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How Global Leaders Develop Steve Terrell, Ed.D.

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Presentation of the results of research into how global leaders develop

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Page 1: How Global Leaders Develop

How Global Leaders Develop

Steve Terrell, Ed.D.

Page 2: How Global Leaders Develop

Steve Terrell

•  Leadership Development Consultant and Author

•  30 years’ experience in both corporate and consulting roles, all in Leadership Development and Change Management

–  Bank of America (10 years)

–  Andersen Consulting (4 years)

–  Dove Consulting (3 years)

–  Executive Development Associates (2 years)

–  Aspire Consulting – Founder and President (10 years)

•  Doctorate in Human Resource Development from The George Washington University, focusing on Global Leadership Development

•  Adjunct Faculty at Old Dominion University

© 2012 Aspire Consulting. All Rights Reserved. 2

Page 3: How Global Leaders Develop

Introduction

•  The rise of globalization has led to an increased demand for global leaders with global leadership skills.

•  The supply of these skilled global leaders is not keeping pace with the demand for them.

•  The competencies and skills required of global leaders are not well understood.

•  Global companies need a better understanding of the experiences that global leaders find to be developmental, the competencies they require and how they develop those competencies, to enhance and improve their global leadership development practices.

•  Global companies need to accelerate development of global leadership capabilities while also reducing the risk and costs involved in traditional developmental approaches.

© 2012 Aspire Consulting. All Rights Reserved. 3

Page 4: How Global Leaders Develop

Research Study Questions

1.  What experiences do global leaders describe as important in their development as global leaders?

2.  What do global leaders report that they learned that contributed to their development as global leaders?

3.  How did global leaders learn what they learned that led to their development as a global leader?

© 2012 Aspire Consulting. All Rights Reserved. 4

Page 5: How Global Leaders Develop

Data Collection & Analysis

•  In-depth interviews with global leaders from six industries 1.  Pharmaceutical

2.  Satellite TV

3.  Medical Devices

4.  Consumer Products

5.  Women’s Health and Beauty

6.  Financial Services

•  Interviews recorded and transcribed verbatim •  Transcripts analyzed to answer the research questions

-  Coding, Patterns and Themes, Counting

© 2012 Aspire Consulting. All Rights Reserved. 5

Page 6: How Global Leaders Develop

Findings & Conclusions

•  “What” •  What they experienced - the experiences they found to be important in

their development as global leaders

•  What they learned - the lessons they learned and the insights they gained from their experiences

•  What they needed to be competent – the global leadership competencies they found to be important to their role

•  “How” •  Attitudes and behaviors that predisposed them to be receptive to

learning from experience

•  How they learned what they learned

6 © 2012 Aspire Consulting. All Rights Reserved. 6

Page 7: How Global Leaders Develop

Developmental Experiences

Living and Working in a Different Geography and Culture Intensive Cross-Cultural Experiences

•  Holding global jobs after relocating to another country

•  Development programs, esp. Action Learning

•  Holding global jobs without relocating to another country •  Professional meetings

•  Relocating to another country to take a non-global job •  Global travel

•  Multicultural exposure and first-hand experience; immersion in local culture and customs

•  Site visits

© 2012 Aspire Consulting. All Rights Reserved. 7

Page 8: How Global Leaders Develop

Lessons Learned

Cultural Sensitivity Relationships •  Openness to different environments and

cultures •  Developing and maintaining

relationships and networks

•  Appreciating, valuing, and leveraging differences

•  Face-to-face interactions with people in their world

•  Paying attention to subtle clues and nuances of behavior; being observant

•  Seeking to understand others from the beginning

•  Adapting oneself to different cultures and customs; flexibility

•  Power of being open and genuine; connecting as human beings

•  Understanding different points of view or perspectives; openness to new and different ideas

•  It’s okay to not have all the answers; humility

•  Being tolerant and non-judgmental •  Being patient to listen and learn from

others

8 © 2012 Aspire Consulting. All Rights Reserved. 8

Page 9: How Global Leaders Develop

Global Leadership Competencies

•  Cultural Awareness and Sensitivity

•  Global Mindset / Perspective

•  Learning From Experience

•  Developing and Maintaining Relationships

•  Traits and Attitudes

•  Knowledge and Skills

© 2012 Aspire Consulting. All Rights Reserved. 9

Page 10: How Global Leaders Develop

Global Leadership Competencies

Cultural Awareness and Sensitivity

•  Ability to see different perspectives

•  Appreciating and valuing cultural differences

•  Being aware of, understanding, sensitive to, and adapting to cultural differences

•  Curiosity, desire to learn about other cultures

•  Open to differences in various cultures

•  Open-minded

•  Self-awareness

•  Views working across multiple cultures and locations as opportunity

•  Willing to explore

© 2012 Aspire Consulting. All Rights Reserved. 10

Page 11: How Global Leaders Develop

Global Leadership Competencies

Global Mindset or Perspective

•  Ability to see different perspectives

•  Align multiple perspectives

•  Dealing with ambiguity

•  Dealing with complexity

•  Flexible, adaptable

•  Learning about different ways of doing business

•  Living without a comfort zone

•  Managing multiple priorities

•  Thinking beyond the borders of one’s home country

•  Understanding the impact of one’s decisions on the rest of the world

© 2012 Aspire Consulting. All Rights Reserved. 11

Page 12: How Global Leaders Develop

Global Leadership Competencies

Learning From Experience •  Asking questions

•  Attitude of discovery

•  Growing through execution against challenges

•  Learning agility

•  Learning from mistakes

•  Listening

•  Observing, paying attention

•  Perceiving and being aware of interpersonal dynamics

•  Quickly integrating information

•  Rapid learning

•  Reflection

•  Self-reflection

•  Willing to learn

© 2012 Aspire Consulting. All Rights Reserved. 12

Page 13: How Global Leaders Develop

Global Leadership Competencies

Developing and Maintaining Relationships

•  Authenticity

•  Connecting with people from the beginning of an assignment

•  Getting work done through others

•  Giving people the sense they are valued

•  Humility or humbleness

•  Language skills

•  Relationships with people

© 2012 Aspire Consulting. All Rights Reserved. 13

Page 14: How Global Leaders Develop

Global Leadership Competencies

Traits and Attitudes •  Courage to make a hard decision

•  Driving for results

•  Intelligence

•  Objectivity

•  Openness to experience, open-minded

•  Passion

•  Patience

•  Resilience

•  Self-confidence

•  Tolerance

•  Working hard, perseverance

© 2012 Aspire Consulting. All Rights Reserved. 14

Page 15: How Global Leaders Develop

Global Leadership Competencies

Knowledge and Skills

•  Leading the Business

-  Business acumen

-  Organizational knowledge

-  Technical or functional knowledge

•  Leading People

-  Aligning, engaging, providing direction

-  Developing people

-  Empowering others

-  Staffing key roles

© 2012 Aspire Consulting. All Rights Reserved. 15

Page 16: How Global Leaders Develop

Global Leader Learning Approaches

Attitude or Stance Toward Learning

Learning Approaches During Experiences

Learning Approaches After Experiences

•  Openness to experience •  Observation of people and

organizational dynamics •  Reflection-on-action

•  Motivation, willingness, and desire to learn

•  Learning from mistakes and failures

•  Transfer and generalization to other situations

•  Curiosity about working and living in other parts of the world

•  Learning “in the moment,” accidental, incidental, and serendipitous

•  Discovery and exploration •  Self-reflection, reflection-

in-action

•  Desire, intention, and willingness to gain something positive from experience

•  Listening and attending to others; observing others

© 2012 Aspire Consulting. All Rights Reserved. 16

Page 17: How Global Leaders Develop

Conclusions

1.  Global leaders develop through first-hand cross-cultural and global leadership experience.

2.  As a result of their developmental experiences, global leaders learn the importance and value of cultural sensitivity, relationships and networks, and curiosity or desire to learn.

© 2012 Aspire Consulting. All Rights Reserved. 17

Page 18: How Global Leaders Develop

Conclusions

3.  Global leaders require a unique set of global leadership competencies to effectively fulfill their roles. •  Cultural awareness and sensitivity •  Global mindset or perspective •  Learning from experience •  Developing and maintaining relationships •  Communication •  Traits or attitudes •  Knowledge and skills

4.  Global leaders are driven by curiosity, openness, and a desire

to learn.

© 2012 Aspire Consulting. All Rights Reserved. 18

Page 19: How Global Leaders Develop

Conclusions

5.  Global leaders develop and learn intuitively, dynamically employing ad hoc learning approaches.

•  Attitude or stance toward learning

•  Learning approaches during experiences

•  Learning approaches after experiences

© 2012 Aspire Consulting. All Rights Reserved. 19

Page 20: How Global Leaders Develop

GLDP Audit

How effective are you at these Global Leadership Development Practices?

1.  Global Leadership Competency Model

2.  Global Leader Selection

3.  Expatriate Assignments

4.  Intensive Cross-Cultural Developmental Experiences

5.  Multi-Cultural Understanding and Sensitivity for Potential Global Leaders

6.  Preparing Potential and Current Global Leaders to Develop and Maintain Relationships and Networks

7.  Fostering Curiosity and Desire to Learn About Other Countries and Cultures

8.  Promote the Need for an Attitude of Openness Toward Experience and Learning

9.  Providing Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From Experience

© 2012 Aspire Consulting. All Rights Reserved. 20

Page 21: How Global Leaders Develop

Next Steps

Where do you want to go from here?

© 2012 Aspire Consulting. All Rights Reserved. 21

Page 22: How Global Leaders Develop

Contact Information: STEVE TERRELL, ED.D.

ASPIRE CONSULTING, INC.

1903 LANCING CREST LANE

CHESAPEAKE, VA 23323

phone. 757-546-7347 cell. 757-647-2571 fax. 757-546-8679

email. [email protected]

ASPIRECONSULTING.NET

Thank You!

Page 23: How Global Leaders Develop

APPENDIX

© 2012 Aspire Consulting. All Rights Reserved. 23

Page 24: How Global Leaders Develop

GLDP Audit

Global Leadership Competency Model RATING

1.  Competency Model that Describes Competencies Required for Success in a Global Role •  Cultural Awareness and Sensitivity •  Global Mindset or Perspective •  Learning From Experience •  Developing and Maintaining Relationships •  Communication •  Traits or Attitudes •  Knowledge and Skills •  Company-Specific Competencies •  Role-Specific Competencies (Global, Functional/Technical)

2.  Structured Process, Guidelines, and Tools for Assessment (e.g., 360), Feedback, Coaching, and Development of Global Leaders

3.  Consistent Global Application of Process and Tools

4.  Global Management Team Reliance On/Use of Process and Tools

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

© 2012 Aspire Consulting. All Rights Reserved. 24

Page 25: How Global Leaders Develop

GLDP Audit

Global Leader Selection 1.  Global Leader Selection Criteria

•  Global Leadership Potential •  Global Leadership Competencies •  Curiosity and desire to learn, especially about other cultures •  Motivated to learn about other parts of the world •  Openness to experience •  Desire to actively explore new cultures •  Ability to learn from experience •  Company-specific criteria

2.  Structured Process, Guidelines, and Tools for Assessment, Identification, and Selection of Global Leaders

3.  Consistent Global Application of Process and Tools

4.  Global Management Team Reliance On/Use of Process and Tools

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

© 2012 Aspire Consulting. All Rights Reserved. 25

Page 26: How Global Leaders Develop

GLDP Audit

Expatriate Assignments RATING

1.  Identifying developmental characteristics of assignments and matching people with assignments for developmental purposes.

2.  Providing active support, on-going feedback and coaching, and other development throughout assignments.

3.  Creating individual development plans for potential/new global leaders, focused on developing global leadership competencies.

4.  Holding the appropriate people (individual global leader, his/her manager, HR) accountable for implementation and follow-through of individual development plans.

5. Equipping new global leaders with concepts, skills, tools, and other resources to enhance their ability to actively learn from experience.

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

© 2012 Aspire Consulting. All Rights Reserved. 26

Page 27: How Global Leaders Develop

GLDP Audit

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

Intensive Cross-Cultural Developmental Experiences RATING

1.  Guidelines for Identifying and Selecting Developmental Experiences for Potential and New Global Leaders

2.  Catalog of Developmental Assignments and Experiences (e.g., Global Project Team Assignments, Global Meetings, Global Travel, Site Visits, Global Leadership Development Programs)

3.  Individual Development Plans That Incorporate Global Leadership Development Goals and Action Plans

4.  Equip Leaders with Skills and Tools to Proactively and Intentionally Learn From Their Global Developmental Experiences

5.  Global Project Team Assignments (e.g., global, cross-cultural team members and that involve travel to and work in other countries; projects that focus on global business issues and problems)

6.  Global Meetings

7.  Global Travel

8.  Site Visits

9.  Global Leadership Development Programs

© 2012 Aspire Consulting. All Rights Reserved. 27

Page 28: How Global Leaders Develop

GLDP Audit

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

Multi-Cultural Understanding and Sensitivity of Potential Global Leaders

RATING

1.  Cultural Sensitivity Assessment, Feedback, Coaching, Mentoring

2.  Tools to Help Leaders Understand Different Points of View and Perspectives Through the Use of Feedback, Coaching, and Mentoring

3.  Guidelines on Engaging Individuals From Multiple Cultures in Teams, Business Meetings, Presentations, and Work Sessions That Focus on International, Multicultural, and Global Issues, Problems, and Challenges

4.  Best Practices in Fostering Cultural Sensitivity and Multicultural Understanding

5.  Training in Paying Attention to Clues and Nuances of Behavior Using Observation, Assessment, Feedback, and Coaching

6.  Assessment, Feedback, Coaching, and Other Developmental Activities Aimed at Increasing Flexibility and Adaptability as a Means of Adapting to Different Cultures and Customs

© 2012 Aspire Consulting. All Rights Reserved. 28

Page 29: How Global Leaders Develop

GLDP Audit

Relationships and Networks RATING

1.  Feedback, Coaching, and Training in the Dynamics of Relationships and Relationship Development in Various Cultures

2.  Prepare Potential or Newly Identified or Assigned Global Leaders With the Mindset, Tools, and Skills Needed to Understand the Importance of Relationships and Establishing Relationships in Global Leadership Roles •  Cultural Familiarization Training •  Readings •  Discussions •  Assessments •  Transition Plans •  Feedback & Coaching

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

© 2012 Aspire Consulting. All Rights Reserved. 29

Page 30: How Global Leaders Develop

GLDP Audit

Foster Curiosity and Desire to Learn About Other Countries and Cultures

RATING

1.  Provide Feedback, Coaching, Training, or Mentoring in Learning the Patience to Listen Deeply and Learn From Others While Maintaining an Attitude of Discovery and Exploration

2.  Promote the Need to be Humble, Tolerant, and Nonjudgmental in Global Leadership Roles Through Observation, Feedback, Coaching, and Mentoring

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

© 2012 Aspire Consulting. All Rights Reserved. 30

Page 31: How Global Leaders Develop

GLDP Audit

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

Promote Need for Attitude of Openness Toward Experience and Learning

RATING

1.  Assessment, Feedback, Coaching, Mentoring, and Other Developmental Support to Encourage Openness Toward Experience and Learning

2.  Identifying and Measuring the Factors That Should be Evident in Potential Global Leaders’ Attitude or Stance Toward Learning, such as: •  Openness Toward Cross-Cultural or Global Experience •  Motivation, Willingness, and Desire to Learn From Experience •  Curiosity About Working and Living in Other Parts of the World •  Attitude of Discovery and Exploration •  Desire, Intention, and Willingness to Gain Something Positive From

Experience

© 2012 Aspire Consulting. All Rights Reserved. 31

Page 32: How Global Leaders Develop

GLDP Audit

Provide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From Experience

RATING

1.  Educating and Training Global Leaders in Specific Learning Approaches or Tactics That Enhance Learning From Experience

2.  Encouraging Global Leaders to Utilize Various Approaches to Evaluate What Works Best For Them (active experimentation; try out new behaviors; trial and error; mistakes)

3.  Encourage Global Leaders to Take Responsibility For Their Own Learning and Development q  Identify One’s Learning Needs q  Setting Goals of What One Desires to Learn From An Experience q  Adjust the Experience to Maximize Learning Potential q  Appraise One’s Own Learning Capabilities

4.  Teach Global Leaders How to Utilize Reflection in Day-to-Day Work as Well as During Structured Developmental Programs

5.  Test Various Approaches to Enhancing Reflection Skill Development to Determine Which Approaches Produce Greater Learning

© 2012 Aspire Consulting. All Rights Reserved. 32

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

Page 33: How Global Leaders Develop

GLDP Audit

1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective

SUMMARY RATINGS

1.  Global Leadership Competencies

2.  Global Leader Selection Practices

3.  Expatriate Assignments

4.  Intensive Cross-Cultural Developmental Experiences

5.  Multi-Cultural Understanding and Sensitivity for Potential Global Leaders

6.  Preparing Potential & Current Global Leaders to Develop and Maintain Relationships and Networks

7.  Foster Curiosity and Desire to Learn About Other Countries and Cultures

8.  Promote the Need for an Attitude of Openness Toward Experience and Learning

9.  Provide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From Experience

© 2012 Aspire Consulting. All Rights Reserved. 33

Page 34: How Global Leaders Develop

Priority Areas to Improve

GLOBAL LEADERSHIP DEVELOPMENT PRACTICES PRIORITIES

1.  Global Leadership Competency Model

2.  Global Leader Selection

3.  Expatriate Assignments

4.  Intensive Cross-Cultural Developmental Experiences

5.  Multi-Cultural Understanding and Sensitivity for Potential Global Leaders

6.  Preparing Potential & Current Global Leaders to Develop and Maintain Relationships and Networks

7.  Foster Curiosity and Desire to Learn About Other Countries and Cultures

8.  Promote the Need for an Attitude of Openness Toward Experience and Learning

9.  Provide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From Experience

What are the top priority areas you need to focus on to enhance and accelerate development of global leaders?

© 2012 Aspire Consulting. All Rights Reserved. 34

Page 35: How Global Leaders Develop

Related Aspire Offerings

Accelerated Global Leadership Development

§  Global Leadership Competency Model Development §  Global Leader Candidate Assessment and Selection; Behavioral

Interview Guides; Behavioral Interview Training §  Integration of Global Leadership Competencies with key HR Systems/

Processes (Talent Management, Performance Management) §  Global Leader 360° Assessment, Feedback, Development Planning, and

Coaching §  Global Leadership Development Program Design, Development,

Implementation §  Integrating intuitive, ad hoc learning approaches with structured development

programs §  Action Learning program development and facilitation

© 2012 Aspire Consulting. All Rights Reserved. 35