Post on 31-Dec-2015
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GLOBAL LEADERSHIP DEVELOPMENT
Kendal Callison Global HR Services SHRM Global HR SME GLOBALHR Business Leaders Conference, Seattle, March 31st 2011
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 certifiedVolunteer 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)
MY BACKGROUND
Global Leadership Development (GLD) Definition, Key Questions & Important Traits
Creating a People Advantage Overcoming Shortfalls Leadership Pipeline Competencies & a Global Mindset Development Tools Conclusion
TODAY’S FOCUS
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
GLD DEFINITION & KEY QUESTIONS
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
IMPORTANT TRAITS
… 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
LIKE A FINE WINE…
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
SHRM’S RESEARCH QUARTERLY
The Boston Consulting Group & the WFPMA Associations; www.bcg.com; 2010; Creating people advantage 2010
How companies can adapt their HR practicesto respond to volatile times… The demand for leadership development Other issues:
Managing talent Enhancing employee engagement Measuring workforce performance Improving performance management &
rewards
CREATING A PEOPLE ADVANTAGE
Development Dimensions International, Inc; www.ddiworld.com; 2009; Global leadership forecast 2008/2009: Overcoming the shortfalls in developing leaders.
…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
OVERCOMING SHORTFALLS
Bloomberg Businessweek.com/Hay Group; February 18, 2010; 2009 best companies for leadership. The future of leadership: A spotlight on the best.
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
LEADERSHIP PIPELINE
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
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
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
GLOBAL MINDSET
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
COMPETENCIES
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
GLOBAL MINDSET
SHRM; 2010; What senior HR leaders need to know: Perspectives from the U.S., Canada, India, the Middle East and North Africa.
Global mindset / global intelligence
Effective communication
Strategic thinking
Cross-cultural intelligence
COMPETENCIES
Lombardo, M.M., Eichinger, R.W.; Center for Creative Leadership; 2006; FYI for your improvement, 4th edition.
Global business knowledge Cross-cultural resourcefulness Cross-cultural agility Assignment hardiness Organizational-positioning skills from
remote locations Cross-cultural sensitivity Humility
COMPETENCIES
Hind, P., Wilson, A. & Lenssen, G; 2009; Developing leaders for sustainable business. Corporate Governance, 9(1), 7+.
Five mediating keys: Systemic thinking Embracing diversity & managing risk Balancing global & local perspectives Meaningful dialogue & developing a new
language Emotional awareness
COMPETENCIES
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
DEVELOPMENTAL TOOLS
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
CONCLUSION
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.
REFERENCE LIST
1 of 2
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+.
REFERENCE LIST
2 of 2
Kendal CallisonGlobal HR ServicesSHRM Global HR SME
Kendal.Callison@gmail.com206-218-8001
QUESTIONS?