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Leadership disrupted: Pushing the boundaries
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“The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking risks.”
Mark Zuckerberg, CEO of Facebook
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Skills Needed In Digital Leaders
- Work together, complement each other, and function as a team.
- Able to operate on and enable environments that are more dynamic, team-centric, and connected.
- Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
- Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
- Understand how different business functions, industries, and technologies come together to form solutions.
- Comfortable and competent with risk-taking.
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Demographics And Leadership Destiny
Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies.
Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.
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A Digital Leader's Cognitive Traits
- Conceptualizing possibilities in a virtual world
- Handling ever increasing cognitive complexity
- Thinking divergently about new ways of doing things
- Making decisions quickly without all of the information
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A Digital Leader's Behavioral Traits
- Adapting to constantly shifting power and influence
- Collaborating with ease across many different teams
- Valuing the contribution of new work partners and different interest groups
- Investing huge amounts of energy into getting things right. Try, fail and try again
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A Digital Leader's Emotional Traits
- Tolerating an environment of risk and ambiguity
- Showing resilience in the face of constant change
- Being brave in challenging how things are being done
- Having the confidence to take the lead in driving change
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Types Of Digital Leaders
- Digital investors: Executives who embrace the VC mind-set, uncover opportunities, educate, invest in talent and ideas, forge partnerships, conduct the transition to a digital model and build an ecosystem that fosters innovation.
- Digital pioneers: Business and function leaders who can reimagine and lead into the future, shape new and different business models, and lead a winning digital strategy
- Digital transformers: Leaders who can manage people through radical change and transform the business
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Transitioning To Digital Leadership
- Rethink the organization’s leadership model to include the concepts of innovation, growth, inclusion, teamwork, and collaboration.
- Identify the likely digital leaders in the organization: Determine who can be the investors, pioneers, and transformers.
- Train potential leaders to understand the opportunity.
- Ensure accountability.
- Promote younger people into leadership faster.
- Foster risk-taking and experimentation through leadership strategy.
- Move beyond traditional leadership training: Focus on leadership strategy, emphasizing culture, empowerment, risk-taking, knowledge sharing, exposure, matrix management, and building talent as guides.
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SIMILAR ARTICLES & IDEAS:
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Leadership Development
Leadership development is viewed as a current and future priority. Despite efforts to produce and nurture new leaders, only 7 percent of senior managers think that their companies develop global le...
Overlooking context
Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.
An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.
Separate reflection from real work
Companies face a challenge when it comes to planning the program's curriculum. Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing.
The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.
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Talent Spotting
Digital leaders don’t have to do everything themselves, but they must be able to spot the areas of their organization that need improving. Moreover, they need to be able to hire an...
Adaptability
Sudden changes in the industry can disrupt the status quo, potentially derailing the success of your organization. In these situations a leader must remain flexible and adaptable, ready to make the quick decisions that can keep the company on track with minimal negative impact.
Risk-Taking
Putting speed and innovation ahead of tried-and-tested business practices often makes leaders cautious. However, in a fast-changing world, the only strategy that is guaranteed to fail is not taking risks.
For a start-up, the risks can be even greater but innovation is impossible without risk. And if you can’t take risks, you may not be cut out to be a digital leader.
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The model of future work
By 2030, up to 30 to 40 percent of all workers in developed countries may need to move into new occupations or upgrade their skill sets. Skilled workers in short supply will become even scar...
Employers should lead the way
The pace and scale that technology disrupts is a social, political and business challenge.
Employers are best placed to make a positive societal impact, for example, by upgrading the abilities of their employees and equipping them with new skills. Employers will also reap the greatest benefit if they can successfully transform the workforce in this way.
Talent is the largest barrier
Talent is the largest barrier to the successful implementation of new strategies.
Many leading businesses realize that it is quicker and more financially prudent to look internally and develop the talent they already have. Yet only a third of global executives report that their organizations have launched any new reskilling programs.