Ask any CEO and they'll tell you that we're constantly trying to become better leaders. It's easy to cling to the idea that leadership is just something you're born with--you either have it or you don't--but the truth is that there are a lot of traits that go into being a leader, and most of them can be developed at any time.
Recently, Randstad U.S. surveyed nearly 3,000 workers across the U.S. and found that 95 percent of all companies believe new and different types of leadership are going to be required for post-digital success, proving that "leadership" is ever-evolving. Further, the survey identified five critical leadership traits for the post-digital workplace, which hopefully help you determine what kind of leader you want to be. Here they are:
Given that this study was about the "post-digital workplace," this one should be fairly obvious. Any company that refuses to adapt to the technologies of today is going to collapse. But beyond embracing technology, leaders should be leveraging it, too.
At my company, Kiip, we're constantly on the lookout for new technology to help our teams collaborate better and be more accountable to each other. Recently, we adopted Perdoo, an OKR (Objectives and Key Results) system, and implemented League, which actually rewards our employees for healthy activity, into our health and benefits service.
Naturally, we also seek out new technologies to bring to our customers. We've introduced blockchain technology to our clients, and recently launched a campaign with AB InBev, the world's first mobile ad campaign written to the blockchain.
An effective leader recognizes the value in each employee, and understands how certain employees can work together to make the magic happen. Gone are the days of the "right-hand man (or woman)"--in order to ensure success, multiple (trusted) sets of eyes should be on everything your company produces.
It's important to remind employees of the value of collaboration by setting an example. Bringing people from different teams into brainstorming sessions--even teams that wouldn't normally attend--shows employees that a variety of perspectives is not only valuable but necessary to produce great work.
Everything we do on a regular basis we do because somebody, long ago, did it first. From eating chocolate to taking selfies, there was once a brave soul who took the plunge and said, "Yeah, let's try this." As leaders, it's up to us to be that brave soul, both within our companies and in our respective industries.
In addition to incorporating blockchain technology, we've also implemented an augmented reality ad into our product mix, and even rolled out a network-wide survey tool that allows us to ask our users what they want. Innovation should be the norm for any company today.
Living in the digital age obviously comes with its perks--we have access to technologies that those who came before us could only dream of, and with that access comes an immense amount of power. But the mass digitalization of business and entrepreneurship has also created potential problems that no one prepared us for, which means it's up to us to always be thinking one step ahead.
At Kiip, we only use identifiable data that the user has opted into giving us; we call this permissioned and declared data. Although General Data Protection Regulation is not yet stateside, operating with values of consumer protection and security is an easy way to manage risk.
A great leader is one who inspires, whether they inspire their employees, their superiors, or their industry peers. Personally, as a leader, I strive to inspire others to create change. However big or wild their ideas might seem, I want them to feel like they're possible.
Rewards and moments-based advertising weren't industry standards when I started Kiip; now, they're at the forefront of many companies' strategies, from Google's "micro moments" to WeChat's "Moment Ads" to the entire category of Rewarded Video Ad placements that are now commonplace in almost every mobile game. We need to inspire each other to take those plunges and challenge the status quo, for the good of not only our own companies but also our respective industries.