TMA World Viewpoint 23 Digitally Resonant Leadership in the Borderless Workplace

Digitally Resonant Leadership
in the Borderless
Workplace

TMA World Viewpoint

Digitally Resonant Leadership in the
Borderless Workplace

New Horizons

New horizons for developing leadership influence are
emerging in the borderless workplace.


New Horizons

What were once seen as peripheral capabilities like leading
virtual teams and remote knowledge
workers are now central to the
talent development agenda
of the future.


As businesses become increasingly connected and collaborative, one of
the most significant daily challenges confronting
a new generation of leaders is:

Transferring the fidelity of leadership
performance in a digital environment,
without degrading the integrity of personal
leadership impact.


Whilst it can take years to master the leadership
skills and professional expertise required for
stand out performance in today’s complex
organizations, most people develop those
capabilities in the physical world, working
face-to-face with colleagues and clients alike.


In the new borderless world, the
transference required from the
physical leadership realm to the
virtual sphere is by no means easy or
straightforward.


Many organizations imagine that their leaders
will ‘somehow instinctively pick up’ leading in
a virtual environment and whilst it’s true to say
that many do, far fewer reach the levels of
mastery that excellent performance demands.


Effective leaders in a face-to-face situation often become relatively
impotent working virtually, frustrated that the digital
environment seems to diminish the resonance
and impact of their influence and authority.

The nuances and subtitles of effective virtual
leadership are often unpredictable and
unseen.


The required skills have to be learned and can to a certain extent be
trained.

This is particularly true for leaders who have
yet to develop the technological fluency of
using social and collaborative tools as
‘second nature’.

It’s also true of leaders who have yet to
develop a borderless workplace mindset.


Digital Leadership Skills &
Capabilities
Three strands of virtual leadership capability in the borderless
workplace are becoming critical for new generation leaders.

They are differentiated and distinct, but also interrelated:

Environmental Team Individual


ENVIRONMENTAL

Leading through collaborative and social networks.

Here leaders focus on establishing, contributing to and leveraging
collaboration across and beyond the business, often in open access
or closed networks and communities of contributors.


TEAM

Leading virtual teams, focused on achieving specific
goals and objectives in a structured and disciplined
way for high performance to meet strategic or
operational goals.


INDIVIDUAL
Remote leadership focused on inspiring the best
performance from remote knowledge workers, often
working as individual contributors.


Digital Resonant Leaders

What are some of the habits, mindsets and behaviours
of digitally resonant leaders?

Attention Connectors
Sense
Networked Getters & Digital
Makers (not seekers) Facilitators


Digital Resonant Leaders

Some of the more consistent and distinguishing characteristics of
those who gain digital influence within company communities and
beyond are:

Attention Connectors
Sense
Networked Getters & Digital
Makers (not seekers) Facilitators


NETWORKED

They have cultivated a well developed but
discretionary and selective network of
connections, both inside and outside
the organization.


NETWORKED

Powerful networks accumulate over time
and focus on influencing and facilitating
relational energy rather than merely
accumulating vast numbers of
contacts.


SENSE
MAKERS

They have built their credibility and reputation
on an insightful, reflective and balanced
interpretation of the complex and contradictory
workplace they inhabit and they are offer thought
leadership in their respective professional field.


SENSE
MAKERS
The borderless workplace is by definition a place
of multiple contexts and therefore it offers
multiple contexts for spawning new
‘thought leaders’ connected to expert
‘communities of practice’ who enrich
collective knowledge.


ATTENTION
GETTERS
(not seekers)

They have an organizational profile that attracts attention ‘in an age
of continual partial distraction’.

They may have implicitly acquired a following, where by their
identity becomes an informal personal brand inside the organization.


ATTENTION
GETTERS
(not seekers)

The reputational value of their brand is reinforced by the dwell time
of others (tracked and measured through social analytics) on the
sites, blogs or social networks personally associated with them.

‘Likes’, ‘dislikes’ ‘comments’ and ‘shares’ all accumulate to build their
brand equity.


CONNECTORS &
DIGITAL FACILITATORS

They have a reputation sustained not just by how much
they offer personal comment (they are not egocentric),
but also much how they assist, direct, recommend
and connect others to relevant sites, blogs, articles
and comments that help people get things done.


CONNECTORS &
DIGITAL FACILITATORS
That process is conducted digitally. The more they
usefully facilitate, the more their visible
worth grows.

In that sense they become a centrifugal force
for digital leadership.


Virtual Leadership
what has changed?

In the world of social and collaborative networks,
leadership presence and charisma take on a
new meaning.


Virtual Leadership
what has changed?

Specifically in the last three years, new technologies have
significantly shifted and opened up leadership
opportunities for people to become leaders of whole
networks, rather than just specific teams
and individuals.


Virtual Leadership
what has changed?

This in turn perpetuates a new level of value added
engagement and inclusion among talented employees
who, for whatever reason, may have been locked out
of or excluded from the formal leadership
development pipelines of an organization.


Digitally resonant leaders both articulate and personify
the vision of borderless working, by role modeling the
communication behaviours and leadership style
required for exceptional performance.


They are quite simply, the new core and the
pulse of a difficult to manage borderless world.


To learn more about how TMA World can help
your organization, please contact us at
enquiries@tmaworld.com
or visit
http://www.tmaworld.com/training-solutions/

TMA World Viewpoint 23 Digitally Resonant Leadership in the Borderless Workplace

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TMA World Viewpoint 23 Digitally Resonant Leadership in the Borderless Workplace