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Why digital leadership has nothing to do with tech skills | Charity digital conference | 21 November 2018

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Giulia Merlo, lead proposition manager, CRUK Technology

Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk

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Why digital leadership has nothing to do with tech skills | Charity digital conference | 21 November 2018

  1. 1. Giulia Merlo, 21 November 2018 Digital leadership
  2. 2. 2 • Service Design Lead at Cancer Research UK • Italian (becoming British) • Love digital transformation, coffee and Beyonce • I’m on Twitter: https://twitter.com/giuliavmerlo • And on LinkedIn: https://www.linkedin.com/in/giuliamerlo/ • I’m the co-chair of the BIMA Charities Council
  3. 3. 3 Over the last 2 years…
  4. 4. Let’s set the scene
  5. 5. 5 How people work: their thought and action habits (the culture) How information flows The preoccupations and behaviours of the leaders
  6. 6. 6 Pathological Bureaucratic Generative Power oriented Rule oriented Performance oriented Low cooperation Modest cooperation High cooperation Messengers shot Messengers neglected Messengers trained Responsibilities shirked Narrow responsibilities Risks are shared Bridging discouraged Bridging tolerated Bridging encouraged Failure→scapegoating Failure→ justice Failure→ inquiry Novelty crushed Novelty→ problems Novelty implemented Professor R Westrum, ‘A typology of organisational cultures’, BMJ Quality & Safety 2004
  7. 7. 7 WHERE IS YOUR ORGANISATION?
  8. 8. What is digital leadership?
  9. 9. 9 Digital transformation is not: - [only] about technology - [only] about learning tech skills - [only] about learning Scrum Digital transformation is: - Re-designing our services - Re-designing our user experiences - Re-designing the way we work - Re-designing our business models
  10. 10. 10 Values and behaviours: • Humility • Permission to fail • Self-direction • Transparency • A bias towards action • Empathy • Collaboration (Jeff Gothelf and Josh Seiden, Sense & Respond, 2016)
  11. 11. 11 ‘It’s better to learn to ask good questions than give good answers.’ (Alex Mecklenburg, doteveryone) • Support your team in thinking critically and finding the answers • Create psychological safety • Be comfortable with ambiguity • Create the environment • Measure outcomes, not outputs • Always value the learning
  12. 12. 12 From Command and Control…
  13. 13. 13 … to Mission Command
  14. 14. Let’s make this a bit more tangible
  15. 15. 15 WHAT SHOULD YOU SAY (OR NOT?)
  16. 16. 16 ‘Here’s my idea. Please make it happen.’ ‘Here’s the desired outcome. How could we get there?’ ‘You need to deliver these 10 projects over the next year.’ ‘These are the problems we need to work on in the next 3 months.’ ‘I know your team made a decision on this, but you need to change it because I have more experience.’ ‘I disagree with you on this but let’s give it a go!’ ‘Let’s not test this, we already know the answer.’ ‘What could we learn from testing this assumption?’
  17. 17. Let’s talk about you
  18. 18. 18 PERSONAL RETRO: START, STOP, CONTINUE
  19. 19. 19 MAKE A PROMISE
  20. 20. Thank you! https://twitter.com/giuliavmerlo https://www.linkedin.com/in/giuliamerlo/
  21. 21. Sponsored by Charity digital conference 21 November 2018 London #charitydigital
  22. 22. Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk

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