This weekend I finally got serious about reading "Work 2.0" by Bill Jensen. A 4 hour plane ride provided a huge block of free time. Reading and evaluating page 77 last week gave me the spark. My first pass at the new Work 2.0 put a pit in my stomach.

I'm still not sure that I get "Work 2.0". Jensen admits several times that, although this is the future in the war for talent, as yet there is not a good working model out there in the real working world. Much of this can be blamed on the recent economic troubles. But this is not an acceptable excuse to Jensen. The need for work 2.0 is greater than ever, in the opinion of the author.

Let me see if I can cut to the bottom line. Work 2.0 is about keeping all of the progress made over the last couple of decades. Don't let that go. Add to the emphasis of shared vision, teamwork, good benefits, and such by making the work experience better. Trust and respect the employee. Make them more productive. Add value or get out of the way.

One story I loved was about a company that was struggling to set up a conference call. A manager lost patience while waiting. He let his bosses know that his family had been running Net Meeting for two years out of a garage. What was the companies problem?

I thought about "Work 2.0" as I traveled through the Maryland countryside yesterday afternoon. My Uncle Art and I went for a Sunday drive. We ended up at Gapland and Antietem, two prominent sites in the history of the Civil War.

General McClellan gained a strategic and tactical advantage over Lee when confederate Special Order 191 was found in an envelope wrapped around some cigars. Woops! Somebody forgot to take care of some important details.

Later, at Antietem I stopped by a display explaining the loss of 6 generals in that one day battle. Each was killed while leading his men into battle. One of the factors that influenced the Civil War and made it very hard to fight was the constant loss of good leaders. Front line management in a war is extremely hazardous to all. More so to the officers who were always a prime target for the sharpshooters.

Jensen, in "Work 2.0" talks often and passionately about extreme leadership. I'd say that these six Civil War generals were extreme leaders. Extreme leadership is all about getting into the trenches, finding out what the troops need and finding a way to get it to them. Make their jobs simpler.

I didn't like Jensen telling me that, as a manager, I probably don't have a clue and I'm likely way behind. But the farther into the book I read the more I liked what he had to say. I accept his assessments and his challenge. My goal and direction is to become and extreme leader.

Another challenge thrown down by Jensen is that of providing "Addictive Learning". It sounds good to me. How is it done? Where can I go to learn and get help? Two new challenges have been engaged. Extreme Leadership. Addictive Learning. Go.
7:50:00 PM    comment []