5 HARSH TRUTHS ABOUT BEING A LEADER IN DIGITAL TRANSFORMATIONS

FELLOWS HAVE GIVEN EXCEPTIONAL CONTRIBUTION TO THE PROJECT MANAGEMENT PROFESSION. HEAR FROM A SELECT FEW HERE EACH QUARTER.

2020, it’s out of the way and we can now talk about what really makes the difference in getting things done during digital transformation. Three things to be on the same page first:

• Digital transformation is using technology smartly to help you do stuff better, and be able to adapt that stuff faster as your needs change (without a whopping legacy headache).

• The technology is not enough, no matter how well designed and implemented. People are vital. No use, no value, so stop writing business cases that presume adoption.

• It will take longer than you think. Think of your effort to adopt behaviours for effective use, and how long it will really take. Now double it. You’re almost certainly wrong unless you are standing on a burning platform – and even then…

There is however one thing that is mostly ignored in digital transformation programs and risks being managed. Leadership (note I mean competency, not THE leadership (positional)).

Leadership competency is a critical predictor of success in any transformation (if not THE primary predictor). Debate my issue by all means! I want to focus on what it really takes to do it well. Buckle up, this won’t be unkind, but it is going to be tough (for some).

1. WORDS MATTER BUT NOT AS MUCH AS BEHAVIOURS

Ralph Waldo Emerson was spot on when he wrote “What you do speaks so loudly that I cannot hear what you say”. Get your behaviours consistent, and aligned with what you are saying, or trust will go quickly.

2. STOP BEING THE HERO OF THE STORY, IT ISN’T ABOUT YOU

You need a way to get people to tell you the truth and feel that it won’t backfire on them. The only way you are going to do that is to not be a Muppet when bad news is presented. Look for the opportunity to listen and not speak when it happens.

3. TAKE A STEP BACK

You’re also not going to have the answer to everything so step back and let your people talk it through. If you’ve done a good enough job already, they will come up with better answers than you. Speak only when you need to clarify the why, and ensure others are included and encouraged that they can do this together.

4. LEAD THE TEAM NOT INDIVIDUALS

Humans are tribal, it’s in our nature, so take advantage of that. The situation (context) we are in powerfully shapes the behaviours you see, and that’s the biggest performance driver. You need to look at what is shaping the team’s behaviour (hint it’s probably you, but not as much as you think).

5. YOU’RE GOING TO NEED INTELLIGENT DISOBEDIENCE

That means people actively think and challenge whether what is happening is right, effective, and valuable and if not, they will need to find a better way. It does not mean that they can break the Law or act unethically. Hint: it requires points 1-4 above to be working well. If you can seriously work on these, you’ll be a long way ahead of your peers.

Author: Ian Sharpe is a former AIPM Chairperson and is an international program director who has worked with Fortune 500 organisations, Agencies and major organisations including NASA and Western Sydney University, and has served in multiple senior capacities in governance, transformation and capability since 2006.