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Additionally, our Ansys Academic product license terms are aligned with academic use. Please see Licensing and Terms of Use for a full explanation of how our Academic products can be used.Leadership is evolving both in how we interact with others (human) and in how we facilitate those interactions (digital).
The thing about the digital landscape is that it’s an accelerator for the good and negative characteristics of leaders.
For example, if a leader was bad time management in the office, this issue will be exponentially worse online and be exposed.
On the other hand, leaders who empower their teams in the office and understand how to leverage digital communication will shine and accelerate in their careers faster than those who don’t.
The key to digital leadership is to create leverage.
Leverage in communication, process, and drivers.
Good digital leaders spend most of their day processing information and making informed decisions with their team.
Most of this communication is written, some video (thanks Loom!) and comes regularly, flooding your inbox, unreads, and chats.
Other communications are in form of meetings and if done correctly are used sparingly, however, are often abused and create Zoom zombies.
The purpose of communication is to transfer information from one brain to another.
That can be your brain to someone else’s or to a computer.
Your goal as a leader is to shorten the gap between information and action.
To do this digitally, at scale, remote and effectively you have to create horizontal and vertical lines of communication using the 3 forms of communication.
Horizontal communication is cross-team, cross-department, and all hands communication that help you eliminate the leaches of digital teams: silos.
Vertical communication is team-based, function-based, and project-based communication that eliminates redundancy and from having 17 people on your Zoom call with only 4 people engaged and the rest glossy-eyed and half asleep.
…like creating leverage with process and drivers.
The first form of leverage is in communication.
The second and third forms of leverage: process & drivers.
As a leader, at the end of the day, once you have a clear direction and initiatives, you must foster and manage 2 keys to the company: the things people do, how they do them, and the people who do them.
In business, there are habits that drive the results you need to grow. These habits are another word for the process your team takes to deliver an outcome.
You can have the best people in the world, but a bad process will dismantle progress.
As a leader, you don’t have to come up with the process – you can create leverage with your team to create the best process that drives the results your team needs. You also have the option to buy process – either through a consultant or contractor to come in and build one ideal and custom fit for you.
Once you have the process figured out, it’s up to your team to execute, which brings us to the second key: your people.
You can decide how fast you want to grow by developing and fostering the right team.
In fast-growing companies, there are only 2 types of people: drivers and laggards. Clearly, the laggards won’t last long.
Drivers, take initiative, collaborate with you on the vision, execute, deliver results and work on constant improvement.
You as a leader must foster this and empower your drivers in order to create true leverage and direct the company to where it needs to be.
There are 5 pillars of what makes a leader able to thrive in the fast-paced digital world….
Digital business moves fast. There’s no other way to put it.
Running a digital team requires a special type of leadership characteristic that can maintain the integrity of the team and the flexibility required to adjust as you grow.
I’ve coached CEOs and have condensed the required characteristics into 5 pillars of what I call Heroic Leadership.
Heroic Leadership is the practice of disciplined: thought, communication, time, action, & growth.
There is a difference between leaders who lead and leaders who inspire.
It takes a heroic leader to do the latter.
Heroic leadership begins with taking on and facing responsibility, never shying away from it. It comes with a dedication to the mission, the people involved in achieving the mission, and taking action on whatever path leads to the greatest good towards success. Heroic leaders firmly know they own the outcomes produced by themselves and their team, both positive and negative. Giving credit to the team when accomplishing feats and not blaming others when errors or mistakes happen.
Heroic leaders know that they can delegate any task in the company but can never delegate responsibility.
There is wisdom in knowing the difference.
Becoming Heroic requires daily repetitions, and if you fail, get up and go back at it today.
Each day is a new day and it’s up to your determination to honor the choice you made to become Heroic.Washington, D.C.— Some people just don’t know when to call it quits. One great example of this would be the Republican nominee, Mitt Romney. Gaffe after gaffe while polling with the lowest numbers ever in the history of a candidate running for president and still this beaten down and embarrassed man just keeps going. Some say you can chalk it up to stupidity, others say it’s because of his soulless robot body built by the Mormons.
Public opinion says that you can’t keep a good man down, but Romney is definitely not a good man. His robot structure will stay down, actually probably spiraling further downward until it is pinned at the core and the universe implodes on itself.
So in summation, Mitt Romney is attempting to kill everyone and everything in the universe by running for president. So, thanks a lot Mitt Romney, for attempting to kill us all.Andrey is a molecular microbiologist with special interest in the human gut phageome, microbiome, gut anaerobes, and beneficial microbes. He transitioned to a career in microbiology after obtaining a medical degree from Russian State Medical University. He also obtained a PhD in microbiology from the same university in 2009 and worked in Russia as a post- doctoral researcher on several projects. In 2015, he joined APC as a research fellow to work on the Gut Phageomics Spoke focusing on the role of human gut phageome in IBD. In 2020 he was awarded a Wellcome Trust Career Development Fellowship and an ERC Consolidator Grant to continue his research of bacteriophage communities in the human gut. In 2021 he was appointed Prof of Molecular Microbial Ecology at UCC. He has published 51 peer-reviewed papers, including 27 as a senior author and has an h-index of 19 (Google Scholar).By Mark Richmond, director, Division of Education for Peace and Sustainable Development, UNESCO
The latest round of international climate talks, which began on November 28 in Durban