If they themselves have eaten from the tree. This amigo is in such an important place to be able to support the leader on their own digital transformation journey. Enter the business coach and/or executive mentor. And to confess this, unpack this and explore this needs safety, trust and privacy.

The majority of leaders who are seasoned leaders having been in post for X number of years are probably unaware of the damage their failure to turn up to the digital transformation table is causing. The solution (In part of course, IвЂ™m not a magician!) is down to what we call The Three Amigos.ДЄmigo one - The business coach and/or executive mentor. ItвЂ™s simple, itвЂ™s real and itвЂ™s darn right critical to every business out there trying to survive these times and thrive as a business as well as collectively as a human race. There is light at the end of this tunnel. Output? Culture shift stalls and the change agents from across project management, learning & development, technology, change management, product and service design get more stressed taking more of the responsibility of success on their shoulders. WhatвЂ™s needed is a guided mechanism for fundamental shifts in thinking and behaviour - oh, and it needs to stickвЂ¦ДЄnd so digital transformation success continues to grow further away from our leaders mental and behavioural capacity to participate and role model the future. Neither will a development program that promises mindset shift. Throwing a few expert masterclasses at your board, executives or managers wonвЂ™t do the trick. To date weвЂ™ve been bombarded with вЂleaders need to think differentlyвЂ™ (And I humbly hold my hand up as one of them), without a straight line answer of HOW. When we recognise what is needed we can see it, experiment with it, develop it. So, on the one hand we have digital transformation growing at an almost exponential rate across all business communities whilst at the same time a growing chasm between leadership participation and the digital transformation delivery itself. The time for a new way of thinking and behaving as been called time and again, yet never loud enough to make a big enough dent in our mainstream leadership mental model and behaviours. How we have chosen our leaders and how we have developed our leaders hasnвЂ™t really connected with the modern world in a way that challenges the core foundations of what it means to be a leader, who are our true leaders and if we arenвЂ™t here to solve the problems and make the decisions, what are we for? But IвЂ™m equally not letting them off that lightly either! We may have done our leaders a dis-service We have been trained and developed to solve problems or to gather intelligence from around us so that we can make the best decisions (ultimately all data roads lead to Rome). We have reached our status based on past achievements (what we did and who we were then). Leaders for years have been promoted and placed in post based on reasons that donвЂ™t directly relate to the mental model or behaviours required to power digital transformation: LetвЂ™s not be too hard on our leadersДЄs a good coach or mentor would advocate - judge not, rather try to walk in their shoes and then meet them half way. It wouldnвЂ™t take us long to recognise that leaders play an enormous part in the success of digital transformation from inception to delivery, iteration and sustainability - yet sadly, and more often they are touted as challengers and blockers rather than enablers or role models.

We often muse over this question - itвЂ™s as loaded as someone asking me to define exactly what digital leadership means!? Subjective to say the least.Д®asier questions would be Who challenges digital transformation the most in your system? or perhaps Who should be more visible in your digital transformation efforts? Perhaps not who you might at first think!

Roads of rome 4 hacked