In today’s modern work environment it can be easy to forget about the actual people we work with, especially with such a focus on digital transformation and new technologies.
Research found 58% of senior managers are prioritising the development of ‘change and transformation’ skills, with an emphasis on technological advancements. Yet, while upskilling is important, managers also need to be sure to infuse humanity, warmth, empathy and authenticity into their leadership style if they’re to succeed in our ever-evolving digital world.
Leadership demands a sense of responsibility: to support people and equip them with the right skills to manage the evolving landscape of the digital era. Digital transformation allows us to break free of tired, old ways of work and embrace smarter, newer ways of thinking, but we need to future-proof our processes. Technology such as AI, machine learning and big data analytics have streamlined operations, but an essential part of the transition is recognising that the human element of leadership is still vital for success.
Research from BT around this year’s Mental Health Awareness Week found that despite 88% of businesses investing in new technology to improve productivity and gain a competitive edge, nearly 9 in 10 company directors and executives are suffering from ‘bytemares’: tech-related stress that’s enough to disrupt their sleep. Leaders are concerned about the impact tech and digitalisation is having on their teams and leadership styles, but these concerns, while valid, need not get in the way of progress.
Instead, if we’re to be effective leaders in the digital era, we must simply redefine what good leadership looks like. While technology can eliminate mundane tasks and allow us to operate a far more efficient workplace, it lacks the integral human touch that has allowed leaders to foster collaboration and creativity within their businesses. This humanity must be built back into our workflows, as a starting point rather than an afterthought. Despite more employees returning to offices, many leaders and managers are now used to seeing their employees less often, and the contemporary work environment has the potential to leave those we seek to lead feeling disconnected.
Without focusing on employee empowerment, we risk losing the crucial spark of inspiration that has allowed us to innovate and excel; without instilling a sense of warmth and empathy we risk building an environment where employees feel undervalued and neglected. Digitalisation is an incredible step forward, but it should never result in an industrial brain drain.
It can be easy to forget that being a leader is not just a title: we have a responsibility to cultivate the right environment for our teams. We must recognise the importance and intrinsic worth of every team member, and the role they play in collective success. Technology is amazing, but it is people that innovate and enhance.
The first step in developing a more human leadership style is one that many of us have forgotten in the move towards remote work: be available for your colleagues. Ultimately, leadership is people-centric, which means making time for those we work with. Despite being a small thing, employees will notice if you block out time to speak one-to-one with team members and regularly attend team meetings. It’s a powerful gesture that makes them feel valued and noticed.
Another important point is to show empathy towards team members’ emotional wellbeing, offering support and validation. Being an empathetic leader is essential if we’re to foster a workplace that builds psychological safety for our colleagues – one where we get the best out of those we work with and are able to recognise when something isn’t right.
Active listening is also more important than ever. With a focus on driving increased productivity through technology, it can be easy to be distracted by a dozen different tasks and notifications during employee conversations. But team members deserve our full attention and will notice if you seem distracted. Which leads on to the need for authenticity. It is essential that you are authentic with your team when it comes to your values. Embedding humanity into your leadership style requires a transparent approach in which you share your own thoughts and feelings with your team. Being a more open leader will lead to team members recognising that you practise what you preach and will ultimately follow suit.
BT research estimates that 104,000 British businesses may be avoiding implementing new technologies due to the stress involved with the process, leading to a potential £11.79bn in lost growth opportunities by 2030. It’s easy to see why these anxieties exist: across industry, many past digital transformation attempts have been plagued with failure. According to management consultancy firm McKinsey, 70% of all digital transformation attempts fall apart.
But this needn’t be the case. As part of his analysis of the many reasons behind this figure, former McKinsey senior partner Jon Garcia believed it wasn’t in fact a lack of knowledge that led to these failures, but often a failure to attach a ‘why?’ to digital transformation efforts. Leaders weren’t offering their employees a compelling argument to give a reason to rally behind a new way of thinking and doing.
Digital transformation has become an essential part of business growth, especially as we attempt to drive sustainable change. But reimagining business processes and adopting headline-grabbing new technologies can be a difficult challenge for employees if they’re not offered a clear vision, sound motivation and purposeful direction.
Opportunities for human leadership have become much more difficult in our virtual, flexible and increasingly digitised world. But by ensuring we move forwards together, focusing on human connection as a baseline rather than an afterthought, we can harness the increased productivity promised by the exciting new technologies entering our industries, without jeopardising the crucial relationships we have with our employees along the way.
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