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Webinar
DIGITAL LEADERSHIP: LESSONS FROM LEADING FIRMS
Date: Wednesday, May 22nd, 2019Time: 9 AM PTDuration: 60 minutes
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We help organizations achieve better outcomes through talent using science, analytics, and empathy.
Drive business impact through timely talent actions
Deliver measurable and sustained improvements in leadership
Leadership Excellence
Talent Management
Excellence
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Guest Presenter
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Andrew Wilhelms
Senior Director, Talent Management
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The Challenge
70% of leaders
lack the skills to transform their organization to be digitally enabled.
Digitally mature companies are
26% more
profitable than their industry competitors.
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Source: http://ide.mit.edu/news-blog/blog/digitally-mature-firms-are-26-more-profitable-their-peers
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Questions on Digital Leadership
▪ The job
▪ Unique traits and abilities
▪ Leadership competencies
▪ Growth and development
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The Job of a Digital Leader
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Digital Leaders Create Value in New Ways
▪ Not just about doing the same thing faster, better, cheaper
▪ Taking a traditional business and doing it differently
▪ Successful digital leaders disrupt the marketplace
Value created in one place
taken away from an otherAmazon | Border
Apple | Motorola
Netflix | Blockbuster
WhatsApp | Telecom
Uber | Taxis
Airbnb | Hotels
Paypal | Banks
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Digital Age: Changing Demands on Leaders
Traditional Jobs
Job Demands
▪ Execution excellence
▪ Global mindset
▪ Process improvement
▪ Quality assurance
▪ Service excellence
Digital Era Jobs
Job Demands
▪ Build ecosystems
▪ Innovate
▪ Architect
▪ User experience
▪ Customer centric
Leadership Requirements▪ Plan and manage
▪ Hold others accountable
▪ Delegate
▪ Fill open positions; train and engage employees
▪ Ensure compliance
Leadership Requirements▪ Agility/adaptability
▪ Conflict management
▪ Talent management
▪ Entrepreneurial
▪ Customer centricity
▪ Create a culture of innovation
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Unique Traits and Abilities
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Important Leader Traits and Behaviors
Traits and Attributes of Effective Leaders
General Leadership
▪ High energy–level
▪ Tolerance for stress
▪ Emotional maturity
▪ Integrity
▪ Conscientiousness
▪ Self-confidence
▪ Extraversion
▪ Agreeableness
Digital Leadership
▪ Intelligence
▪ Metacognition
▪ Motivation
▪ Skills: Technical,
conceptual, interpersonal
▪ Values
▪ Interests
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▪ Curious
▪ Courageous
▪ Creative
▪ Deal with ambiguity
▪ Empathy
▪ Resilient
▪ Risk taker
▪ Ability to gain the trust of others
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Digital Leadership Competencies
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Evidence-based Leadership Competencies
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OPERATIONS
▪ Plan and track progress
▪ Manage performance
▪ Ensure execution excellence
PEOPLE
▪ Influence and persuade
▪ Motivate and engage
▪ Lead and develop teams
CHANGE
▪ Exercise business acumen
▪ Lead innovation
▪ Lead change
STRATEGY
▪ Envision and lead strategically
▪ Exercise financial acumen
▪ Lead with customer insight
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Competencies for the Digital Era
Strategic focus for digital leaders
▪ Make good bets on innovation
▪ Risk taking
▪ Lean on exponential technologies and tools to create the future
▪ Customer centricity
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STRATEGY
▪ Envision and lead strategically
▪ Exercise financial acumen
▪ Lead with Customer insight
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Competencies for the Digital Era
Operational focus for digital leaders
▪ Navigate organizational structures to achieve speed and agility
▪ Experimentation, fail fast – fail early
▪ Lean operations, doing more with less
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OPERATIONS
▪ Plan and track progress
▪ Manage Performance
▪ Ensure execution excellence
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Competencies for the Digital Era
Change focus for digital leaders
▪ Mandate to innovate
▪ Lead change while still successful
▪ Look beyond functional boundaries for new ideas
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CHANGE
▪ Exercise business acumen
▪ Lead innovation
▪ Lead change
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Competencies for the Digital Era
People focus for digital leaders
▪ Influence and create alignment to move in a new direction
▪ Hands on leader
▪ Manage conflict
▪ Get the right skills onboard
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PEOPLE
▪ Influencing and persuading
▪ Motivating and engaging
▪ Leading and developing teams
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Developing Digital Leaders
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Leaders and their Paths to Success
TraditionalIBM
3M
Pepsi
GE
Accenture
Goldman Sachs
P&G
DigitalMicrosoft
Alibaba
Amazon
Tesla
Apple
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College drop-out
No prior leadership experience
Founders
Business idea sparked by personal experiences
College degree, some MBAs
Risen through the ranks
Cross functional experience
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Themes Related to Growing Digital Leaders
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CultureOrganizational
Structure
Opportunities
& Experiences
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Culture“Guiding principles”
▪ Focus on innovation
▪ Focus on the customer and solving the customer’s problems
▪ Culture of risk taking
▪ Tolerance for failure and learning from mistakes
▪ Embracing and productivity channeling conflict
▪ No tolerance for not invented here syndrome
▪ Not becoming too comfortable with success
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“Make it safe to take risks”
TRUST COMPONENTS
Leader wants the best for others
Leader operates with a high level of integrity
Leader has the technical and interpersonal skills needed to do the work
18%
Trust and Risk Taking
Across 132 scientific studies
Trust in leader was positively linked to risk taking
Source: Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, Trustworthiness, and Trust Propensity: A Meta-Analytic Test of Their Unique Relationships With Risk Taking and Job Performance. Journal of Applied Psychology, 92(4), 909-927.
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Organizations Structure“How work happens”
▪ Lean, no hierarchies
▪ Ability to quickly transmit learning
▪ Separation of innovation arm from rest of the organization
▪ Increased M&A activity
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Opportunities & Experiences
▪ Critical job experiences
▪ Taking a career detour to develop specific skills
▪ Have a clear mandate to go digital
▪ Hackathons, think tanks, war rooms
▪ Allow for personal initiative
▪ Participation in conferences to meet thought leaders
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Thank you!
Shreya Sarkar-Barney
www.humancapitalgrowth.com
