Twitter in the Executive Suite
Twitter in the Executive Suite
Though some of the VIM Executive Coaching philosophies are rooted in ancient wisdom, we are hardly stodgy in our thinking. We embrace the social media as much as the next guy. In fact, we would argue that the social media is a reflection of many of the issues that beset and often plague corporate life, right up and into the executive suite.
Do You Say What I Want to Hear?
The most fascinating of all social media sites to our minds is Twitter. Brilliant in its simplicity, and very aptly named, it is literally at a human crossroads. Virtually anyone, anywhere, can log on to their free Twitter account and at a maximum of 280 digital keystrokes per “Tweet,” say pretty much anything one wants to say. If one desires, participants may also attach images, graphs, cartoons, videos, whatever. Twitter may be found in most every language. We are, of course, barely touching the surface.
Interestingly, Twitter is slowing fading away though it still boasts about 330 million monthly users. Technology, of course, matures but as with buggy whips or Selectric typewriters, the lasting imprint of a technology carries on for generations. Twitter is reflective of the same phenomenon.
What is both problematic and common to Twitter is that it is hardly Shangri-La. Much like five or six chicks in a nest tweeting for food, there is an inherent “me first” Twitter mentality. Users, or what have been labeled “Tweeps” (this is not a joke), are bound and determined to get their points across. Groups of users form, groups disagree, and groups are bound and determined to get their points across, rarely conceding they may be incorrect. Facts often become irrelevant, alliances form and break apart, smiley faces one minute may turn to sour faces the next. It is a rather strange world.
However, we talked of “imprint” above. Sadly, what is wrong with social discourse on a platform such as Twitter is also a flaw common to those occupying C-level offices and below. Obviously, the use of the word “offices” is not meant to refer to a common physical space but to executive leaders throughout an organization.
Twitter is highly reactive, and much more rarely responsive. Twitter thrives on gratification, not on disagreement leading to resolution. To that end, what is valued is agreement where one user asks of another, “Are you agreeing with what I am saying?” The follow-up being, “If not, we have nothing in common, nothing further to discuss. In fact, I don’t even like you.”
Or Are You Hearing What I’m Trying to Say?
This is arguably the most important time in history for all of us, especially executive leaders, to be authentic in their hearing, speaking and actions. We would add that it has never been more important to exhibit compassion and an openness to healing a situation rather than exacerbation.
Unfortunately, using the social media template – and we’re not just picking on Twitter – as an example in how to lead often yields poor outcomes. With more and more of our work lives becoming virtual, without a strong application of mindfulness in how we lead and respond to challenges, there is a good chance of upheaval to even the smallest problem.
If we don’t hear the other and respond with an authentic response, then we are in fact reduced to reactive keystrokes. Twitter is “elegant” in a sense, because the creators of the site allow offended users to block or mute anyone with whom they disagree. As executive leaders, we cannot afford that latitude. Though we may creatively, politically, or even culturally disagree with a co-worker three-thousand miles away, they are not deserving of being shunned, nor can they be “blocked” or “muted.”
No corporation or institution has ever been effective when people failed to listen to or respect one another. There is a wisdom that does go back to the ancients, to listening with our hearts and responding to their position.
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