Digital Leadership - how executives can master the VUCA world

# Which rules are important in Digital Transformation - Digital Leadership Dealing successfully with the largely skeptical digital work 4.0 and VUCA world (volatile, uncertain, complex & ambivalent) requires modern leaders not only to employ many innovative methods (such as Design Thinking or Scrum Meetings). Three important aspects characterize digital leadership: ## 1. Create a "Digital Culture" in Your Team As Thomas Sattelberger notes, in the current era of the German knowledge society, directive leadership and a presence culture must be bid farewell – and not just for Generation Y and Z employees. In a virtual world, mutual openness & trust, a partnership approach, a positive willingness to make mistakes, and a constant readiness for change are required to ensure the necessary agility. Letting go of old ways of doing things is certainly not an easy step – for both established leaders and long-term employees accustomed to a different culture. In many cases, professional guidance is suitable for analyzing the current culture, defining the desired culture, and implementing it. Specifically, a "digital culture" can be recognized through more open and collaborative interaction at all levels, greater flexibility, and autonomy in terms of working time and place. ## 2. Use "Digital Communication" Properly Email, WhatsApp, Messenger, Blog, Chat & Co. easily tempt us to unload information quickly (preferably with many people in cc) without synchronous exchange. A more effective approach is to correspond with each other, meaning discussing things live in dialogue and paying attention to non-verbal cues. In concrete terms, the hierarchy of communication should be utilized: Email, Chat & Co. for professional information exchange and telephone or personal interaction for important, especially more emotional, topics. ## 3. Find (or let find) Fair Solutions for "Digital Conflict Resolution" In a virtual, depersonalized environment, interpersonal conflicts are increasingly arising. And why? Two main reasons are the growing spatial distances between individuals and the downgraded recognition and late handling of simmering problems in the daily hustle and bustle. The more serious differences must be resolved or at least alleviated fairly in a WIN-WIN-WIN manner, meaning with personal and timely appreciation for all parties involved. For a successful, dialogue-oriented, four-step methodology, see the article "Conflict Resolution without Boxing Gloves." This concretely means paying special attention to emerging differences, proactively and solution-orientedly addressing them early on, to prevent too many of the increasingly common "firefighting operations" from occurring. In conclusion, it is important to note that not everything has to be completely different or new in digital leadership. There are already many leaders who, as Quiet or Servant Leaders, openly and collaboratively challenge and support their employees and utilize virtual media and innovative methods correctly. Test your own digital leadership in a 10-point check www.digileader.ampeltool.net. Which points can you already check off, and where is (urgent) need for improvement? For more information on digital leadership and our Top 100 Trainer Arndt Schmidtmayer, visit www.trainers-excellence.de/redner/arndt-schmidtmayer.html