Some senior leaders take to engaging in the Enterprise Social Network (ESN) quickly and easily. They use their own example to endorse the ESN for use across the organisation and to extend the reach and impact of their own leadership. Other leaders however, struggle or perhaps even refuse to embrace the platform.
So why this disconnect, this glaring gap between the imperative, their commitment to transparency and the reluctance to capitalise on the opportunity of the ESN?
Overview of a leadership development program, that includes Immunity To Change and the Leadership Circle profile, to respond to adaptive challenges and support vertical development