As leaders in our organizations and as members of the digital community, think holistically about the 3 Ps: people, profit, and planet. Some companies are already using this framework—on the profit side, for example—to further consider the purchasing decisions that women are making.
On where to start with data, we have too much data and too much to do. We need to be pragmatic—show value quickly to support a business case, and scale up fast. If we genuinely put the customer at the heart of everything we do, it will always lead us back to pragmatically using data.
Younger generations are entering the workforce with a radically different perspective on technology and work. When joining a company, new talent is considering how their work will add value and contribute to society.
Feel purpose through your day. We should be intentional about our choices because no one should settle for less. Avoid (as possible) activities and meetings where we aren’t adding value.
Take risks. Finding joy and purpose at work is a test of resilience. It requires daily commitment to take risks to find roles aligned with our principles and keep moving toward the intersection of passion, profession, vocation, and mission.
Keep recreating yourself. Where we find purpose will almost certainly change through our careers, so we should be prepared to shift—especially from just focusing on ourselves to include developing those around us.
Reframe your thinking. Risks can also be seen as opportunities. Many have found taking risks has bolstered their happiness professionally and personally. It's okay to lean in and learn from failure, should that occur.
Trust your gut and take the plunge. When preparing to take a risk, have a strong mentor who can support you and provide feedback. Ask yourself, "What is the worst that can happen?" What's more: "What is the risk of not taking the risk?"
Create a safe space. As leaders, we should create an environment where it's okay to make mistakes. Failure can happen and it is okay; focus on creating clear boundaries for risk-taking. At the end of the day, it is our individual journeys. Don’t count the sprinkles on someone else’s cake—make it personal.
Always be a student. As leaders, we must make sure our people are safe, seen, supported, and inspired. To do so, we must remember to seek role models, even as we model behavior for others.
Express gratitude for deepening relationships and self-care. Many of us have unexpectedly grown closer to our families, building deeper connections with kids, exercising, reconnecting with old friends and distant relatives, and have more time to pursue hobbies. We cannot take this for granted.
Now is the time to be proactive. It's easier than ever to reach out and build relationships at all levels, do remote activities with teams (for example, virtual team room, happy hour, games), and build camaraderie. This is especially true for those early in their career—your leaders want to help you, so don’t be afraid to take the first step!
Adopt a growth mindset. Using existing resources such as podcasts and LinkedIn to bolster your experiential learning can allow you to incubate ideas and continue to grow. Determine what you want to know and what you need to know to actively, and more effectively, work toward that goal.
Use automation. Automation of tasks frees up time for you to focus on innovation and growth. Continuing to ask “How can I automate this?” will provide additional value to teams, regardless of their digital maturity.
Understand the experience. Customer and employee experience are key dimensions to digital work and roles. Bringing people together around shared experience is one thing we certainly cannot automate, and soft skills are an important differentiator for those shifting into more digital roles.
Women in data science: breaking the glass ceiling
If people were asked to associate a gender with data science, many would say “male.” But why is there such a widespread belief that complex “technical” activities can be undertaken only by men? More
Now is the time to put your employees first
It’s been decades since corporations in North America have seen a labor scarcity of the magnitude that we are experiencing today. There are fewer available workers, employee preferences have changed significantly, and there is an increased willingness to change jobs. More
Why the time is now to become a learning organization
Learning organizations help their employees turbocharge for success and instill purpose in changing times. More
Trust and performance culture
In the past, traditional corporate cultures have been built around defined hierarchies, operating in a “command-and-control” mode. In contrast, today’s digital leaders prioritize driving trust between teams, empowering employees with greater autonomy, and building community. More