Who does it well: Tina Roth Eisenberg, CreativeMornings founder
Tina’s desire to gather creative professionals to share inspiration, knowledge and remind us ‘we are all part of a global ecosystem’ wasn’t a selfish effort. Tina’s CreativeMornings series grew organically into a global network of knowledge sharing talks. This growth was possible because Tina understood and responded to what her community volunteers needed. “The business model for CreativeMornings is built on the generosity of volunteers, who donate their time and skills to organize the events… One could say there’s not much of a business model, but rather an innocent ecosystem built on idealism and a belief that we are all contributing to our creative community,” as quoted by Steven Heller, Eye magazine. Tina’s orientation to building relationships for the long haul, not simply recruiting volunteers or sponsors for a single action, has enabled leaders in her network to grow the effort on her behalf.
ABOUT THIS SERIES
The corporate, philanthropic and customer landscapes have changed significantly in the past five years and will continue to as Millenials dominate the workforce and influence markets. In addition to their public face, organizations must also carefully manage internal brand experience. This new management burden requires a new type of leader, the networked leader. Networked leaders view themselves as facilitators who understand the nuanced structures required to organize, motivate and reward a group toward a long-term vision.
In this multi-part series I’ll highlight distinctive traits of networked leaders from business to academia to pop culture. Click the link to see a table explaining how the networked leader differs from traditional leaders.