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Chapter 8: Social Leadership > SOLUTIONS AND RECOMMENDATIONS - Pg. 137

Social Leadership ing. It's making Mr. Barnett, 41 years old, a key figure in the debate currently raging about what the modern military should look like. It's simple really. Barnett led a tribe that was passionate about change. He galvanized them, inspired them, and connected them, through his idea (Godin, 2008, p.20). Barnett clearly provided his tribe with trans- formational leadership. He provided a vision and had the passion to lead people toward a better end. One would have thought that to be almost an impossible task in an organization as monolithic as the Pentagon, but it was accomplished. Social media clearly has some concerns around it as it relates to OPSEC and also offers tremendous tools for the military to reach out to a waiting audience, but these are the extrinsic elements of social media. The intrinsic promise all ranks to join the net, subscribe to subgroups, and begin to offer forth their experience and knowledge. The Army would need to moderate this in much the same fashion that they do with their internet sites. Instead of being concerned about external OPSEC violations and potentially damaging topics or language they would be ensur- ing that an initiative of this nature didn't evolve into a gripe board. Nor would this would not be the place to discuss operation topics as not all members of the military have the same security clearances or work in the same trades. The Army has made inroads into this arena with internal sites such as Platoon Leader, which leverage iLink, a social network analytics technology. The purpose of this site is operational in nature and is not systemic in that it allows a small subgroup of professionals to communicate. While this is an excellent example of social media at work inside the modern military it is not institution wide, nor