Global Leadership Fellows Programme 2011

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description 26.07.2011Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to

Transcript of Global Leadership Fellows Programme 2011

  • 1.Global Leadership FellowsWorld Economic Forum 1

2. Global Leadership Fellowsjoin a three-years leadership development that integratesjob experience at the Forum and an executive educationdelivered by the worlds foremost thought leadersand practitioners. World Economic Forum 2 3. VisionThe executive leadership programme will developtomorrows leaders of global institutions in both the privateand public spheres.Fellows will complete theprogramme with agreater self awareness,insights into global, regionaland industry agendas,unique networks,externally recognized asleaders with a global mindset. World Economic Forum 3 4. MissionTo foster and accelerate thedevelopment of the GlobalLeadership Fellows in theirknowledge and skill domains,through an integratedprogramme of workexperience,teaching and personaldevelopment with the highestlevel of exposure to leaders inthe private and public sectors.World Economic Forum 4 5. Top talent: The FellowsFellows are mid-career professionals, who will have completed3 years in Forums front line positions, benefiting from:Connecting theThought Leading the Uniquedots: leadership:leaders:network: Understanding Exposure to Facilitating topDevelopingglobal inter-global, regional, leaders meetingsrelationships and dependenciesindustry issues, engaging shaping thestakeholdersagenda for various communities in parallel with3 years of leadership training, co-delivered by: World Economic Forum 5 6. Who are the Fellows?The programme recruits the most promising leaders to join the annual cohortand immerses them in a development experience that will increase eachindividuals capacity to improve the state of the world. Diverse: 26 Fellows (2008 cohort), 19 nationalities Gender Mix:Males 40% , Females 60% Average Age: 34 Broad Intellectual BackgroundAll Fellows have at least one Masters degreePhD degree16%MBA degree32%More than one Masters degree 40% Strong Work ExperienceAverage of 8 years (45% for profit; 55% not for profitsector) Typical education fromINSEAD, IMD, HEC, LSE, Harvard Kennedy School ofGovernment, Columbia University; Oxford University,Cambridge UniversityWorld Economic Forum 6 7. Recruitment and career paths Hired for specific front line positionsby a line manager and the Dean Entrance to the organization at theSenior Manager level with a threeyear contract Pending a solid performanceAssociate Director position withintwo years A promotion to Director is expectedbetween 1-3 years from completionof the programmeWorld Economic Forum 7 8. Recruitment Highly competitive selection 2500 applications p.a. Selection process: Screening of CVs and essays Behavioral, competency based interviews Realistic job preview Emotional intelligence testingLooking for: Service orientation Problem solving Results drive Shaping agenda Synthesizing Values alignment Collaboration Motivational fit Managing self Managing projectsWorld Economic Forum 8 9. Where do they go after the programme?Corporations: Middle manager with line management responsibility (Marcello, Expedia) Adviser /Chief of staff/ Executive assistant to the CEO (Sumeet, Fortis) External Affairs/Public policy/Communication (Cristine, MMC) Strategy (Arun, McKinsey)Governments Adviser (to the Minister of Finance, Nigeria; Yemi) Head of an office (Head of competitiveness, Guatemala, Julio)NGOs and International Organizations Economist (Preeti, African Development Bank) Regional responsibility (Dezhi, IMF) High impact programmes (Francesca, British Council)The Forum Director of Media and Entertainment Industries (Diana) Director Head of Asia (Sushant) Chief of staff, Centre for Global Industries (Helena) World Economic Forum 9 10. About the programme: in the media"Manager training at the"Training for Leading Roles"Patricia Cohen, 9 July 2010 super league level"Andrew Baxter, 26 January 2009 "The Complicated Lives of "Leaders-to-Be" Todays Leaders"Ben McGrath, 2 August 2010 20 September 2010World Economic Forum 10 11. About the programme: Foundation Board "What a tremendouspool of diverse talent!" Ghosn(Renault-Nissan Alliance)Nooyi(PepsiCo)"If you [The Forum], dont knowwhat to do with them [the Fellows], send them to us!" World Economic Forum 11 12. The leadership modelThe perception of leadership is often in the eye of the beholder.At the Forum, we see leadership as an interconnection of : Thought Leadership Constituent Leadership People LeadershipBuilding trust Personal qualities ServiceForumattitude development Structuring Constituent Managingproblem & Forum Providingteams & solving Leadership feedbackprojectsShaping& coachingIntensifyingagenda Synthesising constituent Identifying ThoughtCollaborating People issues,engagementLeadershipeffectively & Leadership ManagingForesight efficiently selfBuilding Personal Mobilizing domain Qualities people knowledgeResults Committeddriven to improving the state of the Adhering world to valuesWorld Economic Forum12 13. Programme structure and contentMe Leading teamsas a leaderand organizationsLeadershipin ACTION Leadership inglobal context 2 years:3rd year:classroom andproject work, experientialmentoring and trainingcoaching World Economic Forum 13 14. The programme Nov 15Feb 1418 Feb 2125July 59 July 1115 General/SwitzerlandINSEAD/France Geneva/Switzerland Columbia/NYWharton/PA Behavioural Economics & Taking the StageStrategicLeadership & Coaching Decision Making & NetworksInternational Relations(The School of Arts)Persuasion & InfluenceDecision MakingYear 1 Emerging EconomiesAnil Gupta INSEAD (2d) The Leader within andAnil Gaba, INSEAD (2d)Influencing and Persuading Peter Cappelli, Richard Shell,Simulation GameMario Moussa Leadership across culturesAlbert Angehm, ???? Leadership & Art and Art of Wharton SchoolMBTI and Action LearingManfred Kets de Vries, Leadership (1d) Elisabeth Engellau, Columbia UniversityMeaning Making Systems Gianpiero Petriglerie, Voisit Cern/WPP School of ArtsWhartonSubramanian Rrangan, Swiss Leadership Journey INSEAD (5d) Leadership and Emerging (2d) Action LearningFutures Wharton Otto Sharmer, MIT (1d) Oct 48 Feb 2125Feb 28Mar 4 July 59July 1115 LBS/Geneva LBS/GenevaGemmi/Switzerland Columbia/NY Wharton/PA Voice, PersonalMobilizing the Science GlobalStrategy for Leaders High Performance TeamsPresence & Power (The Earth Institute)Entrepreneurial PresencePersonal Power and Influence Financial Policies (2.5d) Christopher Henessy, LBS (1d)Year 2 EthicsThe Leadership Journey Risk ManagementOrg. Politics:Gianpiero Petriglieri, team ofKunreuther et al, WhartonEntrepreneurshipAlvarez, INSEAD/ ESADEcoachesGray Dushinistrky (1d)(0.5d)INSEAD (2.5d) Columbia University Investor CapitalismEarth InstituteMike Useem, WhartonHigh Emergency Organization Team Dynamics Lynda Gratton, LBS (1d)Richard Jolly (1d) Social EntrepreneurshipNegotiationMcMillan, Wharton Strategy & InnovationDaniel Shapiro+Business GameCoaching/Consulting DayJules Goddard, LBS (2d)Harvard Law School (2.5d)Perso Mar 712JuneMayOctJuneGeneral/SwitzerlandRussia Geneva and NY Geneva and NYGeneva and NY Business WorkshopsCareer Change Leadership in Global Context Mentoring/CoachingAction Learning(optional)Personal Career ChangeYear 3Herminia Ibarra Leadership in Different INSEAD (2d) Cultures and Realities(field visits with communities)Coaching sessions withFinance & Accounting forNext Career StepsTeam project on strategic, professional coach Non-Specialists Steve Langton, Wolfgang Walterentrepreneurial & social aspectExperimental Learning Mentoring with YGLs, (optional and anytimeHeidrick & Struggles (2d)of Forums interest Examples from the past: including a shadowing within the 3 years) Israel/Palestine, Personal Branding South Africa, RussiaSue Hodgkinson (1d) World Economic Forum 14 15. Blending different learning approaches Work assignments Classroom modules & Experiential modules Learning by observing Coaching and MentoringImpact of development interventions development on the job: coaching/mentoring: classroom training, 70: 20:10, Intervention/Knowledge Skills Behaviours Motivation ValuesimpactClassroom x(x) Self study x x (x) Assignment(s) (x)xxJob rotationx xxOut of work(x) x (x)Mentoringx x (x) Coachingx xx World Economic Forum 15 16. Blending different learning approachesWork assignments: Full time, front line positionsArun leads the Forums Engineering & Construction Industry Community by providing CEOs withstrategic insights and emerging market trends. He manages 15 partnership accounts with multi-billion dollar E&C corporations. During his tenure, he has developed relationships with ministries,including India, multilateral development agencies, including the World Bank and enterprises such Arunas China Railway Construction.Education: University of Chicago, Iowa State University of Science & Technology, NationalInstitute of TechnologyPrevious employers: Sargent & Lundy, LLC; IOWA State UniversityViviane works for the Schwab Foundation of Social Entrepreneurs, where she identifies,evaluates and selects social enterprises in Asia. She builds local partnerships and liaises with other strategic relationships. VivianeEducation: INSEAD, Stanford University,Previous employers: Gallivan, Gallivan & OMelia; Keystone Strategy; Silicon Storage Technology; Hewlett Packard; AMD; UPSArturo works for the Latin American Community where he develops relationships with government,business, and civil society. Over the past three years he has worked on several reports, includingMexico Competitiveness Report with Harvards CID and Adapting to the Rise of China with the ArturoOECD.Education: Nuevo Len State University, Harvard University, Kennedy School of Government,Monterrey Institute of TechnologyPrevious employers: CEMEX; The World Bank; Harbor ConsultingWorld Economic Forum16 17. Blending different learning approachesClassroom and experiential modulesUnderstanding Corporate strategy, finance, entrepreneurship