The most interesting thing in the article was the theory that the strength of influentials came from two areas...
1. The interpersonal relationship among users. (Which is consistent with work and planning we do in Network-Centric Advocacy)
2. The readiness of society to adopt innovation. (Which is not something I have really focused on in the past)
The first idea is not radical, the idea that relationships among users really dictate the influence of each user. But the second concept, that the "readiness of the society to adopt innovation" is a large driver of the power of influentials, is something worth thinking more about.
You could be the most connected person among a group of stubborn and entrenched individuals and you will have very little influence. You could be a very loosely connected leader among a group of early adaptors and you will have great influence.
This begs the idea of what activities can you do consistently to enhance your networks willingness to adopt innovation. What are the steps you need to plan to drive up the influence of leaders?
Not only do you have to build relationships among the users, but you have to drive up the readiness of the users within that network to adopt to change. Any change.
Network builders must consistently feed this readiness to adapt innovation so that leadership can emerge and leaders and new ideas hold more sway over the overall network.