Transitioning To Digital Leadership - Deepstash

deepstash

Beta

Get an account to save ideas & make your own & organize them how you wish.

deepstash

Beta

Leadership disrupted: Pushing the boundaries

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 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.

197 SAVES


This is a professional note extracted from an online article.

Read more efficiently

Save what inspires you

Remember anything

IDEA EXTRACTED FROM:

Leadership disrupted: Pushing the boundaries

Leadership disrupted: Pushing the boundaries

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

deloitte.com

8

Key Ideas

“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.”

“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.”

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.

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.

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

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 

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

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

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.

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.

2 more ideas

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.

5 more ideas

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.

6 more ideas

Same fundamentals
Same fundamentals

The leadership development industry is thriving. There are many new and exciting ideas with hundreds of books written about leadership every year.

But even though organizations have become ...

Classic leadership practices

The best leaders with the most impact almost always use six classic fundamental practices:

  • Uniting people around an exciting, aspirational vision;
  • Building a strategy for achieving the vision by making choices about what to do and what not to do;
  • Drawing and developing the best possible talent to implement the strategy;
  • Relentlessly focusing on results in the context of the strategy;
  • Creating ongoing innovation that will help reinvent the vision and strategy;
  • Growing yourself so that you can most effectively lead others.
The speed of change

The amount of data generated doubles every two years, reflecting a

Communicate your leadership signature

A leadership signature: Who you are as a leader and how you view and approach the job. 

  • Discover your leadership signature by asking how you lead day by day. Are you task or people focussed? 
  • Ask people who work with you how they would describe your leadership.
  • Consider the impact you have. Are you changing the culture? Driving results?
Be a sense maker

Sensemaking refers to the process of creating meaning out of the chaotic world around us.

We need to make sense when something in our environment seems to have changed. We collect data, learn from others, look for patterns to create a new map of the landscape. Then we experiment with new solutions to see how it will respond to this new environment.

3 more ideas

Mindsets in leaders

Mindsets drive what leaders do and why they do it. 

Two different leaders might face the same situation but respond to it very differently. One leader might see the case as threatenin...

Growth and Fixed Mindsets

A growth mindset is a belief that anyone can change their talents, abilities, and intelligence. Those with a growth mindset:

  • take on challenges
  • take advantage of feedback
  • use the most effective problem-solving strategies
  • provide developmental feedback
  • is persistent in accomplishing goals

Conversely, those with a fixed mindset believe that talents, abilities and intelligence can't be improved.

Learning and Performance Mindsets

Leaders with a learning mindset are motivated to increase their competence and master something new.

A performance mindset desires to gain favorable judgments about competence and avoid negative judgements.

2 more ideas

The Blueprint Of We

Is a collaboration document and ongoing process used to mindfully custom design business and personal relationships. 

It captures what draws each individual to the situation, enab...

MurderBoarding

It provides a framework for a group to arrive at a shared decision around one direction. 

While many resources offer frameworks for brainstorming, divergence of thinking, and effectively whiteboarding, this is a framework and a method to make decision-making, and tough choices with a team, so that convergence happens.

The Cultural Transformation Tools (CTT)
Cultural diagnostics and values assessment instruments designed to support leaders in building high-performance, values-driven cultures that attract and keep talented people and increase staff engagement. 

The surveys provide the input you need to plan and manage your change initiatives, your cultural transformation programs, your diversity interventions, your talent management and leadership development initiatives, and your customer feedback. 

Organizational Health

According to a decade long research, the health of an organization is based on alignment with a robust strategy, deep-rooted culture, and a clarity of vision.

The health of an organization ca...

Better Health = Better Performance

Extensive Data studies have found a link between the health of an organization and its performance.

Robust health is crucial to an organization's long term success.

The Four Organizational Recipes

Companies aligned with one of these four organizational recipes are more likely to be healthy and to deliver strong, sustained performance than those following random management styles:

  • Leader Driven
  • Market Focused
  • Execution Expertise
  • Talent and Knowledge-based

4 more ideas

4 kinds of behavior
4 kinds of behavior

... account for 89 percent of leadership effectiveness:

  • Solving problems effectively;
  • Operating with a strong results orientation;
  • Seeking different perspectives;
Effective problem solving

Problem-solving - when information is gathered, analyzed, and considered. 

Difficult to get right, yet this process is a key input into decision making, for both major issues and daily ones.

Results orientation
Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. 

Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

2 more ideas