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Rebecca L.

@rebbll82

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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IDEA EXTRACTED FROM:

Leadership disrupted: Pushing the boundaries

deloitte.com

TOPICS IN THIS IDEA

Leadership

Why leadership-development programs fail

For years, organizations have lavished time and money on improving the capabilities of managers and on nurturing new leaders. US companies alone spend almost $14 billion annually on leadership development. Colleges and universities offer hundreds of degree courses on leadership, and the cost of customized leadership-development offerings from a top business school can reach $150,000 a person.

mckinsey.com

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

Liliana A.

@lilianaa63

The Most In-Demand Skills in Digital Leadership

Leadership is a driving factor in the success of a business particularly in this age of digital. The pace of change means that today's leaders need to be reactive and proactive in the face of challenges. Find out 8 key traits of a successful digital leader.

digitalmarketinginstitute.com

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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Leilani

@leilanie27

Getting practical about the future of work

What story will people tell about your organization over the next ten years? Will they celebrate an enthusiastic innovator that thrived by adapting workforce skills and ways of working to the demands of the new economy? Or will they blame poor financial or operational results, unhappy employees, and community disruption on a short-sighted or delayed talent strategy?

mckinsey.com

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

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