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Scoop.it!
Some senior leaders take to engaging in the Enterprise Social Network (ESN) quickly and easily. They use their own example to endorse the ESN for use across the organisation and to extend the reach and impact of their own leadership. Other leaders however, struggle or perhaps even refuse to embrace the platform.
So why this disconnect, this glaring gap between the imperative, their commitment to transparency and the reluctance to capitalise on the opportunity of the ESN? 
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Scoop.it!
Allowing people and teams to connect and interact
Andrew Gerkens's insight:
A great post that reminds us that people, purpose and trust drive the social organisation, not technology. With much of the value of ESNs being created by small purpose driven groups, it can be difficult for senior leaders to understand what role they should play. Leaders should see themselves as enablers of the social enterprise, role modeling openness and transparency and encouraging others to share, solve and create with purpose.
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I wrote this piece to reflect on some of my experiences influencing human systems. The piece uses the Immunity To Change methodology to explore assumptions and beliefs that might underpin senior leader avoidance of the use of Enterprise Social Networks. I also share some of how my own beliefs and behaviours have impacted my ability to influence effectively.