INBOUND 2015 I&E: Charlene Li "Leadership in the Digital Era"

Thank you. Hi, good afternoon and thank you very much for joining me today. I'm going to step from behind the podium because if I stood there, you would never be able to see me. So I'm going to talk about leadership in the digital era. And oftentimes when we think about digital and technology, we think about all the tools and platforms that we can use to engage with people. But when it comes to relationships and in this technology space, we often lose sight of what is at the core of relationship, and frankly of all of these digital technologies too as well. And it's really about relationships, relationships between the people who aspire to lead and the people who are inspired to be led. And oftentimes again, when we think about leadership and what it means, especially in this time of change, there's an incredible need for leadership, even more so today. So one of the things that inspired me to write this book, the Engaged Leader, was really this question of what does it mean to be truly engaged? I didn't want to write a book about digital leadership. I wanted to write a book about leadership and what the new definition of engagement means. When the vast majority of communications between people today and the way that we form relationships is through the digital space, then it begs the question, how do we lead, how do we form the relationships? And how do we truly engage? My definition of an engaged leader is somebody who can really understand and grasp the use of all of these digital and social and mobile tools in order to lead and to accomplish very strategic goals. So what I want to talk about today is really what does it mean to be in this space? And I think more than anything else, it's about having a strategy approach to your leadership. And a strategy is simply what you will do and just as importantly, what you won't do. You could do everything in the world, but if you do not provide that focus and be very clear about what kind of leader you will be and how you want to lead and why people should follow you, then you will never get to where you want to be. So I'm going to talk about three things. First of all, what does digital transformation look like today and in particular, what does it mean to go through a digital transformation with your organization and the challenges that presents to you as a leader? Then I'll talk about how leadership itself is changing some best practices around how to be a leader in the digital age and the all important issue of culture. What does it mean to have a culture and to develop a culture that is digital? And at its core, let's talk about Digital transformation. Now, when we ask about digital transformation, at the core of this isn't technology. It's really around who are your digital customers? And I don't think there's a single company today who doesn't have digital customers. They come in all sizes and shapes and ages and locations. But who are they really? Our research at Ultra moderate and Profit has been very focused on the people at the center of those relationships. Who are they? What do they do? What do they look like? And one question I get asked constantly is, what about these millennials? They're so different from all of us. How do we think about them and manage them as customers? And it got us to ask a very important question. How different really are millennials, and in particular, their use of digital technologies? There's no doubt they are very different. It's just some basic data just driven out by, woken up by all of the different demographics. You can see the percentages of these age groups that use each of these technologies. Now, there's no doubt 18 to 29 year olds are all over these technologies. But look at the 30 to 49 year olds. They're actually very, very digital too as well. And our research says that this is less about a generation X or generation Y or millennials. It's not generational. It's about mindsets. People who gravitate towards digital channels to form those relationships, where they go to get information and just as importantly, make decisions. That's what we really, truly need to understand. We think about it as generation C, generation connected, because if you have that connected customer in the way they live their digital lives, then they will want to be able to connect with you in whichever channel they choose. Now, the question for many organizations is this. They do not understand what it means to go through that transformation. Now, 88% of our companies that we have researched have said, yes, we are going through some sort of digital transformation. But when we ask them on the second chart on the right, how many of you actually know your customer's journey? 42% say we really don't have much of an idea. Only 25% say they have mapped that journey and they are actively using those maps to make their decisions to operate their organizations. So 25% versus 88%. You have to ask yourself, can you truly understand your customers, be able to lead them, show them, and set a strategy for them if you don't understand where they're coming from? So I love this quote from Steve Jobs. You've got to start with the customer experience and work backwards to the Technology. Because so often we think, let's start with the technology and then work our ways to connecting with the customer that way. This entire conference has been focused on how can we use these technologies to get with customers. But the customers have to come first. So it's not about the technologies, it's always about the relationships, the experiences that will lead to the overall relationships over time. Now this is how we think about the dynamic customer journey. It's a very simplified way of thinking about it, but one of the ways to look at it is that it's a cycle. You go through it every single time. They go through an experience. And understanding where your digital touch points are to influence that experience and influence their decisions, eventually influence their relationships is how you want to understand that journey. Let's talk quickly about leadership, because what does leadership look like and what are the elements of leadership in the digital era? Well, I actually believe they're the same in the digital era as they were in the non digital era. And the skills that have made a leader a great leader before still absolutely apply. They just look very, very, very different. So these are the engaged leader framework. Again, this is about how do you engage? And the foundations are you listen, you share and you engage. But there are differences and nuances that apply. Because of being digital, we can now listen at scale. We don't have to just listen one on one with people, which is nearly impossible if you have anything more than just a couple of hundred employees in a company. And when you have distributed organizations and workforce is how do you listen and listen effectively while you listen with your eyes, listen with your mobile devices, you listen to an aggregation of what people are saying. The second thing is sharing now becomes frictionless. It's seamless. We used to have to invest tremendously in our quarterly calls or our weekly meetings. Things had to go really well because it was very hard to communicate and to share. Now it's easy to share. Technology has made it so that it's seamless and we can share constantly. How do we do that now? To share, to shape the relationships and then finally how do we engage to transform? And it's really in the engagement that transformation actually happens. So let's talk about listening. Here's one of my favorite examples and I'm glad we're kind of doing this after lunch. This is Red Robin and they introduced a new hamburger called the Pick Out Style Tavern Double. It looks really good, doesn't it? But the problem was when they started serving this in the restaurants, people were reporting back that it was falling Apart, the aioli sauce was too greasy, the bacon was soggy. And they heard this not just through customers, but more importantly through the employees, the restaurant servers themselves. And they were coming back and saying this on their internal yammer instance, and that people at the very top of the organization saw this happening, immediately started interacting with them by saying, well, tell us more. What happens when you do this? What happens if you change this in the serving process? And what they did is they took that information, the executives went back to the headquarters, test kitchens, cooked up a new recipe, and got it back into the field in just 30 days. Now, just to give you some context, it usually takes between 12 and 18 months for a new product to make it out into the field. So this is revolutionary. And what they also were able to do is that they were not only listening to what customers, that they were able to get that feedback, that interaction with employees, the people who were at that point of service. So this is really a different way of listening, of sharing the content back and forth and then finally engaging. But think about this. If you were one of those employees who were sharing this content, how did that make you feel? How did that change that relationship? Then if you were one of those employees with Red Robin, it says that you have a voice, your opinion matters, and you're making a difference is the message. So that message in itself is going to change the relationship not only for that employee, but throughout the entire organization. And that's exactly what happened. The type of interactions really opened up right after this, and the level of employee engagement and satisfaction definitely increased, too. What's another way to lead in a different way? This is an example of Sherry. This is UPS Rosemary Turner. She is the district manager for the Northern California district for UPS. And she has about 17,000 employees driving brown trucks all over the Bay Area, working in warehouses. She does not see them, and they're not at a computer terminal every day. So she wanted to figure out, how do I connect with them and in particular, how do I create a sense of open door, that if there was any problem, any of them could go and reach out to her and be able to knock on her door and say, rosemary, can we talk? So she started using Twitter. She would go on, do site visits. And here's a picture of her with Doug, who is she's giving an award to for safety. And she puts herself in the picture. And she would even admit to herself to anybody, I am no spring chicken when it comes to this. I don't want to be out there. Sort of like a Kim Kardashian posting up pictures of my lunch. How do I really drive value? And she saw that people were using Twitter, so she decided to use it herself. Now, she knew that this was actually starting to work because one day, sure enough, a driver knocked on her door and said, you know, we've been talking and Dming and communicating through Twitter. There's something I wanted to talk to you about. So she can see that this is actually changing the relationship. It's bringing down that power distance, reducing it so that people are willing to go and talk to her. They see her as not just the boss at the very top, but somebody they can go and interact with. Here's another example of sharing and listening and engaging. One of my favorites. He's a CEO of Telstra, David Thoughty. And one of the things he did early on was to really set the stage for becoming much more customer centric as an organization. Now Telstra is like the AT&T of Australia. You can imagine what customers say about Telstra. Day in, day out. The service is awful, things don't go well. The customer service, like many other telecom companies, isn't the greatest. So David set out to change that and he realized he needed to do this internally and also externally. So some of the things he did with the following. First of all, he really defined what engagement looked like. Here's an example from a conversation internally to the organization. Somebody was complaining about the elevators, the lifts inside one of the offices, and it goes on in the most respectful way. But you could sense the frustration from this person. And he writes back, of course, I would love nothing to do in the gas station, that entire building, but we can't at this point. Let me get so and so to get on this and see what we can do about it. So just the fact that he was listening, acknowledging and validating a problem, agreeing that this is a problem, and then saying, let's see what we can do about it. He's not promising to solve it. He's saying, this has caught my attention, this shouldn't be an issue. Let's see what we can do. Again, opening up the dialogue. And just the simple fact of his engagement, the fact that he showed up was a key thing. Now I had a chance to sit down with David and I asked him, where do you find the time to do this? He goes, I just kind of scroll through on my iPad or yammer instance and see what the conversations that are trending in there over my coffee. I pick up my mobile device and I just kind of scroll through here intermittently and see what's happening on Twitter. I just kind of check in day in, day out. I'm not trying to be absolutely complete, I just want to get a sense. So I asked him, how many, how much time do you spend a day kind of checking your feeds? He goes, maybe about 15 minutes a day. So this is something that he worked into his day in and day out activities. And more importantly, what he started doing is he walked into his executive meetings and he would say to his executives, have you been following this new trend, this new trending topic on Yammer, or have you seen this discussion happening on our community forums or on Twitter? And as you can imagine, those executives hadn't seen it. And guess what? Those executives said the first thing they got out of that meeting, of course they're going to go start doing that. So from his example, the organization started to think, how can we become more informed? But also how do we start thinking and engaging with people through these channels? I want to give a couple other examples from David. Here's an example on Twitter and somebody's writing, trying to web chat you and your site won't load. Bill is wrong and I can't get service help. And he writes back, not sure what the problem is. I will ask the team to check if there are any problems. Now he's not trying to resolve it, he's acknowledging the person. And I asked him, is this a good use of your time as the CEO of one of the largest companies in Australia? Really, you're doing customer service. And his response was this. I jump into customer issues because it's dear to my heart. This is an issue of purpose, of mission, of strategy. He's saying as a leader we have to be customer focused. And it's going to start with me. If I don't live this purpose to the core of who I am, then how can I expect the rest of my organization to do this? Now he doesn't answer every question he picks and chooses and this one, it hit his radar because this person was at replying to his personal Twitter account and he has a personal philosophy that other people can prepare some of these things, but he needs to review it and he will always push the publish button. So he has a strategy when it comes to what does it mean to lead. He has a strategy for what kind of effect he wants. One more quick example. Early on in his tenure he put up this post and you can imagine the stir that it caused. This is an internal top 10 time wasting and unnecessary approvals or processes and he asked people to list down the things that they want the company to stop doing and he made the commitment that they would either stop doing them or justify why they would do this. Now look at the very bottom. It says 832 odor replies. 700 of those were responses to his question that came in within the first hour. There's a lot of pent up demand there. And then the other 132 were him and his executive team responding to those questions, explaining why, yeah, that is a good idea, we should get rid of that, or why we were keeping it. They didn't take all of these questions behind the boardroom door. They brought them right back into the this discussion area, right back into Yammer so that it could be transparent and have that discussion with people. It's the follow through, it's the fact that you use these platforms to make real decisions that makes them stick. Our research shows that the number one way to drive adoption of all of these collaboration tools, all of these digital tools, is to have executives present and using them in a meaningful way way, not in sort of a figurehead, flag waving way, but in a way that they feel is driving their strategic purpose. I want to go on and talk about some of the biggest excuses that I hear from leaders who say they can't do this. The first one is I don't have time. And my counter to that is how can you not have time to at least spend 15 minutes a day in the way that David thought he does, to listen to your most important customers, the most important employees that you have, because they are there. The equivalent is like someone is knocking on your door or calling your phone and you refusing to acknowledge them. How dare you do that? If you are truly adamant and passionate about creating a relationship with them, then you will make the time to at least listen to them and then you can decide how you want to take that listening, but at least honor that relationship and listen to what they have to say. Another favorite excuse is this. It's not about me. I don't want to talk about myself. They think of social media and social interactions and digital as being sort of vainglorious about I gotta talk about my lunch. I have no desire to show people my lunch. And I say I absolutely agree. I really don't want to know what you had for lunch. What I want to know is what you talked about over lunch. I want to know what's important to you because you're the leader. Are we on the right track? What are you thinking about? What are you concerned about what are you happy about? What do you think we should be doing differently? We need to hear from you as a leader as often as possible. What is our strategy? Remind us again and are we on track? What can we do better, faster, more efficiently? So you're absolutely right. It's not about you. It is about the strategy. It is about your leadership. And that is a fundamental difference between doing this for yourself and doing it in a leadership role. And this is one of my favorite excuses. I don't want to get my organization in trouble. And this is a really valid one. And this goes back to, this is new, this is different. I don't know how to use it. And I go back to leaders and I go, you know how to keep communicate, you know how to lead, you know what works, you know what you want to get done. Stay with that. Use that as a starting point because you have been successful as a leader in all the other avenues of life and in your company now use that as a starting point and lead through digital to accomplish those goals. So if you right now do something through email, if you're doing things in person, take those as starting points and start figuring out where. Does it make sense to do those exact same activities through the digital channels tool as well? I would much rather take somebody who's a fantastic leader, who has the interest in listening and sharing, engaging and train them on how to use these tools rather than take somebody who knows how to use these tools and train them on how to be a leader. The second one is much, much harder. So the last people you really want to be leading in your digital efforts are the people who are really, really good at this natively because they're good at it on a personal level. They've never really had to apply it to lead through an organization. But when you're thinking about all these leaders who are nervous about this, take them and start them from that base of strength where they have and really show them you don't have to worry about getting the organization in trouble because you have the potential to do that every single day just by being a leader and you don't. So have confidence in your leadership as a starting point to engage in the digital space. Now I want to talk about three ways to help the leaders in your organization be much more digital. Because I assume that the people in this audience aren't the ones having a problem with digital because you're here at Inbound. The issue is all the leaders outside of the of your organization that are not being as digital as they could Be the first one is again, encourage them to listen just 15 minutes a day. Set up their phones or iPads or computers, whatever it is, to key in on the customers and employees that are most important to their strategy. I have yet to meet a leader who doesn't have a clear view of what are the top three or five things they want to get accomplished every day. If you can help them listen to people who will help them make those decisions and get those things done, they will be extremely grateful and they will look for those things. The second thing is to help them find stories that they can then share in whatever channel that they want that will inspire action to achieve those goals. And what I mean by a story, People remember stories. We are humans, we can remember them. You don't Remember strategies or 10 points on a slide. We remember stories, stories because we can tell them over and over again. And by sharing stories, that leader is going to have the person they share to remember that and also share that story further on. And it's really about stories that will share, that they can share that will drive some sort of outcome in the end. One of my favorite examples is a finance person said, I'm going to start doing this. We have this new procedure that nobody likes, but we're hearing stories now where it's really made a difference. So this is not somebody in marketing, this is the CFO who is saying, I'm going to start using these tools because I can accomplish my goal and adoption of all of these new processes that we have to get in place. And then finally think about opportunities to engage very strategically and also very sparingly. It can be overwhelming in the beginning, especially if you're not used to engaging. It can be nerve wracking for leaders who are not used to engaging because they're putting so much of themselves personally out there. So think about where the biggest impact will be for the organization, but also for that leader. Really think about it and really preciously dole those opportunities to engage out. At the very beginning, I want to go on and talk about culture. Culture is one of those nebulous things that we all know is really important, but we have a hard time defining and measuring. And what our research actually shows is that 63% of companies say that changing company culture is a top challenge. And I like to say this, that culture eats strategy for breakfast every single day. You could have the most beautiful strategy out there. But if you cannot get your organization and culture to change to execute on that strategy, the strategy is worthless. Tools, the strategies, the leadership all of it boils down to one thing. Can you change your culture? And I think this is the number one challenge that leaders have. You could have all the desire in the world, but unless you can actively think about how you're going to change culture and have a plan for this, you will not succeed in your strategy. And the problem is this digital requires a brand new way of working. And most organizations are not structured and do not have the right cultures to be able to do this. So this is the way that most organizations are structured, very hierarchical, siloed, stay in your swim lanes. And yet this is the way that most work gets done. That's a mess. And it's actually sometimes very organized in many ways, but it's also very dynamic, very flexible, and it changes all the time. We all know that change is the norm now. So most of our work looks like on the right, but yet we operate as if the world is on the left. So how do we think about how we have to organize? And a lot of the research that I'm doing right now is what are some of the new organizational structures, everything from holacracy to again self management tools. And all of them go back to though of understanding and agreement on how we will get work done. And that essentially is what culture is. How do we get things done around here? And if you don't like the way things are done, if they're on that sort of rigid way or working down into silos, then how will we actually become much more dynamic? And the research that I'm looking at is how do we actually do this cultural shift and change much better, much faster because of these digital tools? We can now say this is the change we want to see. These are the ways we want to do things differently. It's in the everyday interactions. And if we as leaders can master the digital relationship, we have so much more permission. We can build the relationships that can then change the culture. Because in the end, culture is something, it's a seed that you have to plant and you have to absolutely nurture it, water it, feed it, fertilize it. And you also had to pull out the weeds of the bad behaviors you don't want to see anymore. And the only way you can do that as a leader is to be constantly vigilant and see are the good behaviors and reward them, encourage them, and then pull out those weeds. So leaders as gardeners is a pretty good metaphor, but at the same time being able to do this in the digital space where you can see scale, the impact and influence and the spread of that leadership and influence is a key tool to be able to change culture in this digital space. So I think in the end, I want to talk about creating a culture of sharing, the three ways that we can change culture. The first one is creating a culture of sharing. Because sharing is the foundation for these relationships to happen in the business organization. In the modern organization, we actually told many not to share, not to put information out there, don't even share amongst teams and groups and departments because information was power. But in this network to digital space, actually influence and the ability to network and facilitate the exchange of information becomes a source of power. Because if you can move information faster and get things done better and faster, then you are going to be in a better position to see the end results. So the question comes back to, again, what are the stories that you can share? I keep going back to this. If sharing is the foundation for a new culture, think again about the stories that the organization can share. Encourage those things to come out in whatever channels that you have, even if it's just email being shared back and forth. I'll just give you a quick thing because I think trust is the second area. So this is the slogan that's on our money about trust. And I just want to do a quick experiment. Let's talk about trust of Facebook. I want to see. It's a little bit hard to see in here, but just give me a thumbs up if you trust Facebook. Or sort of like this if you kind of thumbs down, A big thumbs down over here, thumbs down over here, thumbs up. The brave soul here, anyone there, big thumbs up. Somebody's like saying, yes, a lot of thumbs down. Interesting. Not a lot of trust. How many are using Facebook? Pretty much everyone's raising their hand now, what's going on here? We use it, we may not trust it. So what kind of relationship do we have with Facebook? Mark Zuckerberg, in one of his first briefings as the CEO of Facebook back in 2007, kept saying that Facebook is a utility. And oftentimes that's how we kind of feel. We have to use it because it's something we have to live with every day. But do we really trust it? And because we don't trust it, that's going to limit the kind of relationship we have with them. Now let's do this experiment. Put your brand, your company, let's put you in that space there. What would people say about you? But they give you a thumbs up middle, thumbs down. Do you know what people would say? I see A couple thumbs in the middle, right? Some people are giving a thumbs down in the back. Okay, you're being, you know yourself pretty well then. Now this is a fundamental question because in the digital space, how do you build trust? And the research shows, from Edelman in particular, there are two ways in particular to move the trust metric over, and that is through integrity, which is you do what you say and then engagement, which is you show up and through every engagement, you are actually moving and getting things done in a trust built way. And what happens with Facebook is that they don't do what they say. They say one thing and then they switch it the next day and something else changes. So their integrity is being called into question, their engagement every day. They don't mess things up every day. So we have sort of middling trust of them. Now if you look at your opportunity to build trust with people, you got to do what you say. But the one lever that you can absolutely move is how you actually engage with people. And I think that engagement, again, as an organization, as a culture leaders, is where we actually build trust. And our ability to engage now in the digital space is exponentially bigger than has ever been. So think about engagement. It's not just engagement from a marketing or sales perspective. It is to build trust. Because if you have trust, it gives you so much more permission to do so many other things in that relationship. I think the other thing is you can also ask the right question questions around value. I love this quote from John Hayes, the CMO of American Express. We tend to overvalue the things we can measure and undervalue the things we cannot. Spoken like a true marketer. Right? But when it comes to relationships, how do we actually measure whether relationships are getting better or not? We can't really know unless you are actively involved in using things like NPS or lifetime value. We're here at a conference that's talking about, about attribution and looking at measurement of so many things. But when it comes down to relationships, how do we measure them? Do we have discipline to understand how culture and relationships are actually being developed or not? Sometimes it's just a gut feel. And we are willing to fly around the world or spend days at a conference not because we can calculate the roi, but because we do see ways of developing our knowledge and our relationships that we think is going to help us create strategies in the future. So I want to make sure that, especially in this digital space, that we are measuring the right things because we can measure so many things. But are we measuring the Right. Things to be able to understand what relationships look like. I just want to give a quick example of one of the organizations that I thought was one of the most open and authentic and engaged organizations is not what you think. It's actually. The US Military had the opportunity to go onto this ship, the USS Nimitz. It's an aircraft carrier, for 24 hours, along with a group of other 15 other bloggers. And one of the conditions that we had before going on this ship was that we could record and talk to anybody and we could publish anything. And they said, sure, come on board. And if you think about that, it's pretty extraordinary. We asked people all sorts of penetrating questions, and they were extremely honest about answering. One of my favorite people that we talked to was a lieutenant in the Air Corps. So he's a Navy pilot, one of those top guns. And I can tell you from sitting in the Red Room, they are absolutely like Tom Cruise through and through, strutting and so the bravado and the slapping on the back. And then when we got him into a room and we asked him, what's it really like to be a fighter pilot? He goes, you know, when you're landing on the aircraft carrier, especially at night, it's as if a little piece of you dies with you every single time. That level of authenticity, of transparency doesn't come easily to people, and especially not for somebody like this. But when you're on a ship and you know that your life is in danger because of one person out of 5,000 people not doing their job, you have to have tremendous trust and openness and transparency that you are open to being vulnerable in such an immediate way. And I think in many ways, the level of culture that we need to have, the reason why I think the Navy can be so open and transparent about what they do is because of the structure. I think you actually have to put more structure in place to have a more open culture, not less. So in the end, I think the real thing around culture is can we actually take off this mask that we bring into work each day, the sense of having to be a different type of leader, a different type of person? Can we truly be authentic with each other and live and work in integrity with each other and then be able to create a different type of culture than one that's fairly toxic today in most organizations? I fundamentally believe that employee engagement is low inside of most organizations because organizations don't want employees to be engaged, because engaged employees are driven by purpose, and they may question how you do things and they may have suggestions on how to do things differently. And many leaders, many organizations just say, you know, just put your head down and go do your job. So how do we actually have a different type of organization, one where we can actually let a different type of relationship thrive? I think there were a couple things that fundamentally we need to do. First of all, we have to have confidence. And the confidence comes from being able to practice this and being able to test and understand which of these things will work for me and for the organizations requires a tremendous amount of risk taking. But confidence can be developed in these new ways. But at the same time, you also have a sense of humility, because to be a leader in the digital space, you have to be constantly ready to be challenged and form a very different type of relationship than one that's based on hierarchies and traditional ways of leadership. But I think in the end, it's really around having courage, the courage to take these chances. And it's something that leaders have to do every single day because they are putting themselves out there and leading the charge into uncharted territories. And the most audacious, most successful leaders are the ones who will go into places who nobody else is will. And they will look behind them. Everyone is following them, right behind them. I talk to most leaders and they say, yeah, I have an idea. I'm confident in what we can do. I'm here to serve in humility. And I'm scared to death of what the future holds. But I'm going to have courage anyways, because courage is. Even though I know I'm scared, I'm still going to take that action. So I just want to reemphasize again that this is really about relationships. It's not about the technologies and leadership. In the digital era, to be successful, you have to master the technologies, but they have to be in service of the kind of goals and digital transformations and cultures, and most importantly, the relationships you want to create, the relationships you want to deepen. And my hope is that next year, when we're here at Inbound, we can tell the stories to each other of how we have grown as leaders in all of our organizations and tell the stories about the kind of impact this new way of leading has had on you and also in your organization. We're going to open up for questions, and here's my contact information. I'm happy to send you the slides if you'd like to have those too, as well. At this point, we can open up for questions. There are microphones here and Also on the other side, it's a little hard to say. But again, if you have any questions at all, be happy to take them now if you have them. And don't be shy. Love Q and A. Any questions at all? Yeah, can you open up the mic? I can't hear. Try again. Okay. Okay. Hi. So I work in corporate social responsibility. So employee engagement is a huge topic in this arena. Could you give maybe a few more examples of companies that really have their employees engaged in digital media channels? Yeah, there are quite a few. One of my favorite examples is TD Bank. So the reason I like to choose them is they're regulated industries and regulators think, oh, I can't have my employees out there. They have been actively working on this since 2008 with the vision of going forward of having employees actively engaged internally. First of all, inside of their instance, they use IBM connections and then they have them for the enterprise social network and then they have them inside of forums, they have employee advocates and they now have actually started doing this externally too, with a small group of people. And it's really around training. It's understanding, having a plan of what they can, having governance, some platforms to actually have them scale. We know that from our research, 45% of organizations have employee advocacy programs as one of the top priorities for 2015. That's 45%. And this goes beyond employee engagement into advocacy, external use of all of these digital tools on behalf of the organization. So this is a really hot topic that has just come out of basically left field just in the past two years. And the corporate social responsibility, especially the CSR efforts, in terms of having people amplify all the work that you're doing, is one of the best places to start for that. Thank you. Hi. It's been a while since you wrote the Roswell. My question is when leaders go up, they are isolated, so there is not feedback and so on. So what these channels, digital marketing, the Internet and so on that you wrote about what has it done to strategy for leaders to take their business into the digital age? Yes, and I think that's one of the hardest things I was taking the David Thoughty, he says the hardest thing being a CEO.