Digital Leadership in Technology

The real gap between digital leaders and laggards isn’t just in technology—it's in mindset. The 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐃𝐢𝐯𝐢𝐝𝐞 isn’t about who has the best tools; it’s about who knows how to wield them. The difference between average and excellent isn’t in the number of systems implemented but in the strategic intent behind them. True digital transformation isn’t just an IT initiative—it’s a company-wide movement, a reimagining of what’s possible when leadership, innovation, and agility align. 𝐖𝐡𝐚𝐭 𝐀𝐯𝐞𝐫𝐚𝐠𝐞 𝐋𝐨𝐨𝐤𝐬 𝐋𝐢𝐤𝐞: • 𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲-𝐅𝐨𝐜𝐮𝐬𝐞𝐝 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩: CIOs and CTOs leading the charge, with an inward focus on IT infrastructure. • 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐎𝐯𝐞𝐫 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧: Tracking efficiency and business performance without a broader view towards future capabilities. • 𝐂𝐚𝐮𝐭𝐢𝐨𝐮𝐬 𝐏𝐫𝐨𝐠𝐫𝐞𝐬𝐬: Proceeding with digital steps without the urgency to outpace the evolving market demands. • 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲: Maintaining the status quo in operations, favoring predictability over agility. • 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝 𝐓𝐨𝐨𝐥 𝐀𝐝𝐨𝐩𝐭𝐢𝐨𝐧: Providing employees with collaboration tools without fostering a culture of digital innovation. • 𝐁𝐚𝐜𝐤𝐞𝐧𝐝 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐚𝐭𝐢𝐨𝐧: Concentrating on backend upgrades before considering the customer-facing aspects of the business. • 𝐒𝐢𝐥𝐨𝐞𝐝 𝐃𝐚𝐭𝐚 𝐔𝐭𝐢𝐥𝐢𝐳𝐚𝐭𝐢𝐨𝐧: Using data for routine business operations rather than as a cornerstone for transformation and innovation. 𝐖𝐡𝐚𝐭 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐭 𝐋𝐨𝐨𝐤𝐬 𝐋𝐢𝐤𝐞: • 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐓𝐨𝐩: Transformation championed by CEOs, integrating digital priorities within the company’s vision. • 𝐂𝐨𝐦𝐦𝐢𝐭𝐦𝐞𝐧𝐭 𝐭𝐨 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧: Measuring success through the lens of innovation and digital proficiency. • 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐀𝐜𝐜𝐞𝐥𝐞𝐫𝐚𝐭𝐢𝐨𝐧: Not merely adapting but actively advancing digital initiatives, even in challenging economic climates. • 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐀𝐠𝐢𝐥𝐢𝐭𝐲: A culture that embraces operational efficiency as a path to competitive advantage. • 𝐏𝐞𝐨𝐩𝐥𝐞 𝐚𝐬 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐲: Investing in employee engagement and digital literacy, recognizing that technology amplifies human potential. • 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫-𝐂𝐞𝐧𝐭𝐫𝐢𝐜 𝐄𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧: Prioritizing the customer experience with a strategy that adapts proactively to their needs and behaviors. • 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬: Leveraging AI and data analytics not only to inform decisions but to foster a culture of continuous improvement. 𝐅𝐮𝐥𝐥 𝐚𝐫𝐭𝐢𝐜𝐥𝐞: https://lnkd.in/eU_Cc3ga ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

It's not all about artificial intelligence. It's about emotional intelligence Technical skills can open doors. But emotional intelligence (EQ) is what drives long-term success. Here’s why EQ matters more than you think: 1️⃣ Leaders with high EQ build stronger teams. → 70% of employees say they’d work harder for an empathetic leader. 2️⃣ EQ boosts decision-making under pressure. → Emotional awareness helps leaders stay calm and make better choices. 3️⃣ People with high EQ handle feedback better. → They see criticism as growth, not a personal attack. 4️⃣ EQ fosters trust and collaboration. → Teams with emotionally intelligent leaders perform 20% better. 5️⃣ Low EQ creates toxic workplaces. → Poor emotional regulation leads to conflict, disengagement, and high turnover. 𝗧𝗵𝗲 𝗯𝗼𝘁𝘁𝗼𝗺 𝗹𝗶𝗻𝗲: IQ might land you the job, but EQ determines your success. What else would you add? Let me know in the comments below 👇 --- ♻️ Find this helpful? Repost for your network. ➕ Follow Dr Alexander Young for daily insights on productivity, leadership, and AI.

In 2011, the Amazon Appstore failed on launch and Jeff Bezos was furious. It was my fault, and I handled one aspect of recovery so poorly that one of my engineers quit. I still regret it 14 years later. Please learn from my mistake. The main lesson is that when you are leading through a crisis, it can feel like it is all about you. It isn’t. It is about: 1) Solving the problem 2) Guiding your team through it The product issue was that there were some pretty simple bugs, and we solved those problem well enough that I was eventually promoted. Where I failed was in guiding my team through the crisis. My leadership miss was that I neglected to encourage and support the engineer who had written the bad code. He did a great job stepping up and supporting the effort to fix the problem, but shortly afterward, he resigned. During the crisis, I failed to make clear to him that we did not blame him for the launch failure despite the bugs. I imagine that left room for him to think we blamed him or that he didn’t belong. It is also possible that others did blame him directly and that I was too caught up in the crisis to realize it. Both instances were my responsibility as the leader of the team. His resignation taught me a valuable lesson about leading through a crisis: No matter how bad the situation is, your team must be your first priority. If you make them feel safe, they will move heaven and earth to fix the problem. If you don’t, they may still fix the problem, but the team itself will never be the same. As a leader, here is how you can give them what they need: 1) Take the blame and do not allow others to be blamed. In some bug cases after this we did not release the name of the engineer outside the team in order to protect them from judgment or blame. 2) Separate fixing the problem from figuring out why it happened. Once the problem is fixed, you can focus on root-causing. This lowers the risk of searching for answers getting confused with searching for someone to blame. 3) Realize that anyone involved in the problem already feels bad. High performers know when they have fallen short and let their team down. As a leader you have to show them the path to growth and success after the crisis. They do not need to be beaten up on- they have taken care of that themselves. 4) See crises and problems as growth opportunities, not personal flaws. Your team comes with you in a crisis whether you like it or not, so you might as well come out stronger on the other side. As a leader, the responsibility for a crisis is yours in two ways: The problem itself and the effect it has on the future of the team. Don’t get too caught up in the first to think about the second. Readers- Has your team survived a crisis? How did you handle it?

Too often, companies think that adopting the latest tools or automating a few processes makes them “digitally mature.” But the reality is different. A recent Boston Consulting Group (BCG) study found that only 35% of companies actually achieve their digital transformation objectives. Meanwhile, McKinsey & Company reports that organizations with higher digital maturity outperform their peers by 20-50% in EBIT growth. Digital maturity goes beyond tech upgrades. It’s about embedding digital capabilities deep into your strategy, operations, and culture, reshaping how your organization thinks, operates, and creates value. So, how can organizations and governments get there? 1. Start with a clear assessment. Many businesses overestimate their progress. A structured maturity assessment reveals where you truly stand across strategy, capabilities, technology, culture, and leadership. 2. Build a tailored roadmap. Digital maturity isn’t one-size-fits-all. Your priorities, whether CX, operations, or product innovation, should shape your investments. 3. Focus on people, not just tech. The most advanced tech means little without an agile, innovation-ready culture that upskills and engages teams. 4. Measure, learn, adapt. Digital transformation isn’t a project but a continuous journey. Set clear KPIs, track them, and evolve as customer needs and markets shift. This is where most organizations get stuck. They dive into tech upgrades without aligning them to strategy or culture, or fail to connect investments back to tangible outcomes. That’s why true digital maturity demands a more intentional, integrated approach that ties every initiative to business goals and stakeholder impact. At X-Shift, we help organizations across sectors move beyond surface-level tech adoption by: ■Establishing robust digital foundations that enable scalability, support long-term growth, and adaptability. ■Optimizing operations through intelligent automation, streamlining processes for greater efficiency and cost-effectiveness. ■Transforming customer and employee experiences to drive loyalty, engagement, and competitive advantage. ■Unlocking data-driven decision-making, giving leaders the insights they need to act with speed and confidence. ■Designing tailored digital roadmaps aligned to unique business goals, so investments deliver maximum impact. ■Embedding cultures of innovation and agility, ensuring your organization doesn’t just keep up with change, but leads it. This way, you’re not just adopting new tech, but building a connected, future-ready ecosystem that drives growth and resilience. With digital maturity now a national priority, Saudi Arabia leads the MENA region at 96% in digital government services, setting a powerful benchmark for both public and private sectors. Wondering where your organization stands on the digital maturity spectrum? Connect with our experts at X-Shift to find out. #DigitalTransformation #DigitalMaturity #Leadership #Innovation

Why oversimplified images about leadership miss the mark in 2025 We’ve all seen leadership diagrams like this one from Pinterest, which lists integrity, empathy, drive, and respect as the keys to leadership. These are important, but let’s be honest → in 2025, this is just the starting line. According to LinkedIn’s Future of Skills and Skills on the Rise reports, the most in-demand leadership skills now include AI literacy, adaptability, digital agility, and a growth mindset. Korn Ferry’s 2025 leadership trends echo this: leaders today must drive innovation, create psychological safety, and build inclusive, purpose-driven cultures—none of which show up in oversimplified diagrams. How should this diagram be updated? Add... → AI & digital fluency → Adaptability → Curiosity → Inclusivity → Purpose-driven vision Show leadership as a dynamic, social process—LESS about static traits, MORE about creating direction, alignment, and commitment across teams. Leadership in 2025 is about guiding people through uncertainty, leveraging technology, and fostering cultures where innovation and diverse perspectives thrive. It’s not just about being respected—it’s about empowering others to act, adapt, and grow. Your title doesn’t make you a leader. Neither does checking off a list of virtues. Let’s move beyond feel-good graphics and demand more from ourselves and our leaders. Coaching can help; let's chat. | Joshua Miller Sources: LinkedIn Future of Skills Report LinkedIn Skills on the Rise 2025 Korn Ferry Top Leadership Trends 2025 #ExecutiveCoaching #Leadership #FutureOfWork #Skills2025 #AI

Time is the one non-renewable resource we all have. Studies show that leaders who effectively manage time are 60% more likely to achieve business goals. In the early days, I used to be buried in work, struggling to catch up. Time felt like sand slipping through my fingers. Here’s how I reclaimed my time as a founder of a personal branding agency with five critical steps: 1. Ruthless Prioritization: Focused only on high-impact tasks that aligned with long-term goals, letting go of non-essentials. 2. Delegation: Empowered my team to handle more, freeing up my time for strategic decisions. 3. Tech Tools: Leveraged automation and productivity tools to streamline operations. 4. Boundary-Setting: Set firm limits on my availability, protecting time for what matters most. 5. Scheduling Downtime: Planned regular breaks to recharge, ensuring sustained productivity. These habits didn’t just increase my output—they made me a better leader. Remember: Time is like a river—you can’t stop it, but you can direct its flow. Start today and transform your entrepreneurial journey! #entrepreneurship #founders #productivity #strategy #goals

Navigating Team Conflicts In team dynamics, some level of conflict is inevitable—even healthy. However, understanding the nature of the conflict can help leaders manage and resolve it more effectively. Here are four common conflict patterns and strategies for handling them: 1. The Solo Dissenter This conflict arises when one individual disagrees with the rest of the team. Whether due to personal differences or a challenge to the status quo, isolating or scapegoating this person is counterproductive. Instead, leaders should engage in one-on-one conversations to better understand their perspective and address any underlying concerns. Open communication can transform a dissenter into a valuable source of alternative viewpoints and broader system awareness. 2. The Boxing Match This frequent form of conflict involves a disagreement between two team members. If the issue stems from a personal relationship, external coaching may be helpful. However, if it’s task-related, the disagreement may benefit the team by introducing diverse ideas—provided the discussion remains civil. Leaders should avoid intervening prematurely, as genuine task-based disagreements often lead to more innovative solutions. 3. Warring Factions When two subgroups within the team oppose each other, an "us versus them" mentality can develop. This type of conflict is more complex, and solutions like voting or majority rule rarely resolve the issue. Leaders should introduce new options or third-way alternatives, encouraging both sides to broaden their thinking and find a compromise that addresses the core needs of both groups. 4. The Blame Game This challenging conflict involves the entire team, often triggered by poor performance. Assigning blame worsens the situation and creates more division. A more effective approach is to refocus the team on collective goals and explore strategies for improvement. Shifting the conversation from blame to team purpose and collective problem-solving can unite the group around a shared vision. By recognizing these conflict patterns and applying the right strategies, leaders can guide their teams through disagreements, fostering a more cohesive and productive environment.

If I were building a future-ready team or career today, these are the skillsets I’d invest in—because they’re becoming non-negotiable: 1. Cognitive and Critical Thinking Skills 90% of executives believe that employees with strong problem-solving and critical thinking skills will become more valuable as AI advances. (IBM Institute for Business Value) Systems Thinking → Choose a recurring problem at work and diagram all the people, tools, and processes involved using Miro. Look for one unseen link or feedback loop that might be the real source of friction. First-Principles Thinking → Take a common assumption in your field (e.g., “Clients want speed over depth”) and ask: Why? Is that always true? What if the opposite were true? Challenge it until a new solution emerges. Cognitive Flexibility → Spend one hour each week exploring a field outside your own—read a design blog if you’re in finance, or a scientific paper if you’re in marketing—then ask how that lens might shift your current project. Data Interpretation & Judgment → Next time you use AI for data analysis, don’t just look at the outputs. Write down what you conclude—and what decision you would make if the AI’s results were wrong. 2. Identity and Self-Management Self-management skills drive a 23% boost in productivity (ResearchGate) Self-Awareness & Brand Alignment → Google yourself, read your LinkedIn bio, and check your last 5 emails or Slack threads. Then ask: Would I hire or trust this version of me? Rewrite one piece of your digital identity to better match your values. Emotional Intelligence (EQ) → Set a daily timer at 2PM. When it goes off, take 60 seconds to name how you feel and why—no fixing, just naming. Over time, patterns will emerge that you can actually work with. Attention Management → Block 90 minutes a day for deep work. During that time, turn off notifications, set your phone across the room, and write down one thing you want to think through—no multitasking allowed. 3. Creativity & Storytelling 60% of CEOs say creativity is the most important leadership quality, more than integrity or global thinking. (IBM Global CEO Study) Narrative Crafting → Use AI to generate a rough outline or draft of a story, pitch, or proposal. Then rewrite it by adding personal anecdotes, unique insights, and contextual nuance that only you could bring. Design Thinking → Ask a customer, colleague, or end user: “What’s the most frustrating part of this process for you?” Sketch one solution on paper—even if it’s messy—and test it with them tomorrow. Idea Synthesis → Choose one article from science, one piece of art, and one business trend. Write a paragraph connecting them into a single insight. This mental exercise builds the muscle of innovation. Which of these skills are you already building? Which one’s next on your list? Let me know in the comments! #AI #CognitiveSkills #DigitalPresence

The recent inadvertent exposure of classified U.S. military plans by top defense and intelligence leaders serves as a stark reminder that even the most capable cybersecurity tools and well-defined policies can be rendered meaningless if ignored or misused. In this case, senior leaders relied on the Signal messaging app to communicate sensitive data but unintentionally exposed critical information to unauthorized parties. The leaked details—time-sensitive plans for a military operation—could have not only placed personnel in greater danger but also undermined the mission by alerting adversaries to an imminent attack. While #Signal is a widely respected, consumer-grade, end-to-end encrypted communication tool, it does not provide the same level of security as classified government systems. National security organizations typically utilize Sensitive Compartmented Information Facilities (SCIFs) to safeguard classified data from leaks and eavesdropping. However, SCIFs and other highly-secure methods are not as convenient as less secure alternatives—such as personal smartphones. In this instance, Signal's encryption was not the issue; rather, the exposure occurred when an unauthorized individual was mistakenly added to the chat. This human error resulted in sensitive information being disclosed to a reporter. Lessons Learned: This incident highlights critical cybersecurity challenges that extend beyond the military and apply to organizations everywhere: 1.     Human behavior can undermine even the most robust security technologies. 2.     Convenience often conflicts with secure communication practices. 3.     Untrained personnel—or those who disregard security protocols—pose a persistent risk. 4.     Even with clear policies and secure tools, some individuals will attempt to bypass compliance. 5.     When senior leaders ignore security policies, they set a dangerous precedent for the entire organization. Best Practices for Organizations: To mitigate these risks, organizations should adopt the following best practices: 1.     Educate leaders on security risks, policies, and consequences, empowering them to lead by example. 2.     Ensure policies align with the organization’s evolving risk tolerance. 3.     Reduce compliance friction by making secure behaviors as convenient as possible. 4.     Recognize that even the strongest tools can be compromised by user mistakes. 5.     Anticipate that adversaries will exploit behavioral, process, and technical vulnerabilities—never underestimate their persistence to exploit an opportunity. #Cybersecurity is only as strong as the people who enforce and follow it. Ignoring best practices or prioritizing convenience over security will inevitably lead to information exposures. Organizations must instill a culture of cybersecurity vigilance, starting at the top, to ensure sensitive information remains protected. #Datasecurity #SCIF #infosec