Open Leadership: How Social Technology Can Transform the Way You Lead -- CONTENTS -- INTRODUCTION -- THE PURPOSE OF THIS BOOK -- GREATER OPENNESS IS INEVITABLE -- WHAT'S IN THE PAGES AHEAD -- BEGINNING THE JOURNEY -- PART I:THE UPSIDE OF GIVING UP CONTROL -- CHAPTER 1: WHY GIVING UP CONTROL IS INEVITABLE -- THE NEW CULTURE OF SHARING -- GOING PUBLIC -- SAYING GOODBYE TO CONTROL -- LETTING GO TO BUILD RELATIONSHIPS -- MOVING THE NEW RELATIONSHIPS FORWARD -- YOU'VE SEEN IT ON AN INTERNATIONAL SCALE -- THE LEADER'S DILEMMA -- THE NEW RULES OF OPEN LEADERSHIP -- CHAPTER 2: THE TEN ELEMENTS OF OPENNESS -- THE CONTRADICTORY NATURE OF OPENNESS -- THE TEN OPEN ELEMENTS -- OPEN INFORMATION SHARING -- OPEN DECISION MAKING -- PART II: CRAFTING YOUR OPEN STRATEGY -- CHAPTER 3: OBJECTIVES DETERMINE HOW OPEN YOU WILL BE -- WHAT ARE YOU TRYING TO ACCOMPLISH? -- LEARN: INVOLVING THE WHOLE ORGANIZATION -- DIALOG: GETTING PEOPLE TALKING -- SUPPORT BECOMES PROACTIVE AND INTEGRATED -- INNOVATE: MOVING CROWDSOURCING INTO THE ORGANIZATION -- THE OBJECTIVES AND YOUR STRATEGIC GOALS -- THE APPLE FACTOR -- CHAPTER 4: UNDERSTANDING AND MEASURING THE BENEFITS OF BEING OPEN -- THE BENEFITS OF OPEN LEARNING -- THE BENEFITS OF OPEN DIALOG -- THE BENEFITS OF OPEN SUPPORT -- THE BENEFITS OF OPEN INNOVATION -- CHAPTER 5: STRUCTURING OPENNESS WITH SANDBOX COVENANTS -- WHY STRUCTURE IS NEEDED -- CREATING SOCIAL MEDIA GUIDELINES FOR EMPLOYEES -- GUIDELINES: PROVIDING GUARDRAILS FOR ENGAGEMENT -- BEST PRACTICES AND HOW-TOS SET EXPECTATIONS -- OVERSIGHT AND CONSEQUENCES: WHEN MANAGEMENT GETS INVOLVED -- AN EXAMPLE OF EMPLOYEE GUIDELINES IN ACTION -- INVITING CUSTOMERS INTO A COVENANT -- CODES OF CONDUCT AND DISCLOSURE POLICIES -- DEALING WITH THE LEGAL DEPARTMENT -- SOME LAST WORDS OF ADVICE -- CHAPTER 6: ORCHESTRATING YOUR OPEN STRATEGY -- CREATE THE SOCIALGRAPHIC PROFILE.

IDENTIFY KEY WORKFLOWS AND STAKEHOLDERS -- ORGANIZATIONAL MODELS FOR OPENNESS -- CHOOSING AND TRANSITIONING ORGANIZATIONAL MODELS -- ASSIGNING ROLES AND RESPONSIBILITIES -- THE NEED FOR TRAINING AND INCENTIVES -- PART III: OPEN LEADERSHIP: REDEFINING RELATIONSHIPS -- CHAPTER 7: OPEN LEADERSHIP: MIND-SETS AND TRAITS -- THE DIMENSIONS OF OPEN LEADERSHIP -- THE OPTIMISTIC LEADER -- THE COLLABORATIVE LEADER -- THE OPEN LEADERSHIP ARCHETYPES -- CHAPTER 8: NURTURING OPEN LEADERSHIP -- THE TRUTH BEHIND AUTHENTICITY -- TRANSPARENCY IS NOT ABOUT SHOW-AND-TELL EVERYTHING -- SUPPORTING OPEN LEADERSHIP WITH TECHNOLOGY -- OPEN LEADERS AS CATALYSTS -- CHAPTER 9: THE FAILURE IMPERATIVE -- BUILDING THE TRUST THAT COMES FROM FAILURE -- STRUCTURE YOUR RISK-TAKING AND FAILURE SYSTEMS -- CHAPTER 10: HOW OPENNESS TRANSFORMS ORGANIZATIONS -- STATE BANK OF INDIA: MAKING THE ELEPHANT DANCE -- CISCO: ORGANIC GROWTH OF COLLABORATION TAKES TIME -- BEST BUY: RELEASING THE PASSION OF ZEALOTS -- PROCTER & GAMBLE: STRUCTURING OPENNESS -- DELL: WHERE DIRECT DRIVES THE CULTURE -- U.S. DEPARTMENT OF STATE: TRANSFORMING DIPLOMACY -- ENDNOTES -- ACKNOWLEDGMENTS -- THE AUTHOR -- SUBJECT INDEX -- NAME INDEX.