What does good leadership mean in the digital age—and why is traditional leadership often no longer enough today?
To me, digital leadership means, above all, that a crucial component of leadership is often still missing today. Leaders are trained in many traditional areas, such as communication, self-management, feedback, and effective delegation. All of that is important and necessary. What I rarely see, however, is the question: How do I lead confidently through digital transformation?
How do I deal with the fact that my team is keeping pace with digital transformation at very different rates? How do I motivate people in an era of constant change? How do I instill a sense of purpose when AI suddenly calls into question many things that were previously taken for granted? These are exactly the questions I hear time and again in companies. And this is precisely where we need leaders who don’t just manage processes, but provide clear direction.
Why is digital leadership so crucial right now?
Digital leadership is so crucial precisely because we are currently witnessing a development whose speed many people completely underestimate. What we are seeing unfold in just five months used to take twenty years.
This momentum driven by AI carries a force that no company can escape. Nor can any leader.
Time and again, I see that some people still think they can sit this one out. “I’ve got a few more years until retirement; this will somehow pass me by.” That is exactly what won’t work.
Today’s leaders have a responsibility to grapple with this transformation. They must identify the opportunities, understand the risks, and work with their teams to develop ideas on how to actively capitalize on this development. The goal is to actively help shape this massive process of change, which will affect all of our lives.
How can you tell if digital leadership is already being put into practice?
In many companies, I’m currently seeing that digital leadership isn’t really being put into practice yet. I often see a lot of uncertainty. People sit there and wonder: How exactly does AI work? What can I actually do with it? In my talks, I still encounter many leaders who themselves face the major challenge of how to make this transformation appealing to all team members.
I often see that in companies, everyone receives the same training and is then left to figure it out on their own. That’s exactly where things get tricky, because the differences within teams are enormous. Some jump right in and start experimenting because they grew up with it as digital natives. Others feel lost and think, “I have no idea where to start.” All too often, I encounter people who prefer to say nothing but have long since given up on the inside.
There are a few companies that approach this very deliberately. At the OTTO Group, for example, there are even roles like a Chief Tech Transformation Officer who specifically focuses on the human side of digitalization. At OTTO, this is a dedicated woman who does this job with passion. Examples like this show how seriously the topic can be taken. At the same time, this is still more of an exception at the moment.
What exactly do leaders do differently when they effectively practice digital leadership?
Above all, good digital leaders keep their people in mind. They know who on the team is a natural and can intuitively master new tools. They also know who needs more guidance.
I often find that leaders underestimate the emotional impact of this change. When someone has worked with certain tools for decades and suddenly hears, “Now we’re doing it all with AI,” it’s not just about digitalization. It’s primarily about a loss of status, a loss of security, and the significance of one’s own expertise, which has been painstakingly acquired.
Good leaders recognize exactly that. They understand that resistance is often much more justified than it seems at first glance. They take the time to take this resistance seriously without getting bogged down by it. In this way, they create an atmosphere in which people are eager to move forward.
What are some common mistakes leaders make during digital transformation?
I often see two extremes. On one hand, there are those who completely turn a blind eye to what’s happening. They underestimate the pace of change and hope they can somehow ride it out. On the other hand, there are leaders who are very tech-savvy themselves. They try out tools, watch tutorials, and may even be building their own assistants. That’s exactly where a blind spot arises. They then underestimate just how wide the gap is within their team.
I’ve even heard people in workshops—including within IT teams—say, “I hope I don’t have anything to do with this AI stuff.” And these aren’t isolated cases. Even younger employees aren’t automatically open to it. If someone has had negative experiences with digital media, for example through cyberbullying, that person brings a whole different set of fears to the table. For them, AI isn’t exciting—it’s threatening, at least at first.
Another factor that is often underestimated is the sheer scale of the changes. It’s not just about AI; there are many change processes happening simultaneously. This can quickly lead to feeling overwhelmed.
How can we get people on the team to embrace AI?
Language is a crucial tool. If I explain AI in a very dry, technical way, I lose a lot of people very quickly. What helps are images, metaphors, and language that people can relate to. I sometimes call this “explanation mode”—that is, deliberately explaining things in a way that anyone can truly understand.
Once people understand how AI “thinks” and what the difference is between an AI assistant and an AI agent, curiosity often arises. At that point, many people begin to engage more deeply with the topic.
It is also very important to convey the “why”—the deeper “WHY.” Why are we addressing this? What concrete benefits does it bring us? It is also important to look beyond the immediate picture and discuss what would happen if we did not confront this development.
It is crucial for leaders to show genuine interest in the concerns and needs of their team members. What is going on in the minds and hearts of the people on my team right now? If I understand that, I can support them in a completely different way. Then what was once purely a digital transformation issue becomes a shared, human learning process.
What advice would you give to leaders who want to get started with digital leadership?
The first step is to gain a better understanding. Many leaders feel they should address this issue but aren’t sure exactly how. The best place to start is by getting a sense of the big picture. How is AI changing the way we work together? What’s happening in my team right now?
Sometimes it helps to seek support from people who understand both worlds. I myself operate right at this intersection. I started out in an analog work environment and have witnessed the digital transformation unfold step by step. At the same time, I am deeply engaged with AI and its potential.
What comes particularly easily to me is translation. I love making complex topics understandable, finding visuals, and providing guidance. That’s why my talks and workshops often focus on creating clarity. Giving leaders a language they can use to effectively guide their teams through this transformation. I also think humor and a lighthearted approach are very important here. Because topics like digitalization and AI can quickly become very dry. For example, if I have AI speak briefly in youth slang, it keeps people engaged and eager to tackle the subject. Everyone gets a chance to laugh now and then, and so far, no one has actually found it “cringe-worthy.”
What is your personal guiding principle for effective leadership in the digital age?
Forget the idea that a one-size-fits-all approach works in digital transformation.
A standard training program for everyone, assuming that everyone will understand it, simply won’t work. The differences in people’s digital literacy are far too great. As a leader, it is precisely these differences that you must consciously recognize and actively take into account.
