For boards and management, it can be difficult to unleash the power of the organization.

Some of the biggest challenges in a global multinational is the ability to get things done across a matrix organization and finding key individuals who understand how to work within a complex and bureaucratic organization, yet still make decisions, and create alignment to operationalize the decision.

Identifying the individual(s) who understand the politics and companies’ landscape is key. To be effective in these complex organizations you need to develop “soft power skills” to create buy in, support decisions and create ownership to enable a decision to be operationalized.

There is a new category of talent who doesn’t jump out but has the character attributes that get things done across the organization. These are your precious connectors.

To do this you need “Social leaders” who can articulate their initiatives, and how this initiative aligns with the company’s overall goals and long-term vision.

Social Leaders are excellent communicators. They can articulate the problem and more importantly, the solutions they advocate for.  They explain the risks and trade-offs of those solutions in an inclusive and empathetic way.

Building consensus is an important capability The Social Leader brings and they are excellent listeners. They consistently seek out key concerns; and then revert with answers and help build support.  Their superpower is often cross functional collaboration with different departments to build a bigger coalition.

When we think about how to execute in complex multinationals, where their are matrixes and clear accountability becomes opaque; this is where you look for somebody who has unique capabilities in: “social leadership.”

Social leadership characteristics are someone who is flexible, with a reputation for getting things done, often based on values, ethics and principles of executing what is best for the company. They are very good at influencing others who are resistant to change and are often humble and highly collaborative.

These Social Leaders are skilled at influencing people’s engagement using emotional intelligence. They tend to be effective, and fact driven individuals who present their data with humility and consistently follow up. These are the people who can drive an outcome even when others do not report to them.

Social Leaders will step up and be proactive. These are the kind of people who will take initiative demonstrating their leadership.

They are often power structure savvy and are able to achieve outcomes having done their homework way in advance.

One of their great competencies is they do not dominate conversations. They encourage the group’s ideas and are very respectful listening to everybody.

Social Leaders are data driven and can clarify the arguments with metrics and specifics that support the initiative.

They are skilled at focusing the group on where they are aligned and unaligned, (without targeting individuals). They are excellent at helping people understand the choices, and trade-offs as well as foster an environment for healthy debate.

They understand that people are not going to support a new idea, concept or project unless they have had the chance to be heard and contribute to the decision.

They are great at follow up and being tenacious. Sometimes people are silent. You have to understand what the other resistance is to get those silent people to buy in. If they haven’t had the chance to engage and voice their ideas or concerns, they may not execute, if they haven’t had the chance to truly buy in. The social leader will work to reinforce areas of agreement, and find out what remaining issues they need to overcome. They are very adept at that.

This idea of “social leadership”, and particularly important in large complex companies. In empowering an environment where the future is dynamic, people become risk-averse. Find those Social Leaders. They are the heart and soul of getting things done in large global companies.  They are the key unlocks.

They are the people who will be successful. As you look at cultivating your rare talents, seek out these hidden gems. Finding those future top performers/leaders to mentor, support and magnify their potential and impact!  They are special and if you consciously search for them, you’ll find these unsung highly valuable talented individuals.

When a boards compensation or governance committee does its annual talent review with management, we tend to focus on the CEO reports. Perhaps a good question to ask management is about the next generation of high potential leaders who wield their soft power as the next generation of “social leaders”.

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