2012 bersin global leadership developing tomorrows leaders

7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders

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BERSIN & ASSOCIATES RESEARCH REPORT | V.1.0

Katherine Jones, Ph.D.,

Principal Analyst

Karen OLeonard,

Principal Analyst

Josh Bersin,

Principal Analyst

September 2012

Global Leadership:

Developing TomorrowsLeaders around the World


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Global Leadership 2

This Material Is Licensed to SHL or Distribution Only.

Bersin & Associates September 2012

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Global Leadership 3



TABLE OF CONTENTS

Introduction 4

Executive Summary 6

Global Leadership: The Challenge orEconomic Growth 8

Understanding Dierences in Leadership Styles 10

Four Primary Functions o a Leader 11

How Todays Leaders Dier by Country 14

Developing the Vision 14

Sharing the Goals 17

Gaining Support 19

Delivering Success 22

Learning to Lead 26

Developing Leadership Competencies 27

Understanding the Dierences 28

Conclusion: Investing or Global Agility 32

Appendix I: Research Methodology 36

How the Data Was Analyzed 38

Appendix II: Leadership Competencies 40

Appendix III: Table o Figures 41

About Us 42

About This Research 42


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Global Leadership 4



Introduction

With the recession starting to wane, organizations now cite improving

leadership bench strength1 as one o their most pressing issues and

the problem is now global. Companies in all industries (manuacturing,consumer products, technology, business services and others) are rapidly

expanding product and service strategies into emerging economies yet

they do not always know how to build the right leadership in

these geographies.

An executive at a large Canadian bank explained the issue.

Our biggest business opportunities are in South

America and Europe, yet all our executives are

Canadian. How can we develop the right leaders to

grow in these geographies?

When business and HR leaders address this challenge, they nd several

daunting problems. Our research set out to help organizations meet

these challenges by ocusing on the ollowing key questions.

Dogeneralleadershipstylesvaryfromcountrytocountry?Ifso,in

whatways?

Ifcorporationsseekleaderswithspecicstrengths,wherearethey

likelytolocatethem?

Whataretheimplicationsforleadershipdevelopmentprogramsfora

globalworkforce?

Here, we investigate some o the leadership styles that typically refect

the ways in which leaders in dierent countries approach the world

o work.

To answer these questions, we analyzed assessment data rom executives,

midlevel and rst-level managers in 10 countries. Each country was

selected based on the size o its economy and the availability o data,ensuring that we had an adequate sample rom which to draw valid

conclusions. The assessment data was provided by SHL, a global leader

in managerial and occupational assessment, based on the companys

1 Bench strength reers to the capabilities and readiness o potential successors to

move into key proessional and leadership positions.

To understand dierences

in leadership styles,

our analysis included

assessment data rom

leaders in 10 countries.

K EY PO INT


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Global Leadership 5



behavioral competencies or eective leadership. Our methodology,

along with the competencies evaluated, is described in more detail in the

appendices at the end o this report.


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Global Leadership 6



Executive Summary

One size does not t all in global leadership development. The skills sets

and competencies o leaders in dierent countries vary; those variations

have ramications or corporate leadership development andtalent strategies.

The demands on leadership are both transactional (ocused on

operations and execution) and transormational (ocused on inspiring

and setting direction). Competencies to address both sets o demands

are needed, yet they are not oten balanced in most individuals or across

leadership teams.

Our research uncovered the ollowing key takeaways, which are

explained in more depth throughout this report.

1. Leadership competencies vary by country. Our research shows that

leaders in some countries, such as India and China, are strong in

operational eectiveness and execution. These leaders are adept at

analyzing complex inormation and delivering results through careul

planning and organization. In other countries, such as Sweden,

Denmark and the Netherlands, leaders have a stronger visionary

and transormational style. These leaders are strategic thinkers, and

deliver results through innovation and persuasive communication.

As a result, a one-size-ts-all approach to leadership developmentwill not eectively meet all needs. Companies must understand these

dierences and target leadership programs to build a diverse set

o skills.

2. Leaders in global companies must respect their individual dierences.

For example, a U.S. manager, with a business-driver style ocused

on results, may rustrate a Chinese manager who is accustomed to a

more fexible, unstructured approach and who preers to build the

relationship beore committing to the task. In a global organization,

leaders must recognize their dierences and learn to work togetheror the ultimate good o the company.

3. Companies should also consider dierences in individual

competencies when positioning key talent. Highly skilled operational

managers are less likely to succeed in roles in which highly

transormational talent is needed and vice versa.

Leaders in Sweden,

Denmark and the

Netherlands are

stronger in strategic

thinking and persuasive

communication.

K EY PO INT

Due to dierences in

styles across countries,

a one-size-ts-all

approach to leadership

development will not

eectively meet all needs.

K EY PO INT


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Global Leadership 7



4. Furthermore, companies ollowing an expatriate model to ll

leadership positions in their overseas operations should careully

review this strategy. Due in part to dierences in leadership style and

cultural awareness, the expatriate model is coming under increasing

scrutiny. Many companies now think it better to hire and develop the

skills o local leaders, rather than deploy expatriates with dierentstyles and cultural norms.

5. Finally, our ndings have implications or talent acquisition as

corporations evaluate what makes successul leaders and strive to

ensure a diversity o styles in their leadership teams. We recommend

that recruiters and hiring managers assess candidates or the right

skills sets to succeed in that particular environment.

A U.S. manager with a

business-driver style

may rustrate managersaccustomed to a more

fexible, unstructured

approach.

K EY PO INT


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Global Leadership 8



Global Leadership: The Challengeor Economic Growth

Todays leaders are under a microscope and ace a daunting set ocomplex business issues. With the current economic volatility, and the

speed o social and technological change, the challenges acing leaders

are greater than ever. The pressure is heightened by the worldwide

visibility o ailed leadership in the press and through social media. The

greatest business opportunities and also the greatest challenges are

global and demand leaders who can move the company orward in the

ace o these challenges. (See Figure 1).

Unortunately, todays leaders requently lack skills in global businessacumen, cultural awareness and understanding o new markets. They

are oten even less prepared to manage a diverse set o employees,

customers and partners around the globe.

When opening new operations, many companies deploy expatriates to

sta these positions. But the expatriate model is coming under increasing

scrutiny; while this strategy has in some cases been successul, in many it

has not. Many companies now think that it is better to hire and develop

the skills o local leaders, rather than deploy expatriates with dierent

styles and cultural norms.

For example, one global oods company we interviewed realized

the ailings o the expatriate model and changed its approach. The

2 Source: Delivering results: Growth and value in a volatile world,

PriceWaterhouseCoopers, 2012, http://www.pwc.com/gx/en/ceo-survey/index.jhtml .

Figure 1: Todays Talent Challenges

54percentofCEOssaytheirresearchanddevelopmenteffortswerehamperedbytalentshortages

45percentclaimtheymissedmarketopportunities

41percentattributebelow-targetperformancetotalentofinsufcientquality

Source: PriceWaterhouseCoopers, 2012.2

Many companies now

think it better to hire

and develop the skills o

local leaders, rather than

relocate expatriates who

have dierent styles and

cultural norms.

K EY PO INT
http://www.pwc.com/gx/en/ceo-survey/index.jhtmlhttp://www.pwc.com/gx/en/ceo-survey/index.jhtml


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Global Leadership 9



companys goal is now to ll 80 percent o its management and

leadership positions overseas with native-born individuals, and develop

them with the necessary skills sets.

For these reasons, leadership development is once again on the ront

burner. In a renewed eort to build leadership capabilities, companiesare now investing more in leadership development than they have in

years.3 In the U.S., organizations increased their leadership development

investments by 14 percent this year. With this increased investment,

we estimate that U.S. companies will spend $13.6 billion on leadership

development in 2012.

Companies need to make sure that they are investing wisely. Leaders

dier in skills sets and styles, and any development solution must be

customized to accommodate these dierences. Our next section provides

an overview o leadership styles and the competencies we analyzed.

3 For more inormation, TalentTrends 2012: A Year of Guarded Optimism, Bersin &

Associates / Kim Lamoureux and Josh Bersin, July 2012. Available to research members at

www.bersin.com/library.
http://www.bersin.com/libraryhttp://www.bersin.com/library


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Global Leadership 10



Understanding Dierences inLeadership Styles

Leaders emerge in organizations regardless o job title. Leadersmay be managers, managers may be leaders but it is clear that the

competencies associated with management as opposed to leadership

can be very dierent.

One way to look at the dierences, as proposed by John Kotter, is

shown in Figure 2.4 This model denes management primarily in terms

o eective execution and operations. Leadership, in contrast, creates

the systems and processes, and changes them to take advantage o

opportunities and to avoid hazards.

4 Source: Force For Change: How Leadership Differs from Management, The Free

Press / John P. Kotter, 1990.5 Source: This chart is based on the work o John Kotter,

http://www.kotterinternational.co m/.

Figure 2: Kotters Dierences between Management and Leadership

Function Defnition Process Responsibility

Management

Makessystemsofpeopleandtechnologyworkwelldayafterday,weekafterweek,yearafteryear

Planningandbudgeting

Organizingandstafng

Controllingandproblem-solving

Takingcomplexsystemsofpeopleandtechnology,and

makingthemrepeatedlyrunefcientlyandeffectively

Leadership

Createsthesystemsthatmanagersmanage,andchangestheminfundamentalwaystotakeadvantageofopportunitiesandavoidhazards

Creatingvisionandstrategy

Communicatingandsettingdirection

Motivatingaction

Aligningpeople

Creatingsystemsthatmanagerscanmanage,andtransformingthemwhenneededtoallowforgrowth,evolution,opportunitiesandhazardavoidance

Source: Bersin & Associates, 2012.5

Keywords or managers

are control, organize

and plan. For leaders,

keywords are create,

inspire, motivate and

transorm.

K EY PO INT
http://www.kotterinternational.com/http://www.kotterinternational.com/


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Clearly, a winning corporate strategy has to include both skills sets in its

leadership ranks in order to be successul. Balance is key lopsided skills

clusters do not lead to success. Kotter maps the results o too much and

too little o these yin-yang requirements, demonstrating that companies

with an overabundance o managers lose agility and cannot adapt

to changes, while an overabundance o innovative leaders can causeinstability and chaos. (See Figure 3.)

Four Primary Functions o a Leader

We used a similar model o competencies, developed and validated

by SHL, to study the dierences in leaders. The SHL model provides a

balanced view o both transactional and transormational competencies;

it distinguishes between leaders who inspire, promoting change

and business success (e.g., transormational) and those who excel at

operational management, maintaining a steady-state environment

6 Source: Force For Change: How Leadership Differs from Management, The Free

Press / John P. Kotter, 1990, http://www.kotterinternational.com/kotterprinciples/

management-vs-leadership.

Innovative, adaptive, energetic, but ifan organization is large it can be on

the edge of chaos.

The enterprise will soon go out of

business unless it is a monopoly.

Meets todays commitments to

stakeholders superbly while alsoadapting to make the enterprise

stronger for the future.

Solid company if it has high market

share, but bureaucratic and

controlling unable to adapt to a

changing environment.

High Competency

Leadership

Low Competency Management High Competency

Figure 3: The Results o Imbalance between Management and Leadership Skills

Source: John Kotter, 2012.6

Leaders who are

visionary, inspirational

and advocates o

change are strong

on transormational

competencies.

K EY PO INT
http://www.kotterinternational.com/kotterprinciples/management-vs-leadershiphttp://www.kotterinternational.com/kotterprinciples/management-vs-leadershiphttp://www.kotterinternational.com/kotterprinciples/management-vs-leadershiphttp://www.kotterinternational.com/kotterprinciples/management-vs-leadership


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detly (e.g., transactional). Both types o talent are necessary likely at

dierent times and in dierent locales. Some leaders are strong on both

traits; some are not. HR proessionals will need to ascertain the current

capabilities and potential o their leaders within their talent pipelines.

The grounds or comparison are the our main unctions o a leader:

Developingavision

Sharinggoals

Gainingsupport

Deliveringsuccess

Each unction is comprised o a transormational and a transactional

competency. (See Figure 4.) For example, to develop a vision,

transormational leaders rely on their creativity and strategic-thinkingcapabilities, whereas transactional managers analyze inormation and

apply their expertise. These are two extremes most leaders may have a

balance o these traits.

The next section reviews leadership capabilities in the 10 countries

researched (Australia, Belgium, China, Denmark, India, the Netherlands,

Norway, Sweden, the U.K and the U.S.) on each o these our unctions.

The our main unctions

o a leader are the ability

to develop a vision, share

goals, gain support and

deliver success.

K EY PO INT


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Figure 4: Competency Model Factors or Management versus Leadership Focus

Competencies

LeadershipFunction

Defnition Management Focus(Transactional)

Leadership Focus(Transormational)

Developing theVision

Thisinvolvesthecriticalanalysisofthecurrentsituation,andthegenerationofideastomoveforward(Strategy).

Analyzing & Interpreting

Analyzingcomplexinformationandapplyingexpertise.

Creating &Conceptualizing

Producinginnovativeideasandthinkingstrategically.

Sharing the Goals

Thisinvolvespersuasivelycommunicatingthevisiontoothers,aswellaspersonallyadaptingtothechanges

thatthenewstrategybrings(Communication).

Adapting & Coping

Respondingandadaptingwelltochangeandpressure.

Interacting & Presenting

Communicatingwith,persuadingandinuencingothers.

Gaining Support

Thisinvolvesgainingotherpeoplessupportbymotivatingandempoweringthemtoimplementtheactionsneededtodeliverthestrategy(People).

Supporting &Co-operating

Supportingotherandworkingeffectivelywithpeople.

Leading & Deciding

Initiatingaction,givingdirectionandtakingresponsibility.

DeliveringSuccess

Thisinvolvesusingoperationalefciencyandcommercialacumento

effectivelyimplementthestrategy(Operations).

Organizing & Executing

Planning,workinginanorganizedmannerand

focusingondelivery.

Enterprising & Perorming

Focusingonresultsandonachievinggoals.

Source: SHL 2012


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How Todays Leaders Dier byCountry

Leaders display dierent styles or behavioral postures across the 10countries we studied. Here, we look at the dierences in transactional

and transormational styles among these leaders as refected by their

competency data.

We segment our analysis by the our leadership unctions discussed in the

previous section:

Developingavision

Sharinggoalstoachievethatvision

Gainingandmaintainingsupporttorealizethevision

Deliveringsuccess

To succeed in each one o these unctions, leadership teams require both

transormational and transactional capabilities.

Note that all comparisons are solely an indication o relative style

preerences across countries. Clearly, all leaders within a country do

not share the same style or exhibit the same behaviors. Our analysis

represents the average among all leaders studied in each country.

Developing the Vision

Developing a vision involves a critical analysis o the current situation

and generating ideas to move orward with a cogent strategy. For

a transactional leader, the ocus may be on careully analyzing data

and applying well-proven methods. For a transormational leader (the

visionary), the ocus may be on creativity and the innovative production

o ideas.In organizational growth, developing a vision is the rst stage. Leaders

need to analyze the acts and identiy areas with the greatest need or

change. They also need to establish a mission, develop an appealing and

convincing image o the uture, and outline the strategy by which it can

be achieved.

Visionary leaders have

stronger propensities in

creativity, innovation and

strategic thinking.

K EY PO INT

To be successul, a

leadership team requires

both transormational

and transactional

capabilities.

K EY PO INT


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True visionaries excel at creating the ideas and concepts that move

the organization orward. Visionary leaders tend to have stronger

propensities in creativity, innovation and strategic thinking. These

leaders excel in developing a vision or the organization, while critically

evaluating the acts, as well as or creating the ideas and concepts that

move the organization orward. They are at their best in roles in whichthe strategy requires a undamental change and out-o-the-box thinking

Running a successul global company requires solid in-the-box

thinking and planning, as well. Analyzing and correctly interpreting

acts on which to make decisions (a tendency among leaders thought

o as conservators) is clearly a critical part o business execution.

Transactional or operational excellence may, but oten does not, reside in

the same leader as transormational excellence. In this case, it is important

to have both visionaries and conservators on the leadership team.

We reviewed how the executives, midlevel and rst-level managers

assessed in the 10 countries compare, on average, in their approaches to

developing their corporate visions. (See Figure 5.)

Figure 5: Developing the Vision

Source: : Bersin & Associates, 2012; data source: SHL, 2012

Leadership Function:

Developing the Vision

Key Competencies:Analyzing & Interpreting

Creating & Conceptualizing

Key Style Differences:Visionary vs. Conservator

Analyzing complex information and

applying expertise.

Producing innovative ideas and thinking strategically.

Visionaries focus on new concepts, ideas and

where the organization could be.

Conservators focus on pragmatism and

what already works.

VisionaryConservator

Norway Sweden Denmark U.S. Australia India China U.K. Netherlands Belgium


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The ndings reveal dierences in how managers and executives develop

a vision or the organization. Extrapolated rom their assessments, the

range includes leaders who are more pragmatic (conservators) and

leaders who are prone to new ideas and possibilities (visionaries).

(See Figure 6.)

A pragmatic or conservator approach to developing a vision appears

to dominate in the Nordic regions. Leaders in Norway, Sweden and

Denmark are more likely to thrive in environments in which they can

continue to use well-proven methods to move the organization orward.

These leaders are most comortable in resolving practical problems andmaintaining the status quo.

A visionary style is best demonstrated by leaders rom the Netherlands

and Belgium. These leaders excel in developing a vision or the

organization by critically evaluating the acts, and creating the ideas and

concepts. They are at their best in roles in which the strategy requires a

undamental change and out-o-the-box thinking.

One example is Layar, a Dutch provider o augmented reality technology.

Layar has been at the oreront o this technology, which provides

smartphone users with an array o inormation on their mobile screens

such as the location o the nearest metro station or the most deserted

7 Note that these terms, while making sense or an individual, can only partially

portray the leadership tendencies or an entire nation. Figure 5 shows averages across the

broad range o leadership styles and should not be the basis or assumptions about any

given individual.

A visionary style is best

demonstrated by leaders

rom the Netherlands

and Belgium.

K EY PO INT

Figure 6: Denitions Developing the Vision7

Leadership Style Defnition

Conservator

Conservatorsthriveinenvironmentswheretheycancontinuetousewell-provenmethodsanddiscourageincompatibleideas.Theyarelessinclinedtowardqualitativeanalysis,andtypicallyapplyestablishedmethodsandwaysofworkingtoresolvepracticalproblemsandmaintainthestatusquo.

Visionary

Visionariesexcelindevelopingavisionfortheorganizationwhilecriticallyevaluatingthefacts,andcreatingtheideasandconceptsthatmovetheorganizationforward.However,incertaincontexts,theymaybeinclinedtooveranalyzeasituationandtooverlookpositiveaspectsofthestatusquo.

Source: SHL 2012


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beach. The companys CEO saw an opportunity to make augmented

reality part o every lie long beore most people could even grasp the

concept. Through this visionary leadership, Layar is now poised to crack

open this emerging technology market and has been named to CNBC

Magazines list o Europes 25 Most Creative Companies.8

Leaders in other countries (the U.S., Australia, India, China and the

U.K.) exhibit a airly balanced mix o styles. Their preerences may lean

toward a fexible approach to problem-solving, and a level o comort

alternating between new and more tried-and-tested approaches.

Sharing the Goals

Leaders need to communicate their visions and goals. In doing so, they

adapt their interpersonal style to persuade and infuence others to acceptand internalize those goals. Leaders also need to respond positively to

changes in organizational mission and cope eectively with the increased

pressure resulting rom change. The transactional manager is likely to be

more agile at dealing with change and responding to pressure, while the

transormational leader is more adept at communicating, persuading and

infuencing others.

In our study, leaders in Denmark, Sweden and the Netherlands

demonstrate the competencies that help them to inspire others to share

the organizations vision and goals. These leaders, reerred to as changeambassadors, are at their best in high-prole roles in which they need

to infuence key stakeholders (see Figures 7 and 8).

One ormer American executive, the late Steve Jobs, is an example o

an inspirational change ambassador. Jobs had the git o being able

to inspire his employees to accomplish incredible goals. He created an

abiding passion in Apple employees to create ground-breaking products

and a belie that they could accomplish what seemed impossible. One

engineer recounted a story o working on a new development project.

The team expected to take weeks to have a prototype ready, but Jobschallenged them to complete it in one week a seemingly impossible

task. Miraculously, the team pulled o the eat. The employee explained

8 Source: Europes 25 Most Creative Companies, July 2010,

http://www.cnbcmagazine.com/story/europeas-25-most-creative-companies/1182/2/.

More leaders in India

and the U.S. t the

adjuster style positive

about change, but less

outwardly passionateabout it.

K EY PO INT
http://www.cnbcmagazine.com/story/europeas-25-most-creative-companies/1182/2/http://www.cnbcmagazine.com/story/europeas-25-most-creative-companies/1182/2/


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that somehow, when Jobs said it could be done, they believed they could

do it.9

Adjusters are positive about change as well, but may be less outwardly

passionate about it. A greater number o leaders in India and the U.S. t

this style, in which individuals behavioral postures may tend to be moresocially reserved. These leaders ocus on the positive aspects o the vision

and strategy, and respond well to challenges.

9 Source: Steve Jobs, Walter Isaacson / Simon & Schuster, 2011.

Figure 7: Sharing the Goals



Sharing the Goals

Key Competencies:Adapting & Coping

Interacting & Presenting

Key Style Differences:Change Ambassador vs. Adjuster

Responding and adapting well to

change and pressure.

Communicating with, persuading

and influencing others.

Ambassadors emphasize socializing decisions,

goals and the vision.

Adjusters are less focused on persuading others to

buy-in to decisions and goals.

Change Ambassador

Adjuster

India U.S. Belgium Australia China U.K. Norway Netherlands Sweden Denmark


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Gaining Support

Leaders need to gain other peoples support in achieving organizational

goals motivating others and empowering them to take ownership

o the actions needed to achieve the required objectives. This means

taking decisive action and accepting responsibility a transormational

competency. It also requires supporting others and working eectively

with people a transactional competency.

In gaining support, one leadership style is that o the individualist.

These leaders are more strongly ocused on the task-related than thepeople-related aspects o the job. Individualists are open in expressing

their own opinions and may adopt an independent advisory role within

the group. In this study, more leaders in India and the U.S. t this

individualist style.

People leaders, in contrast, are more oriented toward listening to and

motivating others. Their people-oriented approach, combined with their

natural tendency to take responsibility, enables them to build trust and

empower others to achieve their goals.

Leaders in Sweden, Norway, the Netherlands and Denmark tend toward

the people-leader style. Indeed, as countries with strong egalitarian

values, decisions are oten made by consensus across teams. As evidence o

their people orientation, Swedish executives generally do not dress more

Leaders in Sweden,

Norway, the Netherlands

and Denmark tend

toward a people-leader

style.

K EY PO INT

Figure 8: Denitions Sharing the Goals


ChangeAmbassador

ChangeAmbassadorsinspireotherstosharetheorganizationsnewvisionandgoals.Theyrelatetoothersinacondentandrelaxedmanner,enjoypublicspeakingandnetworkeffectively.ChangeAmbassadorsourishonpressureandchange,projectingcondenceandprovidingreassurancetoothers.However,theymayunderestimatethepersonalchallengesexperiencedbyothersinadaptingtochange.

Adjustor

Adjustersfocusonthepositiveaspectsofthenewvisionandstrategy,andrespondwelltothechallengesitbrings.However,beingprivateandsociallyreserved,theymaynoteffectivelysharetheirpositiveoutlookandmissopportunitiestopersuadeandinuenceothers.Theyprefernottobethecenterofattentionandmaydislikepublicspeaking.

Source: SHL 2012


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elaborately than average employees10 and their pay is not so infated, as

compared with the employee base (as compared with other countries, such

as the U.S. and the U.K.).11 Consequently, these leaders are able to build

trust and support among the workorce. (See Figures 9 and 10.)

10 Source:http://www.kwintessential.co.uk/resources/global-etiquette/sweden.html.11 Source: Sweden, where CEOs come cheap and still deliver, Reuters /

Niklas Pollard, June 14, 2012, http://www.reuters.com/article/2012/06/14/

us-sweden-executives-salaries-idUSBRE85D0R920120614.

Figure 9: Gaining Support



Gaining Support

Key Competencies:Supporting & Cooperating

Leading & Deciding

Key Style Differences:People Leader vs. Individualist

Supporting others and working

effectively with people.

Initiating action, giving direction

and taking responsibility.

People leaders are oriented toward listening to

others, building trust and empowering

others to achieve goals.

Individualists have a stronger task focus

and express their opinions freely.

People LeaderIndividualist

SwedenDenmarkIndia U.S. AustraliaU.K. Belgium China Netherlands Norway
http://www.kwintessential.co.uk/resources/global-etiquette/sweden.htmlhttp://www.kwintessential.co.uk/resources/global-etiquette/sweden.htmlhttp://www.reuters.com/article/2012/06/14/us-sweden-executives-salaries-idUSBRE85D0R920120614http://www.reuters.com/article/2012/06/14/us-sweden-executives-salaries-idUSBRE85D0R920120614http://www.reuters.com/article/2012/06/14/us-sweden-executives-salaries-idUSBRE85D0R920120614http://www.reuters.com/article/2012/06/14/us-sweden-executives-salaries-idUSBRE85D0R920120614http://www.kwintessential.co.uk/resources/global-etiquette/sweden.html


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The ollowing case in point describes how Danish manuacturer Grundos

exemplies a people-approach to leadership.

Case in Point: A People Orientation atGrundos

Grundos is a global leader in advanced pump solutions and

water technology. Founded more than 60 years ago, Grundos

does business in dozens o countries around the world. Itscontinuous growth (revenues grew almost 10 percent last year

despite the recession) has been ueled by strong company

values sustainability, open and trustworthy, ocused on people,

independent, partnership, and relentlessly ambitious. These

qualities come rom the Nordic culture o global growth and long-

term sustainability.

The companys talent engine, the name o its talent

management approach, ocuses on growing people at all levels.

One talent initiative launched recently involves creating newstandards or Grundos leadership. The initiative was kicked o

with a co-creation workshop, or which 40 leaders rom around

the world were invited to share their thoughts, inspiration and

practices rom diverse vantage points in the organization. The

purpose o the initiative is to bring leadership in Grundos to

Figure 10: Denitions Gaining Support


People Leader

Peopleleaderslistentootherpeoplesviewsandareastuteatjudginghowbesttomotivateandempowerothers.Theynaturallyprefertotakecontrol,initiateactionandexerciseleadership.Theirpeople-focusedapproach,combinedwithareadyacceptanceofresponsibility,helpsthemgainotherpeoplestrust.Theymaynditdifcult,however,tomaketoughdecisionswhichhaveanegativeimpactonothers.

Individualist

Individualistsaremorestronglyfocusedontask-relatedthanonpeople-relatedaspectsofthejob.Theyprefernottoengagewiththepersonalconcernsofothersandtendnottoactinadirectivemanner.Theyareopentoexpressingtheirownopinionsandmayseektotakeanindependentadvisoryrolewithinthegroup.

Source: SHL 2012


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another level, supporting the companys high ambitions or the

uture, and its ability to attract and develop great people.e

Delivering Success

Results matter. Identiying individuals who can actually deliver success

is an important aspect o leadership development and succession

planning. The eective implementation o strategy requires both solid

organizational and operational skills (transactional capabilities),

as well as a keen ocus on results and achievement

(transormational capabilities).

One leadership style or delivering success is that o the idealist. Theseleaders preer to address issues fexibly and may be uncomortable with

a more structured approach. Idealists are less driven by the need or

personal recognition and competition. Their steady pace and fexible

styles allow them to deliver solid results.

A greater number o leaders in China and the Netherlands t with the

idealist style. With a ocus on steady improvement, this style can prove

successul in running a mature business.

As an example, Chinese personal computer manuacturer Lenovo

improved its operations dramatically through system improvements and

better supply-chain management. When Lenovo took over the business

rom IBM, only 60 percent o orders were delivered on time. Through an

updated management system, which allows employees to see the progress

o orders as they go through the actory lines and shipping, that number

now reaches as high as 90 percent. The new inrastructure also helped to

cut logistics and overhead costs by 50 percent since the acquisition.12

Another style o leadership in delivering success is known as the

business driver. These leaders have a greater ocus on achieving their

objectives and on career advancement. They identiy and act on new

opportunities by working energetically in a systematic and organized

12 Source: How Lenovo Pulled the Plug on IBMs Legacy, Joel

Schectman, August 7, 2012, http://blogs.wsj.com/cio/2012/08/07/

how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_blog.

Case in Point: A People Orientation at Grundfos (contd)

Leaders with an idealist

style preer to address

issues fexibly and may

be uncomortable

with a more structured

approach.

K EY PO INT
http://blogs.wsj.com/cio/2012/08/07/how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_bloghttp://blogs.wsj.com/cio/2012/08/07/how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_bloghttp://blogs.wsj.com/cio/2012/08/07/how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_bloghttp://blogs.wsj.com/cio/2012/08/07/how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_blog


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manner. They are generally respected or running the operation

smoothly and eciently.

Figure 11: Delivering Success



Delivering Success

Key Competencies:Organizing & Executing

Enterprising & Performing

Key Style Differences:Business Driver vs. Idealist

Planning, working in an organized manner

and focusing on delivery.

Focusing on results and on achieving goals.

Business drivers focus on results, achieving

goals and career advancement.

Idealists focus on f lexibility and approaching

tasks at a steady pace.

Business DriverIdealist

Norway U.S. IndiaDenmark SwedenU.K.AustraliaBelgiumChinaNetherlands

Figure 12: Denitions Delivering Success


Idealist

Idealistsprefertoaddressissuesexibly.Theyderivesatisfactionfromapplyingsteadyefforttothetaskathandandmayndituncomfortableandconstrainingtoadoptamorestructuredapproach.Theyarelessdrivenbycompetition,orbytheneedforpersonalrecognition,which

meanstheymayfailtocapitalizeonpotentialcommercialopportunities.However,theirsteadypaceandexiblestyleprovidesacounterbalancetomoreintenseapproaches.

Business Driver

Businessdriversfocusonresults,achievementofpersonalworkgoalsandcareeradvancement.Thismayalsomeanthattheyshowastronginterestinbusiness,commerceandnance.Theyidentifyandactuponnewopportunitiesbyworkingenergeticallyinasystematicandorganizedmanner.Whiletheymaysometimesbecomepreoccupiedwithdetail,theyaregenerallyrespectedforrunningtheorganizationsmoothlyandefciently.

Source: SHL 2012


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One potential drawback o the business-driver style is that the quest or

achievement may lead to a ocus on short-term results and overshadow

the long-term needs o the corporation. A study by Harvard Business

School showed that companies which were ocused on short-term results

had more volatile stock returns and were riskier investments.13 American

business leaders have long been criticized or this tendency, which somesay helped to plunge the U.S. into its recent nancial meltdown. Certain

industries tend to have dierent styles, with banking, business services

and electronics tending to a shorter-term ocus, while pharmaceuticals,

retail and beverage manuacturers ocusing more on the long term.

As long as uture needs are not sacriced or short-term gains, a results-

oriented approach is a positive aspect o leadership and, indeed, is

necessary to deliver success. As demonstrated in the next case in point,

Seagate is one company that has achieved success with a ocus on results

and execution. The company is now supplementing that style with

greater fexibility and ocus on teamwork, blending both transactional

and transormational competencies.

Case in Point: Seagate Fosters a High-Perormance Culture

With operations in more than 30 countries, Seagate is a leading

provider o hard drives and data-storage technologies. For years,

the company has been run with a high-perormance culture

ocusing all employees on commitment and execution. Seagate

pioneered the use o an integrated goal and development

process, and was an early user o HR talent management

sotware. Each year, more than 95 percent o its employees dene

their goals and create individual development plans. These goals

are aligned all the way up to the CEO creating a tremendous

amount o visibility and accountability.

Goals are reset each year, and employees continuously ocus

on their achievement within a culture o perormance and

accountability. This type o leadership and management structure

13 Source: The High Risks o Short-term Management, Harvard Business School / Sean

Silverthorne, April 11, 2012, http://hbswk.hbs.edu/item/6965.html.
http://hbswk.hbs.edu/item/6965.htmlhttp://hbswk.hbs.edu/item/6965.html


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refects a style o ast growth, high perormance and

disciplined execution.

Recognizing signicant changes in the industry, Seagate is

currently undergoing a cultural transormation supplementingits ocus on rigorous execution and engineering discipline with

more fexibility in decision-making and an emphasis on teamwork.

As part o this eort, Seagate has revised its key competencies,

and is conducting workshops or directors and senior leaders.

During the workshops, leaders discuss the current culture and the

desired state. In addition, leaders complete an assessment that

reveals how their individual style is aligned to the desired culture.

Leaders then learn 10 leadership tools or promoting a more

teamwork-oriented culture.

Beore completing the workshop, participants create development

plans and commitment orms, and are held accountable or their

completion. More in-depth sessions are oered throughout the

year to reinorce development and sustain the change in culture.

Seagates ability to reshape its leadership style and culture in

response to environmental infuences is one key to its continued

success in a hypercompetitive market. e

Case in Point: Seagate Fosters a High-Performance Culture (contd)


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Learning to Lead

As demonstrated in the preceding sections, leaders in the 10 countries

studied exhibit dierent preerences relating to the transormational and

transactional competencies. Transormational leaders think strategically,generating innovative ideas. They are adept at communicating and

infuencing others to ollow their vision. They gain support by taking

decisive action and providing direction, and achieve their goals by

ocusing on results. In short, these leaders transorm their organizations

through innovation, drive and persuasive communication.

One Danish company, AP Moller-Maersk, is an example o an

organization with a fair or transormational leadership. Founded

in 1904, Maersk is one o the worlds most successul transportation,

energy, manuacturing and retail companies. One key to Maersks long-term sustainability is through its leadership. Leaders are selected and

evaluated using assessments, and then developed over many years.

Rotational assignments throughout the various businesses help leaders

to gain a global understanding o the marketplace. People development,

innovation, growth and perormance are highly valued at Maersk, and

have become part o the corporate culture. These values refect the

companys ocus on transormational leadership and long-term success.

At the other end o the spectrum, transactional leaders typically have

a strong ocus on operational eectiveness and execution. They areadept at analyzing complex inormation and applying their expertise

to develop a strategy. They deliver results through careul planning,

organization and a ocus on delivery.

One example is Indias Reliance Industries, which has achieved impressive

results through its commitment to operational excellence. Within a short

span o just more than three decades, Reliance Industries has emerged

as Indias rst private company to break into the FORTUNE Global 500

list. To achieve its signicant growth, Reliance ocuses heavily on both

innovative leadership and technical execution. The company relies on theSix Sigma14 business strategy, encouraging managers at all levels to ocus

14 Six Sigma is a rigorous, ocused, high-impact process that uses proven quality

principles and techniques to reduce process variance. For more inormation on Six Sigma,

please visit http://www.isixsigma.com, which oers articles and easy-to-read examples o

how to apply Six Sigma to any business process.
http://www.isixsigma.com/http://www.isixsigma.com/


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on quality and operational excellence. The leaderships continuous ocus

on results, without compromising operational eciency, has created a

$66 billion company and Indias largest private sector employer.

Developing Leadership CompetenciesWhen looking at the dierences in leaders behaviors, many people ask,

Canleaderschangetheirstyles?Theshortansweris,Yes,toacertain

extent. An individuals main tendencies (or behavioral posture) are likely

to stay airly constant and are typically the allback position when under

stress. But leaders can modiy behaviors over time.

Understanding the makeup and potential o a leader helps organizations

to identiy where development is needed and the extent o that

development. Whether leaders respond to the learning interventiondepends on how motivated individual leaders are to achieve their career

goals and the degree o change required.

Too many global companies try to roll out a standard development

initiative around the world, not taking into account the dierences in

styles and skills sets across leaders. While some common components,

such as organizational values and corporate mission, may apply around

the globe, others will need to be customized at the local level.

Once the necessary skills are dened, developing them is, o course,

the next challenge. As described in the ollowing case in point, Mars

pinpointed specic development needs among its Asian management

teams and then created an initiative to build these capabilities.

Case in Point: Mars Creates Asia LeadershipForum

Mars is one o the worlds leading ood manuacturers, with

70,000 associates in more than 65 countries. Over the past ve

years, the company has increased its investment in leadership

development to strengthen its talent across regional operations.

Since Asia is a key growth market, one o Mars initiatives is to

build a strong talent pipeline across this region.

Mars initiative has

helped to build stronger

capabilities among its

Asian management

teams.

K EY PO INT

When looking at the

dierences in leaders

behaviors, many people

ask, Can leaders change

theirstyles?

K EY PO INT


28/42




To this end, Mars launched its Asia Leadership Forum, a series

o development experiences, learning events and networking

opportunities or management teams in China, Japan, Korea,

India, Thailand, Hong Kong, Taiwan and Southeast Asia. The

initiative was designed to build stronger ties across countries,

uncover the major challenges acing each market and provide

inspiration to drive a new set o behaviors around how to win in

the region.

The rst session, held in Hong Kong, ocused almost entirely on

uncovering the business opportunities in each market by building

skills in breakthrough thinking. The second session concentrated

on networking to strengthen personal ties across the region.

Through a network analysis, it became clear that the ties across

the region were weak, with inormation fowing through only

a ew key individuals. Mars leaders were not using the diversity

o knowledge within the region in the most eective manner.

The goal o the networking event was to build a strong sense o

community and to share practices across the region.

In the nal part o the program, each countrys team presented a

story o growth and opportunity to some o Mars highest-ranking

executives. The goal o these sessions was to create greater

visibility and understanding o the value o increased investment

in the region.

As a result o the initiative, Mars now has a better understanding

o the business needs and growth opportunities in the region.

In addition, leaders have a greater sense o condence around

their capabilities and in the support rom top management or

their uture direction. The initiative has helped to build stronger

networks o leaders who have a shared ownership in the journey.e

Understanding the Dierences

Beore designing a development solution, organizations need to assess

leaders to understand their current strengths and gaps. We would also

advise HR leaders to develop an understanding o dierent countries

and cultures, which will aid them in designing eective solutions. Our

Case in Point: Mars Creates Asia Leadership Forum (contd)


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years o research in global organizations lend some insights into why

leadership styles vary rom one country to another.

Culture and History

Native-born leaders have been immersed in the history and culture o

their homeland their entire lives. They learn values and see behaviors

rom their parents, teachers, political leaders and riends. They are

taught to value certain people and behaviors because these are adopted

among the entire culture.

The U.S., or example, is a country built on rugged individualism. Many

o the amilies here grew rom immigrants who came to the U.S. or

its reedom and equal opportunity. The principles o lie, liberty and

the pursuit o happiness lead to values o independence, drive andcompetition. Moreover, many Americans think o the U.S. rst, because

the nation is young and considers itsel an exceptional country among

others. These values lead to the individualist and business-driver styles

explored in the preceding section. (See Figures 9 and 10.)

In Nordic countries, by contrast, children are taught the value o the

collective good and the governments play a role in making sure

that people o all economic means are taken care o and supported.

These countries are much older and their economies grew through

globalizationthousandsofyearsago.Youngpeoplelearnaboutglobalism, the collective good and the importance o the organization

over the individual at an early age. These values are refected in the

people-leader style described earlier. (See Figures 9 and 10.)

On the other side o the globe, the Chinese have a long history o

Conucianism and ocus on generational roles.15 The country is shiting

rom being dominated by the state to accelerating levels o individual

reedom. This transormation has given rise to an increasing culture o

entrepreneurship and hard work. With their long history, many Chinese

people take a long-term view o organizational change, which is seen intheir tendency toward an idealist style. (See Figures 11 and 12.)

15 Source: Into China: Talent Management Essentials in a Land of Paradox, PageUp

People Research / Sylvia Vorhauser-Smith, March 2012.

With principles grounded

in lie, liberty and the

pursuit o happiness,

many U.S. leaders tend

toward the individualist

and business-driver styles.

K EY PO INT


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Political Conditions

The role o a government, and its view o commerce and international

business aect leadership styles in dierent locales. Consider the degree

o control, or example, the Chinese Communist Party maintains over

all aspects o business and media. Chinas governmental practices can

conuse and rustrate business people rom countries with very dierent

ideologies and practices. This has caused some corporations to reconsider

doing business there.16

Maturity and Size o the Corporations

Leadership qualities vary by organizational size and maturity. Founder-

run companies are oten started by a charismatic leader, someone who

is entrepreneurial and innovative. As companies grow and mature, they

oten become more operational. Facing quarterly nancial reports and

being accountable to shareholders, they become increasingly concerned

with maintaining a steady state. However, as companies grow, the

competencies that support clear communication and gaining support also

grow in importance.

Particularly in high-growth markets such as Asia, leaders may need to

take on more responsibility relatively early in their careers. With most

organizations still on a growth track, these leaders will have to learn

key skills in a rapidly changing environment. This includes the maturity

to appreciate what a leader is, manage role transitions, and understand

business strategy and operations. Todays comprehensive leadership

development solutions must include areas that enable leaders to mature

aster with a deeper and more structured ocus than traditional

leadership programs.17

Industry Variances

Conservative companies are likely to breed conservative, operational

behavior, especially in industries in which risk mitigation is highly prized.

For example, scal responsibility and regulations impact governmental

16 Source: Into China: Talent Management Essentials in a Land of Paradox, PageUp

People Research / Sylvia Vorhauser-Smith, March 2012.17 Source: Emerging Leadership Trends in India, Harvard Business Publishing, 2011.


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agencies and healthcare organizations. They are less likely, thereore,

to reward highly innovative, risk-taking leaders. Technology companies,

such as Apple and Google, on the other hand, go out o their way to

oster creative, innovative behavior.


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Conclusion: Investing or GlobalAgility

Global expansion is one actor ueling additional spending on leadershipdevelopment. Most large businesses are opening up new markets,

requiring leaders with entrepreneurial skills, as well as with knowledge

o local customs. In addition, with operations spreading around the

globe, leaders now need to manage across geographic boundaries.

Employers thus need to create virtual talent pools around the world to

enable them to put talent where it is needed.18 This requires a new set o

skills to manage employees, customers and partners with diverse cultures

and needs.

Our research reveals the necessity o understanding the competencies andpotential within the leadership ranks, and the need or diversity within

the leadership team. Organizations require dierent types o leaders to

open up new markets and to meet ever-changing business conditions.

The ollowing is a summary o key ndings and recommendations rom

our research.

Tailored Development Since the balance o competencies varies rom

country to country, executives and leadership development proessionals

cannot adopt a one-size-ts-all approach to leadership development.

Organizations must meet leaders where they are and use scientically

developed assessments to determine where a leaders initial strengths lie.

Development can then be tailored or the individual.

Many companies create global leadership programs and then customize

them to meet local needs. The approach at General Mills, or example, is

to blend a universal or corporate standard with local culture and business

priorities. In striking this balance, the organization remains unied on

leadership expectations and values which are common around the world,

while remaining relevant to local needs. The companys CLO, who sees

real value in local input to development solutions, said,

18 Source:GloballyMobileWorkforcesAreChangingAreYou

KeepingUp?,Mercer,May15,2012, http://www.mercer.com/articles/

globally_mobile_workforces_are_changing*.

A global, one-size-ts-all

leadership solution will

not work, since leaders in

dierent countries may

have very dierent styles

and skills sets.

K EY PO INT
http://www.mercer.com/articles/globally_mobile_workforces_are_changinghttp://www.mercer.com/articles/globally_mobile_workforces_are_changinghttp://www.mercer.com/articles/globally_mobile_workforces_are_changinghttp://www.mercer.com/articles/globally_mobile_workforces_are_changing


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I have found local adoptions to be quite innovative

and have leveraged them for later global leadership

development. Remember, not all leadership wisdom

springs from headquarters!

Respect Individual Dierences Leaders in global companies mustrespect the individual dierences o all those working with them. A U.S.

leader with a business-driver style ocused on results may rustrate a

Chinese leader who is accustomed to a more fexible approach and values

the opportunity to build the relationships beore committing to the task.

Individuals must recognize their dierences and learn to work together

or the ultimate good o the company.

Broaden Leadership Capability Sets Eective leaders have a blend

o transactional and transormational styles. HR leaders look or

opportunities to broaden leaders experiences, so that they canstrengthen traits in areas in which they are less comortable. For

example, visionary leaders can hone their operational skills through

special assignments, job rotations or group projects.

Play to Their Individual Strengths The goal is not to create all leaders in

the same mold. Although leaders should broaden their styles, companies

must careully position key talent to their strengths. Highly skilled

operational-style managers are less likely to succeed in roles in which

highly transormational talent is needed, and vice versa. The t o the

leader to the need is critical or organizational success; ascertaining thatt through the types o employee intelligence shared in this report is

essential.

As an example, Cisco groups its leaders into our categories innovators,

scale business-growers, cost-cutters and turnaround specialists. The

company has ound that a leader who is good at one o these types

should move to opportunities or which that type is needed (i.e., rom

one innovation business to another innovation business). Trying to place

a cost-cutter in an innovation business, or example, ails to recognize

each leaders traits and likely will not succeed.

Understand the Culture We strongly recommend that business and

HR proessionals study the history and culture o the countries in which

they do business. As our research shows, leadership styles vary based on

culture. A highly eective leader in the U.S., or example, may ail quickly

in a collaborative culture like the Nordics, without sensitivity training.

Although leaders should

broaden their styles,

companies must careully

position key talent to

their strengths.

K EY PO INT


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Leaders in the Middle East, i they grew up in a patriarchal culture, may

appear to be adversely gender-biased when moved into another culture.

In looking or expatriates or oreign nationals to ll positions across

borders, it is imperative to recognize the leadership competencies and

styles in a particular geography. Although the expatriate model is stillcommon, many companies are shiting away rom it, recognizing that

many expatriates lack the knowledge o the culture and local markets

needed to succeed in these roles. I expatriates are used to ll positions,

it is important to prepare them or these assignments, allowing time to

understand and adjust to the norms in a new culture.

Recruit the Right Skills Sets Finally, beyond executive development,

there are implications or talent acquisition as corporations evaluate the

skills sets that make leaders successul and strive to ensure a diversity o

styles in their leadership teams. We see tremendous value in the use oscientic assessments to help in making the recruiting o executives

more eective.

A highly eective leader

in the U.S., or example,

may ail quickly in acollaborative culture

like the Nordics, without

sensitivity training.

K EY PO INT


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Appendix IResearch Methodology


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Appendix I: Research Methodology

In the summer o 2012, Bersin & Associates analyzed assessment data

provided by global assessment provider, SHL. The data represents threesets o leaders executives, midlevel and rst-level managers. We

evaluated the competency data across these three levels o leaders in 10

countries, using SHLs existing leadership capability model.

The 10 countries are Australia, Belgium, China, Denmark, India, the

Netherlands, Norway, Sweden, the U.K., and the U.S. Each country

was selected based on the size o its economy and the availability o

data, ensuring that we had adequate data rom which to draw valid

conclusions. The minimum sample size in each country was 1,000

participants. In total, our sample represents data rom 30,576 individualsacross a total o 778 separate organizations.

The breakdown o executives, midlevel managers and rst-level

managers by country is shown in Figure 13.


37/42




Figure 14 displays the distribution o organizations by industry.

Figure 13: Breakdown o Leader Levels by Country


7%

7%

10%

35%

8%

11%

10%

6%

10%

17%

22%

14%

22%

10%

40%

19%

27%

23%

32%

19%

71%

79%

67%

55%

53%

71%

63%

71%

59%

65%

0% 20% 40% 60% 80% 100%

Australia

Belgium

China

Denmark

India

Netherlands

Norway

Sweden

U.K.

U.S.

Executives Midlevel leaders First-level leaders


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How the Data Was Analyzed

Our analysis primarily included data on eight major competencies. (See

section, Appendix II: Leadership Competencies.)

The data compares the average o leaders assessment scores in each

country on a pair o competencies. The placement on the charts is an

indication o relative perormance versus other countries.

We caution against overgeneralization. This sample is indicative o trends on

average across the 10 countries and is not applicable to individuals, per se.

Banks14%

Construction /Engineering

5%

Durable Goods /Manufacturing

3%

Food & Beverage5%

Healthcare Equipmentand Services

3%

Industrial Transportation3%

Insurance / Real Estate /Financial Services

7%

Public Sector andNon-GovernmentalOrganizations

12%

Oil / Gas / Mining /Energy

1%

Other6%

Pharmaceuticals &Biotechnology

5%

Retail2%

Support Services11%

Technology4%

Telecommunications9%

Travel & Leisure6%

Utilities2%

Figure 14: Industries Represented



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Appendix IILeadership Competencies


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Figure 15 delineates SHLs denitions o the eight key leadership

competencies.

Appendix II: Leadership Competencies

Source: Bersin & Associates, 2012

Figure 15: SHLs Eight Leadership Competencies

Leading and DecidingTakescontrolandexercisesleadership.Initiatesaction,givesdirectionandtakesresponsibility.

Supporting andCo-operating

Supportsothersandshowsrespectandpositiveregardfortheminsocialsituations.Putspeoplerst,workingeffectivelywithindividualsandteams,clientsandstaff.Behavesconsistentlywithclearpersonalvaluesthatcomplementthoseoftheorganization.

Interacting and PresentingCommunicatesandnetworkseffectively.Successfullypersuadesandinuencesothers.Relatestoothersinacondentandrelaxedmanner.

Analyzing and InterpretingShowsevidenceofclearanalyticalthinking.Getstotheheartofcomplexproblemsandissues.Appliesownexpertiseeffectively.Quicklylearnsnewtechnology.Communicateswellinwriting.

Creating andConceptualizing

Opentonewideasandexperiences.Seeksoutlearningopportunities.Handlessituationsandproblemswithinnovationandcreativity.Thinksbroadlyandstrategically.Supportsanddrivesorganizationalchange.

Organizing and ExecutingPlansaheadandworksinasystematicandorganizedway.Followsdirectionsandprocedures.Focusesoncustomersatisfactionanddeliversaqualityserviceorproduct

totheagreedstandards.

Adapting and CopingAdaptsandrespondswelltochange.Managespressureeffectivelyandcopeswithsetbacks.

Enterprising andPerorming

Focusesonresultsandachievingpersonalworkobjectives.Worksbestwhenworkisrelatedcloselytoresultsandtheimpactofpersonaleffortsisobvious.Showsanunderstandingofbusiness,commerceandnance.Seeksopportunitiesforself-developmentandcareeradvancement.

Source: SHL 2012


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Appendix III: Table of Figures

Figure 1: Todays Talent Challenges 8

Figure 2: Kotters Dierences between Management and Leadership 10

Figure 3: The Results o Imbalance between Management and Leadership Skills 11

Figure 4: Competency Model Factors or Management versus Leadership Focus 13

Figure 5: Developing the Vision 15

Figure 6: Denitions Developing the Vision 16

Figure 7: Sharing the Goals 18

Figure 8: Denitions Sharing the Goals 19

Figure 9: Gaining Support 20

Figure 10: Denitions Gaining Support 21

Figure 11: Delivering Success 23

Figure 12: Denitions Delivering Success 23

Figure 13: Breakdown o Leader Levels by Country 37

Figure 14: Industries Represented 38

Figure 15: SHLs Eight Leadership Competencies 40


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About Us

Bersin & Associates is the only research and advisory consulting rm

ocused solely on WhatWorks research in enterprise learning and

talent management. With more than 25 years o experience in enterprise

learning, technology and HR business processes, Bersin & Associates

provides actionable, research-based services to help learning and HR

managers and executives improve operational eectiveness andbusiness impact.

Bersin & Associates research members gain access to a comprehensive

library o best practices, case studies, benchmarks and in-depth market

analyses designed to help executives and practitioners make ast, eective

decisions. Member benets include in-depth advisory services, access to

proprietary webcasts and industry user groups, strategic workshops, and

strategic consulting to improve operational eectiveness and business

alignment. More than 3,500 organizations in a wide range o industries

benet rom Bersin & Associates research and services.

Bersin & Associates can be reached at http://www.bersin.com or at

(510) 251-4400.

About This Research

Copyright 2012 Bersin & Associates. All rights reserved. WhatWorks

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