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Leading by example (Digital Leaders show rather than tell). Showing ability to adapt and embrace change

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Leading by example (Digital Leaders show rather than tell). Showing ability to adapt and embrace change

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Capitalising on the advantages of that. Don’t need to be in the same room to collaborate. Can be helpful for busy managers, part-time staff who can’t make every meeting, or staff who work in separate office.

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Collaborative online tools and best practice
Avoid silos
Pass information and ideas around well rather than trying to take control.
People can reflect then add things in as they think of them rather than having to do it under pressure in a time-constrained face-to-face meeting. Imp one - Some people need time to think and will give their best input when they have time to reflect on their own.

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...and training and support whenever necessary

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- no stigma around asking for training in IT stuff. Becomes something we just do.
- People need to see that in their team it’s ok to not know everything. And that they can develop skills together. Let’s do this together!
- Supportive environment. Perhaps coaching using proper work-based tasks- training is not just formal classes with IT.

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Working out where digital tools can enhance what you do

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Working out where digital tools can enhance what you do

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What are your challenges in meeting your aims. How can technology help?

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Working out how the team can be more efficient with their time and resource by capitalising on tools that the University provide and support

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Being involved in the conversations wherever they are happening

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Being involved in the conversations wherever they are happening

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Learning from others. Where are they sharing this stuff?

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Learning from others. Where are they sharing this stuff?

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Expectations from 'customers', students, staff, etc.

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Expectations from 'customers', students, staff, etc.

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Time and technology move on. Students pay fees. People expect the same level of service as they get from Amazon - includes digital aspects.

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Vision, drive and understanding to take a calculated risk

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Vision, drive and understanding to take a calculated risk

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Digital Leaders drive digital transformation in their teams and departments. Need to keep abreast of what's happening to do this - in their area, and in the institution

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Using the processes and tools well to foster good practice and buy in from everyone else (even if the tools themselves are a bit noddy)

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Using the processes and tools well to foster good practice and buy in from everyone else (even if the tools themselves are a bit noddy)

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Digital Leaders drive digital transformation in their teams and departments

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Digital Leaders drive digital transformation in their teams and departments

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Vision - selling the vision of why things will be better as a result
Communication is key - how do you communicate this vision well?

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Taking an "empathic" view of work and looking to ensure nobody is left out, or left in the cold by accident.

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Taking an "empathic" view of work and looking to ensure nobody is left out, or left in the cold by accident.

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Being aware of what's coming over the horizon, and why it's relevant or not.

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Being aware of what's coming over the horizon, and why it's relevant or not.

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Responsibility to make best use of resources that the institution has 

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Responsibility to make best use of resources that the institution has 

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- staff resource, time resource, money. Institution invests in resources that can help us make better use of our staff time

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Climate as a resource - example of servers and impact of sending email attachments rather than having one copy of a shared doc

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Climate as a resource - example of servers and impact of sending email attachments rather than having one copy of a shared doc

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Technology as an essential part of our work, not just a fad that can be embraced by some and not others.

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By 2020 how many people in your team will be millenials who are used to using technology to work faster, smarter, better?

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Building relationships and partnerships regardless of physical and time boundaries

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Building relationships and partnerships regardless of physical and time boundaries

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Create space for tech education and evaluation

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Create space for tech education and evaluation

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How leaders use technology is being passively observed

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How leaders use technology is being passively observed

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Formal mentors (you ask them questions), and informal (you simply monitor their use of technology). This could be a younger professional more tapped into new technologies, or someone at a level you aspire to in learning how they integrate tech into their professional practices.

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Bring the super fans and the Luddites of tech to the table and the ‘tablet’ to find a common purpose

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Bring together expertise from different teams -have basic understanding of different teams' skill sets

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Bring together expertise from different teams -have basic understanding of different teams' skill sets

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Large organisations - organisational silos. The IT and the marketing department for example have different skill sets. Blend of capabilities required in Leaders - to lead teams in the digital age.

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If you’re a technical person you need to interact with people, if you are a communicative person you need to learn technology.

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Keeping up to date without being overwhelmed. How to block out the noise but still keep up to date with developments.

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Bother their own and staff. Requirements for training and upskilling to achieve goals.

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Need to ensure that things are pitched at the right level to ensure understanding and not alienate people at the beginning. Modify approach and introduction of new technologies based on existing skills.