Do you want to be a strong leader? You need to be a strong leader. Sometimes change is caused by indecisive stakeholders. Other times, it’s brought about by opportunities for improvement. Sometimes, change comes from outside, such as new market preferences, a changing landscape of competitors, or government regulations. The current crisis is what makes the change possible. Digital transformation has been required by project teams due to the pandemic. From team meetings to client communications-down to delivery of goods and services-everything’s been swept up into the virtual world. Change is not without its challenges. It can be overwhelming to consider the complexities of moving solely virtual, at least for the moment. This is especially true if you have been doing things the same way for a long time. However, this is precisely why leadership styles must evolve to adapt to changing situations. Your organization needs skilled and effective leadership. Leaders must be able to lead teams and achieve goals, even when uncertainty is present. Keep in mind C-H–A-N–G-E when you are trying to guide your team. You can adapt to change and thrive by adopting the following characteristics: This is especially important in times of change, especially in the context digital transformation. It will be difficult to adopt the new norm you are creating if there is not a change in thinking, communication, and behavior. Change in culture is a key part of strategic leadership. It is important to remember that just because technology was adopted in your operations does not mean you have created a new culture. Digital culture is more than just adopting the latest software. It’s about understanding the principles behind technology, such as transparency, collaboration and taking risks. Here are some important leadership and management tips to help you adopt the digital culture in your organization.

• Define the problem. These questions should be answered when you communicate with your team members: Why do you think there is a need to change? Why should the current system not be maintained? This will be obvious. This can be reinforced to team members and other stakeholders to help them understand the need for transition.
• Describe the norms for change. How can you make change tangible and visible? Examples include orientation to new technologies and weekly collaboration meetings. Rotation of facilitation duties during brainstorming sessions is another example.
• Deliver reinforcement. How can you ensure that the new culture sticks? Performance evaluations and default use of virtual platforms in operations are two examples.

2. Humility. In fragile transitions during a crisis, you need to remember that you don’t know all the answers. Although you may be the one driving the change, you don’t have all the answers. You can take on a democratic leadership role in management: Be open to learning, confront assumptions and abandon strategies that don’t work. Also, be humble. Encourage feedback mechanisms for your digital transformation efforts by:

• Meetings one-on-one with team members. Give them a safe place to air their concerns. A leader who is able to have difficult conversations is what makes them a great leader in great movements for change.
• Surveys. You and your team can choose the platform that is most convenient. Surveys anonymously will yield better results.
• Informal team events. Team members can share their opinions in a relaxed setting such as virtual happy hour. The ability to build bonds with your team members, which can lead you to long-lasting professional relationships, is more important than the feedback. Building rap is an important part of digital leadership strategy.