaviors.

Sure, Dr. Ivan Goldberg may have coined the phrase “Internet Addiction Disorder” as satire but other researchers like clinical psychologist Kimberly Young, Psy.D. used it to set a new pace in launching exploratory studies that looked at online addiction (read a sum up here). In one such study, she concluded as many as 396 of the 496 Internet users could be classified as dependent.

More recently however, John Grohol, Psy.D. pointed out that most of these studies are less than reliable. In fact, many skew toward proving a threat to modern society. And others, such as the impact of Internet harassment, seem too thin to draw any real conclusions.

So maybe we need better questions: What are the long-term personal ramifications of participation in these networks, particularly among youth, as Marc Aniballi, managing director at Crack Method, offered up to me on Linkedin as one question we don't ask enough about social media.

Although I am not deep enough into the book Social Intelligence to provide a proper review, I do believe Goleman has set the stage to answer questions like the one proposed by Aniballi. Some paraphrased highlights from the book include: substituting daily interactions with online activities may not provide children enough experience to cope with face-to-face interactions; constant digital connectivity may inadvertently disconnect them from the world around them; greater connections may provide more forums to justify anti-social behavior rather than reinforce moral values being taught at home; and emotional outbursts online that may spill over into their surrounding environment.

They are interesting observations. They make me wonder if some answers are right under our noses. Maybe Britney Spears, Lindsay Lohan, and Jason Wahler have the answers.

All of them were subjected to an inordinate amount of adult content and choices, a displaced sense of self-worth as it is based on public input, a disproportionate amount of public critique and ridicule, an inappropriately high level of aggressive public outbursts, and a general disconnect from interacting with the world around them; experiences that are indicative of social networks and the Internet.

So where does that leave us? As much as I would like to say that the solution is simply better educating youth before giving them the freedom to engage in social media, I sometimes wonder if most adults understand that one of the personal and professional consequences of engagement means becoming a semi-public or public figure. Nonetheless, here are three observations that youth might benefit from before becoming more immersed in social media:

Balance. Social media is best used to augment education, expand social networks, and create conversations. It was never meant to replace them or infringe upon them. Forget friend counts and get out more.

Responsibility. Written communication has significantly more impact than verbal communication. It is often permanent. Despite this, social media dramas are generally more inflammatory than in-person disagreements and discussions. Diffuse it instead of lending to it by insulating yourself against becoming emotionally engaged. In most cases, name callers say more about themselves than the person they attack. In some cases, they aren’t even real people.

Selectivity. Unless we can look at the world as disconnected observers, information can and will influence our behavior. It pays to be selective in what we expose ourselves to, how we interpret that information, and to take care not to project it into our own lives.

To be clear, I think social media is one of the finest communication tools available for any number of individual and business applications. However, the Internet is much like the world: you can find what you look for. So what are you looking for? And your kids?

Surviving US Airways: Social Connections

“…the surprising ease in which our brains interlock, spreading our emotions like a virus.” — Daniel Goleman, author of Emotional Intelligence and Social Intelligence: The New Science of Human Relationships.

As a writer and creative director, especially in the fast-paced profession of advertising with always urgent deadlines, I've understood the general concept of what Goleman calls social intelligence for some time.

I sometimes use it to remind account executives and others that negative reinforcement might teach mice to press bars for cheese, but it never did anything for creativity or teamwork. The designers will beat the deadline, I tell them, provided you stop asking them if they’ll meet it.

Emotions are like viruses. And communication is the way it spreads.

Being keenly aware of this, long before reading the first page of Goleman’s book (I picked up at the airport, where I was stranded, the morning after), perhaps it was easier for me not to succumb to the plague of negativity — worry, fear, anger, rage — that swept through the terminal the day before.

Instead, I focused on making alliances with like-minded people who seemed unaffected by the social disease caused mostly by US Airways employees. While I could have tuned it out as an observer, I opted for an inoculation of sorts, creating positive social connections that can make all the difference when you are destined to perform a mini-repeat performance of Tom Hanks in the movie The Terminal.

“That’s based on a true story,” insisted Stephan (from Sweden), who was stranded on his way to Dallas. (I didn’t know it, but he was right).

“I don’t know what you’re talking about,” said Christina (from Germany), who was on her way home after studying at Duke University. “I never saw the movie.”

While our group originally numbered five in line, it was the three of us who spent the most time together, passing the evening hours in an airport bar that was packed with marooned passengers. For a few hours, communication was effortless as we traded observations about our respective cultures, ranging from Christina’s choice to study law in America or Latin in Europe and how the Seventies-spun infamy of the Dallas Cowboys cheerleaders is ever-present abroad to the growing Swedish presence in American hockey and why some Europeans think Baywatch exemplifies the American experience.

I’m thankful for these spontaneous friendships. It proved helpful when we waited in line together and even more so before heading off to find our respective sleeping arrangements — some empty terminal benches (some passengers flipped them on end to make temporary beds). Sure, there are plenty of tips I could pass out to help people deal with such a crisis, but the best advice is to seek out positive people (not those who want to focus on the horror of it all).

Had the US Airways passenger service agents known this, they too may have been better equipped to face the long line of rightfully concerned passengers who heard that the airline would offer no redemption whatsoever. Hmmm ... imagine how different it could have been had US Airways personnel at least understood that their communication had a greater impact on the passengers than the cancellations. Or that even the simplest service plan could have helped.

Demonstrate Empathy. When you have a 40 percent delay rate and 4 percent cancellation rate like US Airways, it might seem easy to shrug it off as another “here we go again” situation. However, passenger service agents need to appreciate that cancellations are not ordinary to passengers.

Draft Consistent Messages. Even my partner, who attempted to connect with the 1-800 number from home, noted that after speaking with four people, each of them had conflicting messages and none of them were told what I was told on scene (which was different from what other airlines told passengers for that matter). A consistent message — we will get you to your destination and, more importantly, we care — would have went a long way.

Create A Crisis Team. Two or three people serving stranded customers in a bank line model does not work. US Airways could have used personnel who were obviously not checking people in on these flights to assist. Even a 4-person team could have provided a better structure: two on the counter; one to assist off counter (calling for updates, gathering hotel availability, etc.); and the one to handle special needs, eg. parents who needed their baggage, which contained their baby’s formula (baggage could have tracked the bags before the family went down to claim them).

Offer Pre-Counter Service. Rather than allow a passenger service agent to walk the line and discourage passengers; the employee could have told passengers what to expect, letting them know that they were being booked on the next available flight; that it might be late tonight or tomorrow morning; that if they want to change flight plans, need baggage, or have other needs, fill out a form so they can assist expediently; and for those spending the night, they would receive an updated list of hotels ready to accommodate them.

Provide Real Guidance. Given the frequency of cancellations due to, um, "weather" in Philadelphia, US Airways could have easily produced a working list of area hotels based on rates, proximity, and availability, making it easier for passengers (even if the airline refused to pay for them).

Expedite the Line. Four-and-a-half hours (some waiting even longer) is too long when the "return on wait" is negligible or negative. Studies prove long waits are more bearable only if customers can see superior service ahead of them. Since our plan already provides passengers information before they reach the counter, passenger service agents could have fine-tuned their communication, saying “we have booked you on this flight, which means you may want to stay at this hotel tonight at this rate. If you want to change your plans, need your bags for medical or other reasons, or if you have additional special needs, this agent will assist you over here.” Move them forward. Put them at ease.

Simple. Easy. Effective. Empathetic. At minimum, it would have been better than. Instead, the only communication besides a few discouraging employees was a fifth generation photocopy that began “The entire US Airways team sincerely apologizes for this disruption to your travel plans.” It was disingenuous at best and communicated the exact opposite at worst. Frankly, the letter US Airways passed out last week created more negativity than no letter at all.

If anything, it reinforced the only semblance of a consistent message that US Airways seemed to have for the passengers stranded in Philadelphia: “Ha ha! We’re blaming the weather for the cause of every cancellation tonight. You are on your own and I wish you would just deal with it on your own because I’m going home in an hour, and you're not. We just don't care.”