10 skills and traits of successful digital leaders

9. They tell a good story

Digital leaders must be able to tell a good story and be honest while articulating why you’re moving in a certain direction, what the benefits are, and what the “pot of gold” at the end of the rainbow looks like, says David White, an advisor for startups at Google. “It’s also important to acknowledge there will be rough periods and struggles, and that’s okay — it’s just a part of the journey. Leaders must communicate that reaching one destination isn’t the end. It’s just an oasis along the way,” he says.

Sears echoes that, saying, “Storytelling and the ability to synthesize complex messages is probably the biggest hidden talent a CDO should have. No one wants stereo instructions.”

10. They look beyond self-interest and are authentic

Communication is undoubtedly an important skill for any leader, but you also have to come across as being genuine, says Google’s White. “You can’t just use buzzwords and expect people to follow you. People have to believe that you believe.”

Beyond driving consensus and collaboration, effective leadership communication means getting people to work against their immediate self-interest, he adds. “Our industry has created a culture of hyperfocus on immediate goals, quarterly targets, and bonus metrics. The key is elevating the conversation to focus on the common good and company’s best interests, which ultimately, provides indirect, longer-term benefits.”

Getting people to see beyond their immediate goals is challenging, he admits, but that’s where leaders find the most success.

One of the most profound impacts on White’s career came after the sudden passing of the senior executive at a 200-person startup he worked at. “I found myself as the only executive officer left standing during an already-ongoing transition. It was truly a trial by fire,” he recalls. “The challenge was maintaining forward momentum while supporting 200 people who counted on us for their livelihoods and were emotionally devastated by the loss of a beloved leader.”

This experience reinforced the importance of genuine leadership, White says. It meant “getting down in the trenches with people, sharing in their grief, and not trying to simply push through with platitudes. Leading meant being real, feeling the emotions alongside your team, rather than maintaining a shiny facade or hiding behind corporate messaging.”

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