Marcelo Chianello, CEO of Liq, listed four tips for anyone who wants to be a successful leader in the digital era

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Source: Computerworld

The so-called digital transformation, driven by the technologies that are transforming the day to day, has promoted great revolutions in the business world. People have changed the way they relate to each other, consumers are engaged in a new journey of consumption and companies also need to adjust.

Adapting to this new reality is one of the key challenges facing CEOs with the task of leading the transformation of their business into the digital world.

This transformation has awakened in leaders the need to develop new management models not only to serve increasingly interested consumers in differentiated experiences and innovative solutions, but also to engage their teams in this new journey through principles such as motivation, freedom of thought and transparency .

But what to do? Is there a recipe for success? Marcelo Chianello, CEO of Liq, a company specializing in Customer Experience, listed four tips for anyone who wants to be a successful leader in the digital age. Are they:

Build a new culture

The vast majority of companies today were not born digital, so the process of adequacy requires a large-scale transformation. In order not to get lost in the face of this constant movement, leaders need to take initiative and seek new knowledge and technology, boosting their internal public to act together in this way, arousing the feeling that the challenge is everyone’s. To implement a culture of technology and innovation it is necessary to understand its value and translate this knowledge into a comprehensive digital transformation strategy.

As part of this change, you need to encourage the entire team to carry out a reskiling process, a proactive adaptive movement that means reviewing and updating their skills and abilities, making different and continuously thinking about more innovative plans and proposals. This does not mean that everyone should deeply understand technology, but regardless of the area, it will be virtually impossible not to approach it. The CEO can act by encouraging teams to identify how technological advances impact their work and from that analysis, develop skills that accompany this transformation.

The creation of multidisciplinary internal committees, focused on the transformation of culture, digitalization and innovation are also a great resource to integrate the team, engaging them in a process of more participatory change. The initiative reinforces the exchange of knowledge and freedom of thought. “At Liq, for example, we have three committees that follow this line: Innovation, Transformation of Culture and Startups. In them, we foster immersion, generate insights and respect the diversity of opinions among all participants.”

Adapt quickly to change

The role of the digital leader is to anticipate and clearly drive the transformations demanded by digitization without waiting for a latent need. The speed with which events and movements lose their validity in the digital world is great, the market changes every second, we are living a permanent revolution. Today’s rule may no longer be valid tomorrow, and therefore the CEO must always be able to deal with uncertainty and ready to adapt quickly to new scenarios. Making adjustments to the business model is much easier than reinventing it, so be prepared to change course or align your goals as needed.

Adopting a long-term and strategic vision is necessary and puts the company several steps ahead. This process has no beginning, middle, and end. It is in the leader’s hand to keep him in the spotlight and find internal subsidies to permanently encourage management focused on getting the best results, consciously and effectively.

Have (and maintain) motivated teams

Times have changed and the digital leader must forget the traditional management model based on hierarchy and vertical control. It should foster the sense of collaboration and belonging, preparing its managers to act with differentiated profiles of employees and diverse situations.

Leadership must pass confidence and should not be based solely on results delivery metrics. It is essential to guide the team and encourage them to exercise creativity and experimentation, reinforcing risk tolerance. By understanding that there is openness, professionals become more participative and feel comfortable in proposing solutions. Even with specific goals to be achieved, practitioners must work under the same vision, and the CEO must provide his teams with the appropriate tools and tools to challenge them to become more innovative.

Put the consumer at the center of all decisions

The consumer is the foundation for building strategic leadership in the digital age, and society’s consumption habits have changed. Easy access to information has brought a new customer profile: people who are more demanding, critical, curious, connected and who encourage the exchange of experiences about products or services. Making him feel special is the most important challenge of a digital leader. For this, it is necessary to know it thoroughly and sensitize the whole team to feel their difficulties and anticipate their yearnings, continuously solving the problems that appear through solutions that are perceived and valued by them.

In the services segment, for example, the information that appears at the front line of care can become an endless source of innovative ideas. It is necessary to install the mindset that we should not only work to deliver results to the manager or CEO but rather to develop a culture of leadership in which everyone understands the importance of surprising the end consumer, seeking to deliver differentiated and innovative experiences.

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