Softer traits to play key role in new-age leadership

The pandemic and the resultant push to accelerate the pace of digitisation across organisations has thrown open a new set of challenges for the leaders. Leading in this new digital economy not only requires the managers to have a practical understanding of technology but it is equally crucial to possess some of the key cognitive and softer traits such as collaboration, speed, adaptability, and a high degree of emotional quotient (EQ), top industry experts said.The pandemic has prompted companies across sectors such as Vedanta, Schneider Electric, NTPC, PepsiCo, Myntra and Maruti, among others, to upskill future leaders amid widespread disruption, new digital formats, and remote mode of working.“The New Age digital economy requires leaders to understand business opportunities and pain points that can be addressed with a breadth of digital technologies,” said Anand Laxshmivarahan R, group chief digital officer, Vedanta. “Top skills that leaders require are an ability to connect a variety of digital technologies to business value generating opportunities as well as an ability to lead, deliver and sustain complex transformation and change programs,” he said. “It is important to continually upskill oneself to leverage rapid technological advancements around us.”Rachna Mukherjee, CHRO at Schneider Electric, India and South Asia, said: “In this New Age digital economy, leaders have to step up on their emotional quotient.” “Apart from this, ability to empathise with, inspire and motivate others, active listening and sound knowledge of digital technology are some of the most critical skills for the leader of the future.”“Softer skills of empathy, compassion and resilience have come to the forefront and have been key differentiators to navigate through these tough times,” said Pavitra Singh, CHRO, PepsiCo India. “A key focus for us is to drive a digital-first mindset and expertise.”Upskilling LeadersSeveral companies are working on building digital skills and capabilities among their leaders in order to successfully navigate future growth and business opportunities.“Leaders should be involved listeners and have sound communication skills, since much of the work is performed on virtual platforms. The same goes for virtual sales skills, virtual business processes, remote team management, remote team involvement, interactive and fun team engagement,” said Mukherjee.Maruti Suzuki is rolling out a series of digital skills for leaders and creating training programmes to prepare them to think digital, said Rajesh Uppal, member of its executive board.Vedanta has launched a digital academy that addresses digital skilling across the group. One of the focus areas is driving the digital agenda among top 100 leaders emphasising on change management, culture and capability enhancement, and embedding AI & analytics in decisions.Between March and December 2020, NTPC conducted an online assessment of managerial, leadership and behavioural competencies of around 8,000 executives. “Some of the competencies which have taken our attention are analytical ability, decision making, business attitude, quality consciousness and communication skills,” said a company spokesperson.Myntra too has defined journeys for each leader with components of self-reflection, one-on-one coaching and identifying core value drivers.

from Economic Times https://ift.tt/3aRnDGD