The Role of Mobility in Developing Global Leaders Mark Frederick, Ph.D.

1. The Role of Mobility in Developing Global Leaders Mark Frederick, Ph.D. Director, Global Talent Management IOR Global Services mfrederick@iorworld.com

2. Objectives for this Session • Discuss the key qualities and competencies required for global leaders • Describe the leadership challenges of globalization • Identify assessment tools available for selection and development of global leaders • Develop a practical approach to building an effective global leadership development program

3. Leadership Qualities What qualities do you associate with effective leadership? What changes when leadership “goes global”?

4. Intercultural Adaptation: Who Should Adapt to Whom? When in Rome (or China) …do as the Romans (Chinese)do? …just be yourself? or

5. Studying Starbucks in China • China has an ancient tea drinking culture dating back nearly 5,000 years • Not “doing as the Chinese do.” Since 1999, Starbucks has grown to over 700 stores • Changing consumer tastes, “tea at home, but Starbucks in public” • Conspicuous consumption in the younger generation

6. Intercultural Adaptation: Key Competency for Global Leaders • It depends! Context is key! • Work objectives/strategy • Organizational culture • Flexibility/boundaries • Team dynamics • Personal work style • Strategic, Global Mobility must have this competency and needs to develop it in their organization!

7. Leadership Challenges of Globalization What challenges do leaders face in the global marketplace?

8. Leadership Challenges of Globalization • Dramatically increased flows and mobility of international talent in the marketplace • New configurations of teams never experienced before (multicultural; matrixed; virtual) • Rapid changes in organizational vision, values and policies • Push to address, define, and promote global sense of organizational culture

9. Moving Beyond Multinational • “Welcome to the Globally Integrated Enterprise” • “Over the past decade, IBM and its clients have changed structurally, operationally, and culturally in response to globalization and new technology” • “Global corporate integration will involve significant changes in organizational culture” – Sam Palmisano, Former CEO & Chairman (2002-2012) • Source: IBM.com

10. Global Mindset The ability to work effectivelyand comfortablyin different cultural environments with diverse populations Global Leadership requires a high degree of Global Mindset! Behavior Knowledge Attitude

11. Intercultural Development Inventory (IDI) Theory-based measure of how people (groups and individuals) respond to cultural difference (attitude/perspective) Developed by Dr. Mitch Hammer and Dr. Milton Bennett 50 item instrument created from recorded statements about difference Supported by significant validation studies, both content and construct validity over the past 20 years Available in 12 languages

12. Based on developmental model of five stages Denial Polarization (Defense/Reversal) Minimization Acceptance Adaptation Intercultural Development Inventory (IDI)

13. Useful for: Identifying global leadership talent Building talent pools Creating a baseline measurement for development Tracking progress over time Intercultural Development Inventory (IDI)

14. GCI: Global Competencies Inventory • Created by Kozai Group: 5 leading academics in the intercultural field • High degree of reliability and validity (both content and construct) • Looks at 3 major abilities and 16 competencies: • Ability to learn • Ability to develop and manage relationships • Ability to manage self

15. GCI: Global Competencies Inventory • Useful for: • Identifying global leadership talent • Creating a developmental measurement • Building a coaching developmental plan for leaders

16. CWq: Culture in the Workplace Questionnaire • Assesses cultural value preferences that impact work style • Based on the research of Geert Hofstede conducted over the past 30 years • Examines 5 major behavioral dimensions: • Individualism • Power Distance • Certainty • Achievement • Time Orientation • Contrasts personal results with the results of 5 different countries for comparison Sample

17. CWq: Culture in the Workplace Questionnaire • Useful for: • Raising awareness of cultural differences • Improving knowledge base of cultural workplace behaviors • Gap analysis to consider degree of cultural adaptation • Discussion / analysis of team and company culture Sample

18. Building an Effective Global Leadership Development Program • Get support from “the top” • Budget • Sponsorship • Visibility • Active participation • Identify stakeholders and align with other areas i.e., Talent Management, Organizational Development, Human Resources, Learning & Development • Have business unit leaders identify and suggest candidates • Use assessment tools to create talent pools • Integrate reports and results with your talent management software platform or intranet

19. Building an Effective Global Leadership Development Program • Create and BRAND rotational programs for the various regions in the organization • Make sure the regions are ready! • Develop and offer educational sessions for learning and self-awareness leveraging the experience of global assignees • Identify, develop and assign mentors for younger leadership prospects • Use assessment tools to measure developmental progress and build into the performance management system

20. Any Other Thoughts? Questions?Thanks and Enjoy the Conference! mfrederick@iorworld.com