Next week I’m taking part in a panel discussion about the role of trust in communities at the Community Roundtable’s annual CRConnect event. Ahead of that I wanted to share a few reflections about trust.
Trust and vulnerability come hand in hand
Trust is ultimately about a willingness to make our vulnerability visible to another – and to believe that they won’t take that show of vulnerability and abuse it to hurt us. Vulnerability can take many forms from revealing a secret fear to a friend, to sharing key insights with a collaborator or admitting to a supervisor that we need more support.
The moment at which we take the plunge and share our vulnerability is always transitional – the next steps for the relationship hang in the balance until we receive a response from the person we’re sharing with. If our revelation is met with reassurance, care, and appropriate respect then we’re likely to share again and the relationship will continue to develop. Break the boundaries of the tentative formation of a safe space and the relationship may be damaged temporarily or permanently, depending on the scale of the breach.
In a series of 3 posts, I’m sharing some books that I’ve found useful on the topics of community management, online interactions, and leadership and team culture. In this post, I recommend 5 books that discuss being an effective leader and creating a collaborative, open culture of learning within your organisation.
1. “The first 90 days” by Michael Watkins
This is really a book about change management – how to make a positive impact in the first 90 days in a new management level role. Given that most employees change their role in some way every couple of years – whether that’s acquiring new direct reports, additional projects or moving elsewhere – effectively managing change is key to a successful career.
Managing change: first step – a nice cup of coffee!
Social intelligence is the ability to navigate complex social relationships and environments – something key to being a successful community manager or facilitator. However, on reading recently about some of the components of social intelligence proposed by Dan Goleman it struck me how poorly we optimise for many of them on social media.
Goleman proposes that there are two broad categories of skills that comprise social intelligence – those of social awareness and those of social facility. Social awareness includes paying attention to others so that we develop empathy, attunement and cognition, whereas social facility is about how we regulate our own interactions with others – including how we present ourselves and exert influence.
Could some of the problems that we’re seeing with anti-social behaviour online be attributed to two related issues? 1) Platforms being better optimised for social facility traits and 2) Technical limitations that seriously restrict social awareness online. I unpack these ideas in this post.
Recently I finished reading “Whiplash – how to survive our faster future” by Joi Ito, Director of MIT Media Lab and Jeff Howe – who coined the phrase crowd-sourcing. Media Lab has a reputation for innovative, highly experimental projects that push at the boundaries between art, technology, learning and society. “Whiplash” discusses 9 core principles that operate at Media Lab – and why they might be relevant more broadly where innovation is found.
“Whiplash” by Jeff Ito and Jeff Howe