Week 4:

Becoming a
Digital Leader
LD7090 Leadership in a
Digital Age

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 Goal Setting
Main
Contents
Personal Development Plan
IKIGAI

Ikigai is a Japanese concept and loosely translates to “reason for

being”. The framework can be conceptualised as shown above as a
Venn diagram, with four intersecting circles. Essentially, you are trying
to work out your own unique ‘happy place’ by considering what
overlaps between four diferent elements: (1) what you love doing;
(2) what you are good at; (3) what you can be paid for; and (4) what the
https://www.linkedin.com/pulse/career-planning-using-ikigai-strategy-janine-rix/ 3
world needs.
Identify your goals for your
leadership development

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This Photo by Unknown Author is licensed under CC BY
 Car
eer
Dir
ect
ion
Long-term
Goals (beyond
3 years)

Medium-term Goals (next

Goals
2-3 years) Pyramid

Short-term Goals (12 months)

Personal objectives

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Goal Setting
(Leadership)
 Refer to your strengths and weaknesses. When writing leadership development
goals, start by objectively referring to your strengths and weaknesses as a leader

 Choose an area to improve. Choose a weakness (or multiple weaknesses) you want
to improve. Focus on just one or two at a time; trying to improve too many areas at
once may become overwhelming, causing you to lose focus.

 Set development goals and a road map to achieve them. Choose three or four
development goals that will help you improve your weaknesses. Setting SMART
(specifc, measured, achievable, realistic and time-based) goals and building a road
map to achieve them.

 Track your progress. The goals can be for the long or short term, and you can have
multiple ways to achieve them. However, if you have long-term goals, it can be helpful
to break them down into smaller short-term objectives that can be tracked weekly.

 Revisit, reassess, and readjust. Leadership skills can be continually improved upon.
As you reach your development goals, reassess your leadership skills, and choose new
areas to work on.

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How to Brainstorm Leadership Goals

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 SMART is an acronym for setting
Personal objectives
Leadership • Specifc – outline in a clear statement
Goals precisely what is required.
• Measurable – include a measure to enable
you to monitor progress and to know
when the objective has been achieved.
• Achievable – objectives can be designed
to be challenging, but it is important that
failure is not built into objectives.
• Realistic - focus on outcomes rather than
the means of achieving them
• Timely - (or time-bound) – agree the date
by which the outcome must be achieved.
  Become More Adaptable to Change
 SMART objective: Enroll yourself in one
mindfulness course per quarter to practice
adaptability, empathy, and calm
 Build Emotional Intelligence
 SMART objective: Write in a journal for 20
minutes at the end of each workday to work
through any pain points or lessons learned
Examples  Give Positive Feedback More Often
 SMART objective: Set up a Slack channel or
weekly email to share employee wins and
successes with the team and send out at least
three shout-outs per week
 Develop a Growth Mindset
 SMART objective: Attend two networking
events per quarter and make it a goal to
establish at least one connection at each
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 Model of Primary Leadership Skills

Leadership
Development
Process of improving
leadership skills and
competencies through various
activities

Chapter 5 Northouse. (2020). Introduction to leadership (5th edition..)

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Digital DNA, Deloitte
https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/public-sector/deloitte
-uk-decoding-digital-leadership.pdf

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Professional Development

+ New Knowledge + Experiences

• Readings about IT • Practcing
• Observing other IT • Serving under others
professionals • Peer collaboratons
• Studying latest technologies • Individual challenges

You
+ Refecton
• Self awareness
• Taking ownership of your development
• Mentoring, counseling, feedback
• Afer Acton Reviews
Digital Mindset

 Digital mindset can be defned as

one’s thinking patterns, beliefs or
orientations when it comes to
adopting digital technologies that
could diferentiate and add value
to organizations or key
stakeholders, and is critical to
successful leadership in the digital
age

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Growth mindset
• The ability and motivation to continuously learn and improve, both
for themselves and those they lead
Agility 5 critical
• The ability to execute decisions in a timely and adaptive manner and
create a culture to enable smooth implementations of technical attributes
solutions

Strategic thinking
that
• The ability to think about the big picture and comprehend the key characterize
values of technologies, and systematically manage change related to
new initiatives strong digital
Technical literacy leadership
• A foundational understanding and appreciation of the variety of
technological tools that could be leveraged to better the
organization

Technical curiosity
• Curiosity and interest in technologies not yet understood

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 Increase self-awareness: As a starting point, leaders
should learn what it means to have a digital mindset and
then honestly refect on their capabilities in this area.
Once leaders understand their current capabilities in this
area, they can make plans for their own development.
 Assess growth mindset: Those leaders with a high-
growth mindset will likely embrace development for
themselves and others in this area
 Grow agility: Both agility and strategic thinking can be Developing a
cultivated via simulations and interactive learning
approaches that help leaders deepen their understanding
Digital
and practice new skills in a safe environment Mindset
 Develop technical literacy: This can be developed with
proper exposure to the most updated and relevant tech
information through curated learning modules or through
tailored non-degree micro-credential programs facilitated
by industry tech SMEs
 Increase technical curiosity: Leaders can focus on their
motivation to learn about technologies

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Growth
Mindset vs
Fixed
Mindset

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Growth Mindset
for Digital leader

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Career Paths - Data Science (for reference only)

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Career Paths – Artifcial Intelligence (for reference only)

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Career Paths – Cyber Security (for reference only)

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Career Paths – IT (for reference only)

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 Career opportunities for IOT/ Smart Cities 1. Business Transformation Practitioner
2. Customer Maker
3. Urban mechanics / civic innovators
Digital Anthropologist
4. Professional “Triber”
5. Industrial Network Engineer
6. Alliance Director

https://www.dice.com/career-advice/career-opportunities-smart-cities 22
Seminar @
Week 4
Personal Development
and Career Plan

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 One must be honest and critcal when carrying out a self-analysis in
order to understand their abilites and areas where improvements
are required.

 Think about skills required for a leadership role in the digital age.
 Make a capability list of required skill sets that will help you
succeed.
Personal  Plan the self-analysis and identfy the areas you want to evaluate.
SWOT &  Conduct the self-analysis using a paper format of an online tool.

Development  Interpret the result (an online tool will do this for you).
 Generate a list of next steps.
Plan  Create a personal development plan.
 ACTION
Eliminate threats that might otherwise hurt your ability to progress
your career
(eliminate skill gaps + acquire new skills + further improve on
strengths and knowledge = reach your goal).

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Examples – Goal Setting
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Example – Personal Development Plan

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