- 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.