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top reason is the quality of the society or association’s research-based content, closely followed by the prestige of the organization. The membership requirement to attend the annual meeting, career certification requirements , and networking opportunities round out the top five.

Members and nonmembers alike highly value societies’ peer-reviewed journals and opportunities for continuing education. Whereas members value the peer-reviewed journal first and continuing education second, the order swaps for nonmembers.

The relevance for leadership? Facebook, YouTube, Twitter and their lesser cousins have proved the power of the platform. They have shown that if your average 21st century citizen is given the tools to connect and the freedom to create, they will do so with enthusiasm, and often with an originality that blindsides the so-called creative industries.  The result is a growing awareness from those who think about business structures for a living, that good leadership is no longer about ‘taking charge’ or imposing a strategic vision but about creating the platforms that allow others to flourish and create. By way of example, Frederic Laloux – the organisational theorist currently developing a cult-like following across the world – offers a telling story about his meeting with Jos de Blok. De Blok is the founder and CEO of Buurtzorg, a Dutch nursing care firm that has grown from four to 9,000 employees in nine years, by devolving all decision-making down to small teams of nurses across the country. It’s a structure that leaves only 45 people working in central administration and management but has delivered huge gains in the efficiency and impact of nursing care in The Netherlands.

Like social media networks, their job is to create the frameworks that let others take decisions and make change.

It’s what being a leader in this new world is all about: helping others to generate change on their own terms rather than taking on the role of sole changemaker yourself.

Business Ecosystems

James F. Moore in 1993

Today, "ecosystem leaders" are generally referred to as "keystone organizations". Keystone organizations can be large or small, complex or simple, and include not-for-profit or commercial for-profit organizations. Commercially oriented keystone organizations are the most dominant and most successful in terms of economic value created as a whole and for ecosystem members. Examples of commercial keystone organizations include large companies such as eBay, Google and Apple. Not-for-profit keystone organizations are less common and are emergent. Examples of not-for-profit keystone organizations include the Eclipse Foundation, Joomla, Drupal, the Mozilla Foundation, the Apache Software Foundation, and the Open Group.

The difference in the two feedback sessions illustrated above boils down to coaching, which deepens self-awareness and catalyzes growth, versus reprimanding, which sparks self-protection and avoidance of responsibility. To summarize, powerful, high-impact feedback conversations share the following elements:

An intention to help the employee grow, rather than to show him he was wrong.

Giving developmental feedback that sparks growth is a critical challenge to master,

A recent study looked at more than 500,000 tweets about depression, took 4,000 tweets that mentioned a diagnosis or medication, and followed those Twitter users in order to create an app that predicts suicide. This use of tweets crosses a line, Peel said. "This is far more intrusive" than standard data-gathering from social media.

Medical data is also valuable to criminals

Criminals are after electronic medical records, as well as prescriptions and insurance information to pay for their own medical expenses or to acquire prescription drugs illegally.

Open-source software often gets derided for its downsides—maintenance concerns, the need for development resources, concerns about security—but its huge transparency and collaboration benefits typically get missed.

(It’s worth noting that you may be using open-source software without realizing it: Most major content management systems, including WordPress and Drupal, are based on open-source code bases. Not that you’d immediately think of them in that context.)

Open source tends to follow current standards. The reason Mozilla Firefox gained so much momentum on Microsoft’s Internet Explorer about a decade ago has everything to do with programming strategy. IE, being proprietary and without much competition, didn’t have a reason to keep innovating quickly. Firefox, on the other hand, was in a spot to iterate relatively quickly and drive online development—and when Google Chrome came into the picture, this process moved even faster. This is true of a lot of open-source software. It can ensure you’re working with this year’s model.

2. They don’t do without first learning.Learning is what we do best. The greatest thing about learning is the benefit that we receive in all aspects of our lives. Successful people strive to continue learning new things and expanding on things that they already know.If we stop learning, then the only thing we can do is settle with what we already know; if we settle for that, then there is no way to expand our minds. Expansion is essential on the path to success. Since our minds require learning for expansion, we must never stop seeking new knowledge.Imagine what would have happened if Bill Gates stopped learning and growing. The internet would be much more primitive than it is today. But because he followed his dreams and continued growing, he founded one of the biggest companies in the world and it is still flourishing and growing today.

Tips to Find Your Tribe

Opportunities From Your Network

Not Letting Your Tribe Down

Don't dismiss delegation as an outmoded concept that's part of the "command-and-control" model of years past. You may not believe in rigid, hierarchical organizations. But even the founders of flatter, more collaborative young businesses must ensure that every employee can acquire higher-level skills and duties.

Delegation is not task assignment. You're not simply assigning work to employees that falls within their job duties and responsibilities. To delegate, you must give someone the responsibility and authority to do something that's normally part of your jo

Delegation involves three elements: responsibility authority accountability