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Global Leadership Development

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

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  1. Global Leadership Development Kendal Callison Global HR Services SHRM Global HR SME GLOBALHR Business Leaders Conference, Seattle, March 31st 2011

  2. 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)

  3. 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

  4. 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

  5. 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

  6. 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

  7. 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

  8. 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

  9. 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.

  10. 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.

  11. 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

  12. 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

  13. 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

  14. 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

  15. 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

  16. 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.

  17. 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.

  18. 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+.

  19. 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

  20. 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.

  21. 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

  22. 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

  23. 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

  24. QUESTIONS? Kendal Callison Global HR Services SHRM Global HR SME Kendal.Callison@gmail.com 206-218-8001

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