The “Wizard of Oz” keeps playing out in my mind as we constantly swirl into new, uncharted territory. If you haven’t seen “Wicked” it is an updated version with the back story of how the wicked witch got such a bad rap and why. How does this connect with leadership and technology? Mainly because we still need to address the human universals of what it means to relate to each other. So far, that really has not changed.
In this excellent article about Web 2.0 and leadership I was struck with the many comments that mostly pointed in the same direction; leaders need to be emotionally skilled. What we need are the action components of how to get there. “Don’t Bring It to Work” offers one part of the puzzle by helping leaders factor in behavior patterns from the past so they don’t muck up reactions in present time. We need to remember, technology is not the master unless we give our power away to it.
I’d love to hear how you have incorporated emotional awareness with technological skill. It is critical to learn from each other as we forge ahead into an amorphous future.
Does Leadership Change in a Web 2.0 World?
I recently heard a retired general, a veteran of the Vietnam conflict, quoted as saying the only way he knew what was really happening was to be with his troops in the jungle. He was famously absent from staff meetings, wanting to be in the middle of the action.
I also recall attending a leadership course on the Gettysburg battlefield. During the battle that made those killing fields famous, there were no means of communications other than shouting over the din of mayhem. From hill to hill, station to station, no one knew what was happening.
Today, a general might take out her cell phone or more secure, sophisticated device to call the front lines — and if no one answers, she could tune into CNN to get the latest on what’s happening. A GPS system might also trace the progress of troops. But a smart general knows that there is no substitute for directly seeing and sensing what’s really happening on the front — even with the advent of the most sophisticated information technology and communications. And a brief physical presence always inspires the troops.
Like many executives, I use advanced technologies to manage and do my job. But I keep asking whether I’m a Luddite because my leadership style has not changed over the years, even though I’m “wired”. Without question, technology today enables leaders to communicate more broadly and quickly and to hear from many points of contact at one time. I can also effectively teleconference with people I know — but, as we have learned, remote communications don’t work well with people you don’t know. I have no doubt that I am a better leader because I am more current and knowledgeable thanks to technology. But I worry more that the world of web 2.0 — and what comes after — will distract, not add, from the skill of leaders, make them more, rather than less, remote.
Last week, I had lunch with the young CEO of an emerging company. He had come to seek my advice. He spent the first five minutes of our meeting reading messages on his PDA. Fortunately, there was someone else at the table with whom to talk. That made the meeting less awkward. Technology, in the hands of unskilled leaders, can create distance, and even a false sense of security. A person may believe that they are “connected”, but that connection may be superficial.
Of course, a very skilled communicator can reach and inspire thousands of people through electronic medium. The great televangelists come to mind. Now their messages can be propelled by Twitter, YouTube, and Facebook.
But leadership is not proselytizing. Real leadership requires relationships and personal engagement. Nothing I see in technology has yet to replace these qualities. I believe that technology will enable new business models, but not “new leadership”.
Jim Champy is a consultant and author. His newest book, Reengineering Healthcare, A Manifesto for Radically Rethinking Healthcare Delivery, will be released in June.
My Response:
“We aren’t in Kansas anymore” is so true in this complex tech world. Yet, it was still the basic universals of relationships that took Dorothy to transformed places in their lives. It was and is about courage, creativity, and heart felt collaboration.
Leadership requires a clearer, faster picture of behavior patternswe need to understand and manage. It is the perfect time to focus on becoming pattern aware, as anthropologist Gregory Bateson said, to look for the patterns that connect.
Willis Harman was instrumental in helping me put together, “Total Leadership Connections“, a program that has as a priority self awareness based on what we bring to our present work organization based on patterns we learned and still rely on from our original organization, the family. We then become emotionally skilled and can get better, more effect answers using logic and intuition as a connected force.


Survival of the fittest requires conflict; that’s as true in the boardroom as it is in the wild. In that sense, conflict isn’t just a good thing, it’s a key ingredient in all great organizations. It’s the manner in which businesses test new ideas and up-coming leadership talent.
Colorado Senator Michael F. Bennett deserves to be classified as an elegant leader. The definition of an elegant leader is one who can cut through the b.s. and see the essence of a situation and then find ways to make things happen.
There are so many words to describe leaders. In all the 

![images[2] Edmund Pettus Bridge](http://blog.ceoptions.com/wp-content/uploads/2010/03/images2.jpg)
There is an interesting new TV program airing this Friday;
This is a time for women to pat themselves on the back for all the successes that have come in the last 60 years. The role of women has changed dramatically, and it has been mostly a quiet revolution.

