As an operator, to what extent is it necessary to mention digital skills?
It’s a question that’s been on my mind lately. As the lines between digital and operational expertise have blurred so much that it often feels redundant to explicitly mention digital skills. For those of us who have grown up with digital tools as part of our professional DNA, emphasizing these skills can seem as outdated as listing “Word proficiency” on a résumé. Honestly, I almost cringe at the thought.
Yet, this raises a critical question:
How should we, as modern operators, understand and articulate the relationship between digital and operational skillsets? Are they distinct? Or have digital capabilities become a meta skillset that simply underpins everything we do?
FYI: When I talk about digital skillsets, I refer to expertise in using and managing digital tools, technologies, and data to drive business outcomes. In contrast, operational skillsets involve the abilities required to manage and optimize the core functions of a business.
Let’s explore these perspectives from the viewpoint of both the communicator and the recipient—whether in a sales, hiring, or internal communication context.
One perspective is that these skillsets should remain distinct and be communicated as such. There are scenarios where acknowledging this specialized knowledge can be beneficial for both the communicator and the recipient.
For the communicator, distinguishing these skills can help in positioning oneself for roles that require either a deep focus on digital technologies or a strong operational background. By communicating them separately, it emphasizes the ability to contribute to both sides of the business, depending on what the situation demands.
From the recipient’s perspective—whether it’s a hiring manager, a sales prospect, or internal stakeholders—this clarity makes it easier to understand exactly what expertise is brought to the table. It helps those in need of specific services or skills to better identify how these can meet their particular needs.
This perspective is useful in many situations, as it brings clarity and focus. It helps align expectations and ensures that the right capabilities are highlighted for the right audience.
Another perspective is that digital skills have become so integral to operations that they no longer need to be communicated separately. Today’s most effective operators have seamlessly integrated digital tools into their strategies, enhancing every aspect of their work.
In this view, digital skills are not just additional competencies but fundamental parts of modern operational roles. Communicating them separately might even downplay how deeply they are embedded in the overall approach. Instead, presenting operational expertise with an inherent assumption of digital proficiency aligns with today’s business realities.
For the communicator, this approach allows the skillset to be presented as a cohesive whole. It’s not just about keeping up with digital trends; it’s about making them a natural part of operational excellence. For the recipient—whether in a hiring context or internal discussions—this implies that digital proficiency is a given, allowing the focus to remain on strategic outcomes and overall effectiveness.
While an “integrated skillset” can be more vague to communicate, it works well in environments where digital literacy is assumed and the emphasis is on delivering results. It provides a streamlined way to communicate capabilities without overemphasizing what is already expected.
Lastly, I sometimes wonder if digital skills have become a meta skillset—so foundational that they underpin all other competencies. In this view, the focus shifts to the outcomes driven by digital tools, rather than the tools themselves The emphasis is placed on the ability to deliver results within operational roles and not on how they are accomplished.
For communicators, separating these skills might seem unnecessary. Framing digital as a meta skillset conveys that proficiency in digital tools is already embedded, with the primary focus on driving results—whether through process improvements, cost savings, or enhanced customer experiences.
From the recipient’s perspective, this approach can resonate well. It positions the communicator as a leader who is digitally savvy without needing to explicitly state it, which can be particularly appealing in environments where digital literacy is expected, and the emphasis is on strategic impact rather than technical details.
This perspective is especially useful in contexts where results are paramount and digital literacy is a given. It allows for a focus on outcomes and strategic value without getting bogged down in the specifics of digital capabilities.
Unfortunaltely, there is no one-size-fits-all solution for my dilemma. Deciding how to communicate digital and operational skillsets hinges on your audience and industry context.
When treated as distinct skillsets, clarity and focus are provided, which can be valuable in traditional sectors or roles where digital transformation is still in progress. This approach allows for a clear delineation of expertise, making it easier to highlight versatility and specific strengths.
On the other hand, presenting digital skills as integrated or even as a meta skillset may resonate more in digitally mature environments. This method underscores the seamless integration of digital tools into operational excellence, appealing to audiences who value outcomes over explicit technical details.
In the end, the most effective operators will be those who know when to highlight their digital capabilities and when to let them be an inherent, unspoken part of their operational expertise.