JULY 2019HR TECH OUTLOOK 19CXOInsightsAchieving Balance: Leadership In an "Always-On" WorldWith technology moving at a pace faster than what humans can keep up with, it is no surprise that leaders are inundated with emails, virtual meetings, and the need for speed. While technology makes us faster and more efficient, it also may be driving us apart. An article published in Deloitte Insights (April 2018) notes some of the perils of workplace digital technology. Of particular concern are the addictive aspects of digital technologies, which can sap our time and attention as well as blur the lines between work and life when employees are "always on." The Deloitte research also suggests, "The value derived from the always-on employee can be undermined by such negative factors as increased cognitive load and diminished employee performance and well-being."What about when leaders are "always on?" From a leadership perspective, the challenge becomes balancing the pull of technology with the need to have face time and build relationships. For better or worse, this balancing act shapes a "leader's presence" and trust quotient. For example, technology, with all of its benefits,can promote a pacesetting leadership style--get more done faster--often through remote teams and virtual communication, diminishing the human connection. It often comes down to a leader's self-awareness and how he can adjust mindset and behaviors to be most effective in leading people and achieving results.The 2014 i4cp/AMA study, Global Leadership Development: Preparing Leaders for a Globalized Market, concluded that "collaboration and influence define the new global leader." The study revealed a number of top capabilities that high-performing organizations include in leadership development programs, such as: building trust, developing others, communicating clearly, exerting positive influence, facilitating collaboration, and positively affecting employee engagement. For today's busy, overcommitted leaders, it is more than just putting your device down or turning away from your computer screen. According to Daniel Goleman, author of Working with Emotional Intelligence, these skills make up the emotional competence framework--the personal competence and social competence Debra Hamilton, Chief Learning & Development Officer, Fulton FinancialByDebra Hamilton
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