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Global Leadership Development. Kendal Callison Global HR Services SHRM Global HR SME GLOBALHR Business Leaders Conference, Seattle, March 31 st 2011. MY BACKGROUND. 17 years in Global HR 5 years as co-owner of IT/Global HR services
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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 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 • 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 high-potential 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 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 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. 1 of 2
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+. 2 of 2
QUESTIONS? Kendal Callison Global HR Services SHRM Global HR SME Kendal.Callison@gmail.com 206-218-8001