“The real danger is not that computers start to think like people, but that people start to think like computers.”
Sidney J. Harris.
Teaching leadership in the digital age requires a combination of skills. Whether your dominant skill is technical competence or your dominant skill is dealing with people, achieving leadership skills in the future digital age requires combining our skills.
If you’re a techie, you’re likely to be intelligent, resourceful, analytical, process-oriented, agile, and focused. These skills are highly valued in the workplace and it’s time to combine technical skills with people management skills to improve your overall leadership effectiveness and drive your team and organization forward. Skills needed to be a competent leader in the digital age include being tech savvy and flexible.
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In the past, developing personal skills was often dismissed as “ugly” or unimportant, and in the last decade technical skills have been highly valued. Progressive organizations have seen this gap since the global economic crisis of 2008 and have invested in the training and development of their leaders to incorporate the most advanced leadership skills on the “people” side of business. A skilled, trained workforce is an asset that companies understand the value of, and they now know they must have great leaders who motivate and develop talent, or their best talent will go elsewhere.There are many interesting and amazing details about animals that you may not have known. For example, are dogs mamals Whether you’re interested in animals as pets, food sources, or natural history, you’ll find the information you need on About Animals.
A few years ago, I signed a consulting contract with a high-tech company that was concerned with retaining their Generation Y employees. Baby Boomer leaders don’t fit Gen Y’s mindset and work style, according to research. The company’s “Boomer” leaders held high standards and required all employees to conform to the old “my way” style. or path’. As you can imagine, this didn’t go down too well with Gen Y employees, and many highly qualified employees left.
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As technology leaders become younger and younger
The challenge has shifted to gaining leadership knowledge and understanding human behavior to keep a team happy, engaged, and delivering superior results.
Baby Boomer leaders became highly opinionated and demanded participation from all employees. As you can imagine, this did not go down well with Gen Y employees and a good portion of them left for pasture.
Today’s modern workplace and the workplace of the future require tech-savvy leaders who are flexible, resourceful, and able to bring people together at their peak, manage remote teams and flexible work teams. More than good leaders; Leaders with leadership skills.
By focusing so much on the technical aspects of work, many leaders have lost or never encountered good leadership techniques.
In this chapter, we want to look at the difference between a tech-savvy leader and a people-savvy leader.
See the chart below to see examples of some of the key changes:
A technical expert leader
Analyst
fast
Focus on computers
Focus on information
Focus on results
Intolerance of human actions
Communicate in technical language
Poor understanding of other people’s feelings
Accumulated debt.
Results are collected.
A wise leader of the people
it’s social
It is open and interesting.
Focus on people
Attention is what data does for people.
He understands people’s problems.
They are very aware of other people’s emotional states
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The team is assembled.
As you read the list for each description of a tech-savvy leader and a people-savvy leader, you can judge some of the items on the list. Or maybe you thought you were superior in every skill listed.
For example, I have a client who is a very people-oriented CEO, but he’s not very technical, so he understands people and is not very technically strong. As his mentor, I work with him to develop two areas so he can be more effective as a leader. When I refer to technical knowledge, I mean technical understanding and practicality – not technical expertise!
Leaders seeking to become more technologically proficient prefer to spend time developing their people’s skills in addition to spending time developing their own technical knowledge and awareness.
I recently gave a presentation to a multinational technology group in Orlando, Florida, and during the presentation I gave out my cell phone number and the audience messaged me asking questions. This works great because the questions are anonymous (unless they want to identify themselves) and I can respond with the content of the presentation. One of the most common questions when discussing the need to improve professional relationships with technical professionals is, “How do we get team members to stop the politics and focus on the work?”
I texted the leader again, is it okay to raise the issue and resolve it for the good of the team? He said yes and I asked him another question, “Do you have regular team development meetings or via Skype?” The leader replied, “No,” and I asked, “Are you sharing what’s going on openly so your team gets the first update?” “No,” he replied.
People don’t quit their jobs – they quit their leaders – a harsh reality you face as an employee and a leader.
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I want to speak to the whole group
Because the leader here is only focusing on his technical knowledge and not using specific cognitive skills, there were many others like him in the audience. The guy who texted the request dared to introduce himself to the team, and we worked out how to get his team to stop politics and get to work.
11- Hold regular (virtual or in-person) team meetings (preferably weekly) to find out what the goals are, who is working, your boss, and the latest company news for the week ahead.
22 – Consider meeting one or two “celebrities” in politics and going out for coffee or lunch to talk about the company, or Skype them if you’re a remote worker. Things that help them stay focused and get things done. Having effective support is a huge advantage.
As he made these comments to the audience, he said, “Managing these guys is a big job!” That’s where the real challenge lies for most leaders!
Many leaders get caught up in deadlines, technological advances, and business outcomes, forgetting that they must rely on their people to achieve any of these things. People are not machines and should be treated as human, emotional and valuable members of your team.
People don’t quit their jobs – they quit their leaders – this is the harsh reality and what you’ve experienced as an employee and as a leader.
As a leader you have to ask yourself
Are you willing to invest time and energy in helping people succeed, develop people and ultimately become great leaders? As the workplace is fast-paced and changing, it is even more important to focus on the technical and public aspects of business, such as adapting to the realities of being a leader and managing people.
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Pick up a copy of “Leadership in the Digital Age” wherever e-books are sold.
Author Bio
I am Hadleigh Perez, and I have been working as Content Writer at Rananjay Exports for past 2 years. My expertise lies in researching and writing both technical and fashion content. I have written multiple articles on Gemstone Jewelry like moldavite Jewelry and other stones over the past years and would love to explore more on the same in future. I hope my work keeps mesmerizing you and helps you in the future.
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