Transcript Global Leadership Development

GLOBAL LEADERSHIP
DEVELOPMENT
Kendal Callison
Global HR Services
SHRM Global HR SME
GLOBALHR Business Leaders Conference, Seattle, March 31st 2011
MY BACKGROUND
17 years in Global HR
 5 years as co-owner of IT/Global HR services
 12 years in various global HR roles (Canada, US,
Europe, Latin America, Asia Pacific ) with
multinationals
Education MBA; GPHR; GPHR exam prep
course instructor certified
Volunteer Roles
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2010-:
SHRM Global HR SME
2007-2010: SHRM Global HR Expertise panel
2003-2005: SHRM WA State Council Int’l HR Dir.
2003:
co-founder of IHRRT (became the
Global HR Consortium in 2005)
TODAY’S FOCUS
 Global Leadership Development (GLD)
 Definition, Key Questions & Important Traits
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Creating a People Advantage
Overcoming Shortfalls
Leadership Pipeline
Competencies & a Global Mindset
Development Tools
Conclusion
GLD DEFINITION & KEY
QUESTIONS
Definition…
 Training to assist the development of required
leadership skills with the goal to unify a global
workforce around a common vision through
demonstration of personal mastery, thinking
globally, anticipating opportunities and
effectively using shared networks.
Identify…
 Talent & related capabilities
 Essential competencies
 Gap analysis
 Pathways to gain leadership experience
 Measurement tools to track actual development
IMPORTANT TRAITS
Effective Global Leaders
 Envision what they want to achieve
 Know how to meet market challenges & take
steps to make that vision a reality
 Realize that effective interaction between
leadership and employees strongly impacts
their future success
 Have organizational commitment to learning &
the development of a global mindset
LIKE A FINE WINE…
… it takes time to develop a leader who can
manage effectively within a global context
 Working in different cultures
 Understanding complex relationships
 Developing cultural skills & attitudes
 Employees:
 develop leadership skills & behaviors
 grow & develop at different speeds
SHRM’S RESEARCH QUARTERLY
 Q4 2010 SHRM Research Quarterly
“Global Leadership Development”
www.shrm.org
 Includes:
 Issues important for GLD success & related
strategies
 Academic studies highlighting these issues
 Perspectives on trends, challenges &
opportunities
CREATING A PEOPLE
ADVANTAGE
How companies can adapt their HR practices
to respond to volatile times…
 The demand for leadership development
 Other issues:
 Managing talent
 Enhancing employee engagement
 Measuring workforce performance
 Improving performance management &
rewards
The Boston Consulting Group & the WFPMA Associations; www.bcg.com; 2010;
Creating people advantage 2010
OVERCOMING SHORTFALLS
…in developing leaders
 75% identified improving or leveraging
talent as a top business priority
 Only 50% had a process to identify highpotential leaders and…
 …only 39% of those had a program to
accelerate candidates’ development
Development Dimensions International, Inc; www.ddiworld.com; 2009; Global
leadership forecast 2008/2009: Overcoming the shortfalls in developing leaders.
LEADERSHIP PIPELINE
 Organizations must have a process within
their talent management strategy
 Leadership focus should begin early in a
potential candidate’s career
 The best leadership companies focus on
attracting young leaders
Bloomberg Businessweek.com/Hay Group; February 18, 2010; 2009 best
companies for leadership. The future of leadership: A spotlight on the best.
COMPETENCIES
 A lack of the right competencies in existing
global leaders can cause critical challenges
 Strategic planning & implementation
 Interpersonal misunderstandings and / or
miscommunication between executives from
different cultures
 Global mindset is an integral part of GLD &
the foundation for successful global
leadership
COMPETENCIES
 Innovation comes from:
 New ideas
 New thinking
 New ways of looking at the world
 Need to develop a new global mindset
 Need to examine:
 Talent management & development
 Connection between diversity of thought
& innovation
Bloomberg Businessweek.com; www.businessweek.com; (1-26-2010); The New
Global Mindset
GLOBAL MINDSET
 Diversity includes:
 Not just race or gender
 Personality, level and type of education
and skills, culture, generation and life
experiences
 Leveraging inclusive ways of thinking
Bloomberg Businessweek.com; www.businessweek.com; (1-26-2010); The New
Global Mindset
COMPETENCIES
Four principles:
 Get the mindset
 Nurture a spectrum of talent
 Anticipate the next big thing
 Consensus is not always desirable
Bloomberg Businessweek.com; www.businessweek.com; (1-26-2010); The New
Global Mindset
GLOBAL MINDSET
 Developing a global mindset includes:
 Cultural competency skills
 An understanding of & appreciation for
different preferences & communication styles
 Cultural sensitivity
 Commitment to develop & support a different
organizational mindset
 Open to learning new perspectives
 Capacity to learn from failure
 Enables working effectively across functional,
organizational & cross-cultural boundaries
 Essential for a worldwide corporate vision balancing global & local needs
COMPETENCIES
 Global mindset / global intelligence
 Effective communication
 Strategic thinking
 Cross-cultural intelligence
SHRM; 2010; What senior HR leaders need to know: Perspectives from the U.S.,
Canada, India, the Middle East and North Africa.
COMPETENCIES
Global business knowledge
Cross-cultural resourcefulness
Cross-cultural agility
Assignment hardiness
Organizational-positioning skills from
remote locations
 Cross-cultural sensitivity
 Humility
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Lombardo, M.M., Eichinger, R.W.; Center for Creative Leadership; 2006; FYI for your
improvement, 4th edition.
COMPETENCIES
Five mediating keys:
 Systemic thinking
 Embracing diversity & managing risk
 Balancing global & local perspectives
 Meaningful dialogue & developing a new
language
 Emotional awareness
Hind, P., Wilson, A. & Lenssen, G; 2009; Developing leaders for sustainable business.
Corporate Governance, 9(1), 7+.
DEVELOPMENTAL TOOLS
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Assignments - temporary & stretch
Mentoring &/or coaching
International business travel
Experiential or action learning assignments
International cross-functional teams
Expat assignments (long & short-term)
Language training
Cross-cultural training
360-degree feedback
CONCLUSION
 The right talent continues to be key to
maintaining &/or expanding a company’s
global marketplace position
 Effective global leadership is at the center
of this success…
 … with broad requirements of essential
competencies, skills & knowledge and…
 …a receptiveness to learning &
understanding of cultures and…
 …developing new & diverse perspectives.
CONCLUSION
 Essential parts of the GLD equation include:
 Willingness to explore new ways of leading &
learning
 Influencing others by example for the benefit of
the company
 HR’s role:
 keep the doors of learning open
 help guide the organization to become a better
corporate citizen
 Strengthen the organization’s outreach for
diverse talent with a goal to create global
leaders of the future
REFERENCE LIST
 SHRM (2010). Global Leadership Development; SHRM 4th
quarter Research Quarterly.
 The Boston Consulting Group and the World Federation of
Personnel Management Associations; www.bcg.com;
(2010); Creating people advantage 2010: How companies
can adapt their HR practices for volatile times.
 Development Dimensions International, Inc;
www.ddiworld.com (2009); Global leadership forecast
2008/2009: Overcoming the shortfalls in developing
leaders.
 Bloomberg Businessweek.com/Hay Group; Hay Group
webinar; (02-18-2010); 2009 best companies for
leadership. The future of leadership: A spotlight on the
best.
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REFERENCE LIST
 Bloomberg Businessweek.com; www.businessweek.com;
(1-26-2010); The New Global Mindset
 SHRM (2010); What senior HR leaders need to know:
Perspectives from the U.S., Canada, India, the Middle East
and North Africa.
 Lombardo, M.M., Eichinger, R.W.; Center for Creative
Leadership (2006); FYI for your improvement, 4th edition.
 Hind, P., Wilson, A. & Lenssen, G (2009); Developing
leaders for sustainable business. Corporate Governance,
9(1), 7+.
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QUESTIONS?
Kendal Callison
Global HR Services
SHRM Global HR SME
[email protected]
206-218-8001