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Leadership disrupted: Pushing the boundaries

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https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/developing-digital-leaders.html

deloitte.com

Leadership disrupted: Pushing the boundaries
Leadership development continues to be a significant challenge for companies around the world, as the transition to the new digital organization creates even larger leadership gaps. High-performing leaders today need different skills and expertise than in generations past, yet most organizations have not moved rapidly enough to develop digital leaders, promote young leaders, and build new leadership models.

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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

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 team...

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Demographics And Leadership Destiny

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 rol...

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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 decisi...

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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 g...

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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 conf...

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Types Of Digital Leaders

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 ...

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Transitioning To Digital Leadership

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...

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SIMILAR ARTICLES & IDEAS:

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.

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