The 5 Top Traits To Look for When Recruiting Digital Leaders

Alan Herrity  | Aug 02, 2021

By Alan Herrity  | Aug 02, 2021 | agile

The 5 Top Traits To Look for When Recruiting Digital Leaders

As companies strive to digitise their operations, skilled digital leaders are in high demand. Finding the right candidate to drive your digital strategy is crucial. So what should you look for in the hiring process? Let’s look at the five most important traits to look for when you’re searching for your next CDO, CTO or CIO. 

Table of Contents:

  1. The Demand For Digital Leaders Is Growing
  2. The Different Stages of Digital Maturity
  3. 5 Traits To Look For In Digital Leaders
  4. Strategic vision and a clear purpose 
  5. An experimental mindset 
  6. Strong execution skills
  7. A collaborative approach
  8. Ability inspire and educate
  9. Conclusion

The Demand For Digital Leaders Is Growing

MIT Sloan and Deloitte Insights have done extensive research on how companies evolve digitally. The paper “Coming of Age Digitally” found that one of the things that set digitally mature organisations apart is digital leadership. 

The study also shows that the demand for new, skilled digital leaders is growing. This was equally true for all organisations, regardless of how digitally mature they were. It seems more or less everyone is looking for top executive talent to help their company take the next step. This means competition in the talent acquisition sphere is intense, as companies are doing their best to attract digital stars. 

But what exactly is a good digital leader? What are the traits to look for, and are they the same for all companies? While some companies are just starting their digital journey, others are highly sophisticated and mature. 

Let’s look at the characteristics of a great digital leader – for each phase of digital maturity.

The Different Stages of Digital Maturity

There are many ways to illustrate the different phases of digital maturity that an organisation evolves through. Here we will divide the journey into the following stages: 

Beginner: The organisation is at the beginning of the digital journey and has not yet implemented essential digital elements.

Implementer: The organisation has implemented basic digital elements but has not yet consolidated them throughout the organisation.

Advancer: The organisation has gone through a digital transformation and is now breaking down silos, unifying ways of working, data sources and ensuring operational efficiency.

Leader: The organisation is entirely digitised and is now looking at advanced technology such as AI and machine learning to take their operations to the next level.

5 Traits To Look For In Digital Leaders 

In the previously mentioned survey, respondents were asked, “What would you like your leaders to have more of to navigate digital trends?” The survey showed clearly that general leadership skills ranked high. Although the responses did suggest that leaders need an understanding of technology, technical skills per se were considered the most important prerequisite for good digital leadership.

Based on the responses in the survey, as well as our ongoing discussions with clients and executives, we’ve found the following five traits to be desirable in digital leadership:

Strategic vision and a clear purpose

Having a clear direction and providing the whole organisation with vision and purpose came out on top in the MIT survey as the number one most desired characteristic in a digital leader. 26% of respondents chose this as the top trait, showing that employees expect the leadership to guide them through digital transformation journeys. 

In one of our roundtable discussions here at Momentum, we talked to Digital, Innovation and Transformation expert Megan Fisher. She emphasised the importance of a strategic mindset: 

“The first key part of any transformation is to establish the link to strategy. What is your core strategic reason behind the need to change? This could be product simplification, cost reduction, having the ability to respond quicker in a competitive market, or improvements in customer experience.”

Besides having a strong strategic vision, getting all stakeholders to buy into that vision is crucial. Only when everyone feels part of the journey will there be successful transformation. 

A strategic vision and a clear purpose are fundamental when driving digital transformation in companies at the beginner level. 

Ability to inspire and educate

Digital leadership is very much a matter of ongoing change management and communication. Just as we will never reach a point where technology stops evolving, organisations will constantly need to update and develop their digital environment. Tools and platforms are continually evolving, and the companies that fail to keep up will be hopelessly left behind.

“With the power of communication often underestimated, using repetition and different channels can be a good way to ensure your message gets through,” says Megan. 

At the same time, people are inherently a bit sceptical about changing. To effectively bring organisations forward on the digital journey, one of the essential traits of the digital leader is to inspire and educate the organisation to implement and leverage new digital tools, ways of working and processes. 

Being able to inspire and educate is extremely important when companies are at the Implementer level, where all stakeholders and employees need to both understand and embrace new ways of working and technology. 

Strong execution skills 

In the MIT survey, 13 percent of the respondents considered “Execution” the most critical digital leader characteristic. The ability not only to envision bold change, but also to make it happen and see it through, is a leadership skill that is always sought-after in executives. This goes for digital leaders as well. 

“Additionally, a good tip is to take action on the most valuable and potentially most difficult tasks first to ensure from the outset that they’re actually doable. A problem-solving mindset across the group is also fundamental when it comes to being prepared for when things go wrong,” says Megan. 

While the projects will differ, strong execution skills and the ability to see projects through are important through all stages of digital maturity. 

A collaborative approach 

One of the main advantages of digitalisation is that it enables organisations to break down silos and share data and knowledge across departments. This, in turn, allows for a customer-centric way of working, which is what customers of today expect: a seamless experience regardless of what country they’re in or what department they’re talking to. 

We had a chat with one of our clients, who’s a digital leader in the healthcare sector. He too, stressed the importance of communication and education in the role:

“My first focus was to build a strongly motivated and successful team, and then work to get traction with the other business units and departments. This included overcoming the existing silos between the different business parts, and creating more synergies”.

To achieve this seamlessness, digital leaders need a collaborative mindset where they invite all leaders and stakeholders into the digital transformation journey. A strong digital leader will make sure the organisation builds on a common foundation instead of multiple initiatives across the organisation which are siloed and not aligned with organisational strategy.

As the organisation evolves and reaches the advancer phase of digital maturity, emphasis on cross-departmental collaboration becomes even more critical. 

An experimental mindset 

The more digitally mature an organisation becomes, the more agile and innovative it will be. This requires leaders who are willing to experiment, learn, and, when needed, pivot. An attitude where mistakes are seen as learning experiences rather than failures is essential, and a “fail fast” mindset will enable your company to win even faster. 

“Develop an agile approach to organisational change and communications that can evolve over time. It’s important to ensure that everyone is aware of your initiative, what is in it for them, and what role they need to play,” says Megan.

A modern digital leader should be comfortable with an agile way of working, where minimum viable products are prioritised over massive projects.

The ability to experiment is critical in companies that are at the leader level of maturity, where they will need to break new ground and create innovative solutions to continue to push the boundaries of what is possible.

Conclusion

While a technical understanding is important in a digital leader, it’s not the most essential trait to look for. Instead, leading with empathy, influence and a true servant leader approach with the right balance between execution and organisational change management are the traits of the best and brightest.

While this holds true through all stages of the digitalisation journey, the emphasis on education and inspiration is even more critical at the early stages of digital maturity. In organisations on a more mature digital level, the need for collaboration to ensure persistent execution is paramount.

Find out more, email Alan

How to Craft a Standout Elevator Pitch to Enhance Your Personal Brand

By Alan Herrity • 09 May, 2024
In a crowded job market, landing an interview can be challenging. Your CV might get lost in a flood of applications, so a good elevator pitch can make all the difference in getting the attention you need. The sales technique derives its name from the concept that you should be able to sum up your key points in the time it takes to ride an elevator to meet a client for the first time. This means you have 30 seconds to a minute to deliver a compelling description of what you have to offer. Use our elevator pitch template below to make that first crucial impression in the recruitment process. Part 1: Introduction Who you are. The technology or business problems you solve. The reason you are applying for the role. This requires a deep reflection on your experience and how it matches the job on offer. Part 2: Examples of Success Provide examples of problems you have solved. Use metrics to demonstrate your success. Highlight key outcomes. Part 3: Value Proposition Emphasise the benefits you bring to an organisation. Showcase your strengths and contributions. Part 4: Call to Action Close with a positive action. Schedule a follow-up interview. Here’s a sample pitch. Imagine talking to a Chief Information Officer who needs to deliver a Finance Transformation initiative. “My name is Alan Herrity. “I’m calling to discuss my application for the role of Senior Project Manager - Finance Transformation. “I am an experienced Project Manager with 15 years of experience in Australia and overseas. I have successfully delivered three consecutive finance transformations, cutting project delivery costs by up to 40%. “My role at Company Y was in the same industry, so I understand the challenges you need to navigate, and I can help you achieve a successful outcome. “With my experience, I can hit the ground running and use the lessons learned from my previous initiatives to save you time, effort, and money. “Can we set up an interview with your hiring manager to explore this further?” CONCLUSION Crafting an elevator pitch requires practice. A lot of candidates don’t like self-promotion, but mastering this skill could make all the difference. Remember, you have nothing to lose and everything to gain. To find out more, email Alan Herrity , Director, Momentum Search and Selection.

Top Tips to Transition from Delivery to Leadership Roles

By Alan Herrity • 09 May, 2024
Do you want to transition from delivery to leadership roles? It’s a logical step for project and program managers when considering their next career move. But before you make the leap, you need to prepare yourself. Effective leadership requires careful planning so you have the best chance of success. Here are our top tips for making the transition. 1. Reflect on Your Motivation Before embarking on this transition, ask yourself: Why do you want a leadership role? Understanding your motivation will guide your journey at each turn and keep you motivated when you face challenges. 2. Identify Skill Gaps Recognise any leadership skills gaps you have and develop a plan to address them. Switching from program managing multiple streams of work and motivating individual delivery teams into a Portfolio Delivery leadership role with matrix accountabilities calls on very different skills. Project and program management have defined boundaries and end points, while the latter has ongoing responsibilities that may cover multiple portfolios of work. You will need a broader and deeper range of management skills when you expand your leadership remit. 3. Be prepared Prepare for your new responsibilities before making the switch. These may include divisional profit and loss accountability, people development, workforce planning, operating model design, and recruitment. Seek opportunities to develop these skills in your current role so they are well developed before taking on a leadership role. 4. Be Passionate Evaluate your interest in leadership and intrinsic motivations. The best leaders are passionate about building high-performing teams, improving their people, and doing this consistently over time. Be sure you have what it takes. Leadership is not for everybody. Close the Gaps So how can you close the gaps in your skills? 1. Invest in Training Enrol in leadership training courses. They will provide valuable insights and critical practical experience to help you become a successful leader. 2. Find a Mentor Find someone you can trust in the field you want to move into to guide you on your leadership journey and teach you the skills while you’re learning on the job. If you are lucky, they may even be able to give you a head start in their organisation to get the leadership experience you need. 3. Consider Smaller Companies Explore opportunities in smaller organisations or start-ups that need your current skills. Your delivery expertise will make a significant impact for them, giving you time to hone your leadership skills. 4. Step Back to Step Up Your X factor is delivery, and you have been doing this for many years. Join an organisation that is lacking in this area and bring your delivery experience to the forefront. Then you can pick up the leadership skills along the way. 5. Become Permanent If you have always been a contractor, taking on a permanent role might open more doors for career advancement. This may involve seniority sacrifices or a pay cut, but it shows that you are committed to the organisation and want to move up. 6. Leverage your Network Use your professional network to explore opportunities and gather insights from peers who have successfully made the switch. They can provide valuable information and moral support on your journey. CONCLUSION Transitioning to leadership is a gradual process, and you may need to make some sacrifices along the way. Be realistic about the challenges and stay committed to continuous growth and improvement. By addressing your gaps, nurturing your passion, and being open to all opportunities, most people can successfully transition from delivery to leadership. To find out more, email Alan Herrity , Director, Momentum Search and Selection.

Enhancing your Recruitment Operating Model: 9 Key Areas

By Alan Herrity • 18 Apr, 2024
Organisations need to re-think their approach to recruitment if they want to attract and retain the best staff. In this article, we outline key changes to the standard “Recruitment Operating Model” that can be made to improve candidate recruitment and onboarding. We have broken this down into Pre- and Post-Start Date phases, as these activities are usually carried out by different teams. PRE-START PHASE: 1. Streamline Your Process Many recruitment processes are so long that they deter candidates. To overcome this, walk through each step from a candidate’s perspective. Ask if the process enhances your company profile and if any actions are redundant so they can be eliminated. To cut recruitment time, consider short video screenings with three to five key questions to efficiently create your short list for face-to-face interviews. 2. Empower your Talent Teams Equip talent teams for success with a good Applicant Tracking System (ATS). This will help find the best talent and build better relationships and candidate pipelines. Having the right tools at their disposal helps your talent team hone in on the right applications and streamline the resume review process. 3. Reassess Background Checks Background checks that are overbearing and slow will undermine your goodwill with candidates. Walk through these checks from their perspective to identify questions and checks that might deter candidates from proceeding. POST-START DATE: 4. The Right Working Model These days, working models will usually be a blend of office-based and work from home options. Giving your staff the opportunity to work out what works best for them is a powerful motivator for staff loyalty. Work with nominated champions from each department to create a set of guidelines and a model that is best suited to the organisation’s needs. Ensure you get the right balance between meetings, collaboration, and quiet time for strategic thinking and innovation. A ‘You Choose’ approach allows employees to select their preferred option from the model as part of the Value Proposition they bring to the company. Provide the tools and support for office, hybrid, or remote work, and foster regular team and individual checkpoints to ensure people feel connected and supported. 5. Dedicated Onboarding Organisations often struggle to have the right technology in place for new starters from day one. This can make for an unwelcoming start as they scramble to come up to speed without the technology they need. Streamline the process as much as possible and assign a dedicated team to ensure that office, hybrid, and remote workers are onboarded and feel welcomed from the get-go. This will show that you are investing in them beyond just filling a position. 6. Connection Building Leaders should connect with team members from the outset and be cognizant of the working model, whether it is remote, office, or hybrid. In each case, you need to establish an operating rhythm that ensures staff feel connected. This shows you care for their wellbeing wherever they are working. 7. Training Invest in training for hybrid teams so your leaders can navigate the vagaries of modern work practices. Your managers need to have the skills to foster collaboration, connectiveness, and success across diverse work environments. Draw on the experiences of leaders who have successfully led remote teams in the past. 8. Career Development Employees can be concerned that remote working is career-limiting due to proximity bias, where those who are visible in the office are more likely to progress. Be sure your performance management process is fair and equitable, regardless of work location. 9. Upskill Leaders in Current Legislation Educate your leaders on current legislation, particularly Work Health and Safety (WHS) and hybrid work rules. Highlight their obligations to provide a safe place for work that extends beyond the office premises. Take Aways Use video for first stage interviews. Streamline your recruitment from a candidate perspective. Set up computer equipment on day one. Co-create working models to suit everyone’s needs. Mitigate career concerns about working from home. CONCLUSION Optimising your recruitment model needs to address pre- and post-start date activities. A seamless employee-centric process, with ongoing support and flexibility, will give you a head start in the talent acquisition marketplace. To find out more, email Alan Herrity , Director, Momentum Search and Selection.
a group of people are sitting around a table having a meeting .

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