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How Global Leaders DevelopSteve Terrell, Ed.D.
Steve Terrell•  Leadership Development Consultant and Author•  30 years’ experience in both corporate and consulting roles...
Introduction•  The rise of globalization has led to an increased demand for global   leaders with global leadership skills...
Research Study Questions1.  What experiences do global leaders describe as    important in their development as global lea...
Data Collection & Analysis•  In-depth interviews with global leaders from six industries   1.  Pharmaceutical   2.    Sate...
Findings & Conclusions•  “What”  •  What they experienced - the experiences they found to be important in     their develo...
Developmental Experiences    Living and Working in a Different                                                Intensive Cro...
Lessons Learned         Cultural Sensitivity                                  Relationships•  Openness to different environ...
Global Leadership Competencies•    Cultural Awareness and Sensitivity•    Global Mindset / Perspective•    Learning From E...
Global Leadership Competencies                           Cultural Awareness and Sensitivity•  Ability to see different pers...
Global Leadership Competencies                              Global Mindset or Perspective•  Ability to see different perspe...
Global Leadership Competencies                                 Learning From Experience•  Asking questions•  Attitude of d...
Global Leadership Competencies                  Developing and Maintaining Relationships•  Authenticity•  Connecting with ...
Global Leadership Competencies                                Traits and Attitudes•  Courage to make a hard decision•  Dri...
Global Leadership Competencies                              Knowledge and Skills•  Leading the Business    -  Business acu...
Global Leader Learning ApproachesAttitude or Stance Toward            Learning Approaches                   Learning Appro...
Conclusions1.  Global leaders develop through first-hand cross-cultural and    global leadership experience.2.  As a result...
Conclusions3.  Global leaders require a unique set of global leadership    competencies to effectively fulfill their roles. ...
Conclusions5.  Global leaders develop and learn intuitively, dynamically    employing ad hoc learning approaches.   •  Att...
GLDP Audit      How effective are you at these Global Leadership Development                                Practices?1.   ...
Next Steps   Where do you want to go from here?                     © 2012 Aspire Consulting. All Rights Reserved.   21
Contact Information:        STEVE TERRELL, ED.D.        ASPIRE CONSULTING, INC.        1903 LANCING CREST LANE        CHES...
APPENDIX    © 2012 Aspire Consulting. All Rights Reserved.   23
GLDP AuditGlobal Leadership Competency Model                                                                    RATING1.  ...
GLDP AuditGlobal Leader Selection1.  Global Leader Selection Criteria     •   Global Leadership Potential     •   Global L...
GLDP AuditExpatriate Assignments                                                                                       RAT...
GLDP AuditIntensive Cross-Cultural Developmental Experiences                                                              ...
GLDP AuditMulti-Cultural Understanding and Sensitivity of Potential Global                                        RATINGLe...
GLDP AuditRelationships and Networks                                                                          RATING1.  Fe...
GLDP AuditFoster Curiosity and Desire to Learn About Other Countries and                                    RATINGCultures...
GLDP AuditPromote Need for Attitude of Openness Toward Experience and                                             RATINGLe...
GLDP AuditProvide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn                                   RATING...
GLDP AuditSUMMARY                                                                                                  RATINGS...
Priority Areas to Improve      What are the top priority areas you need to focus on to enhance      and accelerate develop...
Related Aspire Offerings                      Accelerated Global Leadership Development§     Global Leadership Competency ...
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How Global Leaders Develop

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Transcript of "How Global Leaders Develop"

  1. 1. How Global Leaders DevelopSteve Terrell, Ed.D.
  2. 2. Steve Terrell•  Leadership Development Consultant and Author•  30 years’ experience in both corporate and consulting roles, all in Leadership Development and Change Management –  Bank of America (10 years) –  Andersen Consulting (4 years) –  Dove Consulting (3 years) –  Executive Development Associates (2 years) –  Aspire Consulting – Founder and President (10 years)•  Doctorate in Human Resource Development from The George Washington University, focusing on Global Leadership Development•  Adjunct Faculty at Old Dominion University © 2012 Aspire Consulting. All Rights Reserved. 2
  3. 3. Introduction•  The rise of globalization has led to an increased demand for global leaders with global leadership skills.•  The supply of these skilled global leaders is not keeping pace with the demand for them.•  The competencies and skills required of global leaders are not well understood.•  Global companies need a better understanding of the experiences that global leaders find to be developmental, the competencies they require and how they develop those competencies, to enhance and improve their global leadership development practices.•  Global companies need to accelerate development of global leadership capabilities while also reducing the risk and costs involved in traditional developmental approaches. © 2012 Aspire Consulting. All Rights Reserved. 3
  4. 4. Research Study Questions1.  What experiences do global leaders describe as important in their development as global leaders?2.  What do global leaders report that they learned that contributed to their development as global leaders?3.  How did global leaders learn what they learned that led to their development as a global leader? © 2012 Aspire Consulting. All Rights Reserved. 4
  5. 5. Data Collection & Analysis•  In-depth interviews with global leaders from six industries 1.  Pharmaceutical 2.  Satellite TV 3.  Medical Devices 4.  Consumer Products 5.  Women’s Health and Beauty 6.  Financial Services•  Interviews recorded and transcribed verbatim•  Transcripts analyzed to answer the research questions -  Coding, Patterns and Themes, Counting © 2012 Aspire Consulting. All Rights Reserved. 5
  6. 6. Findings & Conclusions•  “What” •  What they experienced - the experiences they found to be important in their development as global leaders •  What they learned - the lessons they learned and the insights they gained from their experiences •  What they needed to be competent – the global leadership competencies they found to be important to their role•  “How” •  Attitudes and behaviors that predisposed them to be receptive to learning from experience •  How they learned what they learned © 2012 Aspire Consulting. All Rights Reserved. 6 6
  7. 7. Developmental Experiences Living and Working in a Different Intensive Cross-Cultural Experiences Geography and Culture•  Holding global jobs after relocating to •  Development programs, esp. another country Action Learning•  Holding global jobs without relocating •  Professional meetings to another country•  Relocating to another country to take •  Global travel a non-global job•  Multicultural exposure and first-hand experience; immersion in local culture •  Site visits and customs © 2012 Aspire Consulting. All Rights Reserved. 7
  8. 8. Lessons Learned Cultural Sensitivity Relationships•  Openness to different environments and •  Developing and maintaining cultures relationships and networks•  Appreciating, valuing, and leveraging •  Face-to-face interactions with people in differences their world•  Paying attention to subtle clues and •  Seeking to understand others from the nuances of behavior; being observant beginning•  Adapting oneself to different cultures •  Power of being open and genuine; and customs; flexibility connecting as human beings•  Understanding different points of view •  It’s okay to not have all the answers; or perspectives; openness to new and humility different ideas •  Being patient to listen and learn from•  Being tolerant and non-judgmental others © 2012 Aspire Consulting. All Rights Reserved. 8 8
  9. 9. Global Leadership Competencies•  Cultural Awareness and Sensitivity•  Global Mindset / Perspective•  Learning From Experience•  Developing and Maintaining Relationships•  Traits and Attitudes•  Knowledge and Skills © 2012 Aspire Consulting. All Rights Reserved. 9
  10. 10. Global Leadership Competencies Cultural Awareness and Sensitivity•  Ability to see different perspectives•  Appreciating and valuing cultural differences•  Being aware of, understanding, sensitive to, and adapting to cultural differences•  Curiosity, desire to learn about other cultures•  Open to differences in various cultures•  Open-minded•  Self-awareness•  Views working across multiple cultures and locations as opportunity•  Willing to explore © 2012 Aspire Consulting. All Rights Reserved. 10
  11. 11. Global Leadership Competencies Global Mindset or Perspective•  Ability to see different perspectives•  Align multiple perspectives•  Dealing with ambiguity•  Dealing with complexity•  Flexible, adaptable•  Learning about different ways of doing business•  Living without a comfort zone•  Managing multiple priorities•  Thinking beyond the borders of one’s home country•  Understanding the impact of one’s decisions on the rest of the world © 2012 Aspire Consulting. All Rights Reserved. 11
  12. 12. Global Leadership Competencies Learning From Experience•  Asking questions•  Attitude of discovery•  Growing through execution against challenges•  Learning agility•  Learning from mistakes•  Listening•  Observing, paying attention•  Perceiving and being aware of interpersonal dynamics•  Quickly integrating information•  Rapid learning•  Reflection•  Self-reflection•  Willing to learn © 2012 Aspire Consulting. All Rights Reserved. 12
  13. 13. Global Leadership Competencies Developing and Maintaining Relationships•  Authenticity•  Connecting with people from the beginning of an assignment•  Getting work done through others•  Giving people the sense they are valued•  Humility or humbleness•  Language skills•  Relationships with people © 2012 Aspire Consulting. All Rights Reserved. 13
  14. 14. Global Leadership Competencies Traits and Attitudes•  Courage to make a hard decision•  Driving for results•  Intelligence•  Objectivity•  Openness to experience, open-minded•  Passion•  Patience•  Resilience•  Self-confidence•  Tolerance•  Working hard, perseverance © 2012 Aspire Consulting. All Rights Reserved. 14
  15. 15. Global Leadership Competencies Knowledge and Skills•  Leading the Business -  Business acumen -  Organizational knowledge -  Technical or functional knowledge•  Leading People -  Aligning, engaging, providing direction -  Developing people -  Empowering others -  Staffing key roles © 2012 Aspire Consulting. All Rights Reserved. 15
  16. 16. Global Leader Learning ApproachesAttitude or Stance Toward Learning Approaches Learning Approaches After Learning During Experiences Experiences •  Observation of people and•  Openness to experience •  Reflection-on-action organizational dynamics•  Motivation, willingness, and •  Learning from mistakes and •  Transfer and generalization desire to learn failures to other situations•  Curiosity about working •  Learning “in the moment,” and living in other parts of accidental, incidental, and the world serendipitous •  Self-reflection, reflection-•  Discovery and exploration in-action•  Desire, intention, and willingness to gain •  Listening and attending to something positive from others; observing others experience © 2012 Aspire Consulting. All Rights Reserved. 16
  17. 17. Conclusions1.  Global leaders develop through first-hand cross-cultural and global leadership experience.2.  As a result of their developmental experiences, global leaders learn the importance and value of cultural sensitivity, relationships and networks, and curiosity or desire to learn. © 2012 Aspire Consulting. All Rights Reserved. 17
  18. 18. Conclusions3.  Global leaders require a unique set of global leadership competencies to effectively fulfill their roles. •  Cultural awareness and sensitivity •  Global mindset or perspective •  Learning from experience •  Developing and maintaining relationships •  Communication •  Traits or attitudes •  Knowledge and skills4.  Global leaders are driven by curiosity, openness, and a desire to learn. © 2012 Aspire Consulting. All Rights Reserved. 18
  19. 19. Conclusions5.  Global leaders develop and learn intuitively, dynamically employing ad hoc learning approaches. •  Attitude or stance toward learning •  Learning approaches during experiences •  Learning approaches after experiences © 2012 Aspire Consulting. All Rights Reserved. 19
  20. 20. GLDP Audit How effective are you at these Global Leadership Development Practices?1.  Global Leadership Competency Model2.  Global Leader Selection3.  Expatriate Assignments4.  Intensive Cross-Cultural Developmental Experiences5.  Multi-Cultural Understanding and Sensitivity for Potential Global Leaders6.  Preparing Potential and Current Global Leaders to Develop and Maintain Relationships and Networks7.  Fostering Curiosity and Desire to Learn About Other Countries and Cultures8.  Promote the Need for an Attitude of Openness Toward Experience and Learning9.  Providing Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From Experience © 2012 Aspire Consulting. All Rights Reserved. 20
  21. 21. Next Steps Where do you want to go from here? © 2012 Aspire Consulting. All Rights Reserved. 21
  22. 22. Contact Information: STEVE TERRELL, ED.D. ASPIRE CONSULTING, INC. 1903 LANCING CREST LANE CHESAPEAKE, VA 23323Thank phone. 757-546-7347 cell. 757-647-2571 fax. 757-546-8679You! email. STEVE@ASPIRECONSULTING.NET ASPIRECONSULTING.NET
  23. 23. APPENDIX © 2012 Aspire Consulting. All Rights Reserved. 23
  24. 24. GLDP AuditGlobal Leadership Competency Model RATING1.  Competency Model that Describes Competencies Required for Success in a Global Role •  Cultural Awareness and Sensitivity •  Global Mindset or Perspective •  Learning From Experience •  Developing and Maintaining Relationships •  Communication •  Traits or Attitudes •  Knowledge and Skills •  Company-Specific Competencies •  Role-Specific Competencies (Global, Functional/Technical)2.  Structured Process, Guidelines, and Tools for Assessment (e.g., 360), Feedback, Coaching, and Development of Global Leaders3.  Consistent Global Application of Process and Tools4.  Global Management Team Reliance On/Use of Process and Tools 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 24
  25. 25. GLDP AuditGlobal Leader Selection1.  Global Leader Selection Criteria •  Global Leadership Potential •  Global Leadership Competencies •  Curiosity and desire to learn, especially about other cultures •  Motivated to learn about other parts of the world •  Openness to experience •  Desire to actively explore new cultures •  Ability to learn from experience •  Company-specific criteria2.  Structured Process, Guidelines, and Tools for Assessment, Identification, and Selection of Global Leaders3.  Consistent Global Application of Process and Tools4.  Global Management Team Reliance On/Use of Process and Tools 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 25
  26. 26. GLDP AuditExpatriate Assignments RATING1.  Identifying developmental characteristics of assignments and matching people with assignments for developmental purposes.2.  Providing active support, on-going feedback and coaching, and other development throughout assignments.3.  Creating individual development plans for potential/new global leaders, focused on developing global leadership competencies.4.  Holding the appropriate people (individual global leader, his/her manager, HR) accountable for implementation and follow-through of individual development plans.5. Equipping new global leaders with concepts, skills, tools, and other resources to enhance their ability to actively learn from experience. 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 26
  27. 27. GLDP AuditIntensive Cross-Cultural Developmental Experiences RATING1.  Guidelines for Identifying and Selecting Developmental Experiences for Potential and New Global Leaders2.  Catalog of Developmental Assignments and Experiences (e.g., Global Project Team Assignments, Global Meetings, Global Travel, Site Visits, Global Leadership Development Programs)3.  Individual Development Plans That Incorporate Global Leadership Development Goals and Action Plans4.  Equip Leaders with Skills and Tools to Proactively and Intentionally Learn From Their Global Developmental Experiences5.  Global Project Team Assignments (e.g., global, cross-cultural team members and that involve travel to and work in other countries; projects that focus on global business issues and problems)6.  Global Meetings7.  Global Travel8.  Site Visits9.  Global Leadership Development Programs 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 27
  28. 28. GLDP AuditMulti-Cultural Understanding and Sensitivity of Potential Global RATINGLeaders1.  Cultural Sensitivity Assessment, Feedback, Coaching, Mentoring2.  Tools to Help Leaders Understand Different Points of View and Perspectives Through the Use of Feedback, Coaching, and Mentoring3.  Guidelines on Engaging Individuals From Multiple Cultures in Teams, Business Meetings, Presentations, and Work Sessions That Focus on International, Multicultural, and Global Issues, Problems, and Challenges4.  Best Practices in Fostering Cultural Sensitivity and Multicultural Understanding5.  Training in Paying Attention to Clues and Nuances of Behavior Using Observation, Assessment, Feedback, and Coaching6.  Assessment, Feedback, Coaching, and Other Developmental Activities Aimed at Increasing Flexibility and Adaptability as a Means of Adapting to Different Cultures and Customs 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 28
  29. 29. GLDP AuditRelationships and Networks RATING1.  Feedback, Coaching, and Training in the Dynamics of Relationships and Relationship Development in Various Cultures2.  Prepare Potential or Newly Identified or Assigned Global Leaders With the Mindset, Tools, and Skills Needed to Understand the Importance of Relationships and Establishing Relationships in Global Leadership Roles •  Cultural Familiarization Training •  Readings •  Discussions •  Assessments •  Transition Plans •  Feedback & Coaching 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 29
  30. 30. GLDP AuditFoster Curiosity and Desire to Learn About Other Countries and RATINGCultures1.  Provide Feedback, Coaching, Training, or Mentoring in Learning the Patience to Listen Deeply and Learn From Others While Maintaining an Attitude of Discovery and Exploration2.  Promote the Need to be Humble, Tolerant, and Nonjudgmental in Global Leadership Roles Through Observation, Feedback, Coaching, and Mentoring 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 30
  31. 31. GLDP AuditPromote Need for Attitude of Openness Toward Experience and RATINGLearning1.  Assessment, Feedback, Coaching, Mentoring, and Other Developmental Support to Encourage Openness Toward Experience and Learning2.  Identifying and Measuring the Factors That Should be Evident in Potential Global Leaders’ Attitude or Stance Toward Learning, such as: •  Openness Toward Cross-Cultural or Global Experience •  Motivation, Willingness, and Desire to Learn From Experience •  Curiosity About Working and Living in Other Parts of the World •  Attitude of Discovery and Exploration •  Desire, Intention, and Willingness to Gain Something Positive From Experience 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 31
  32. 32. GLDP AuditProvide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn RATINGFrom Experience1.  Educating and Training Global Leaders in Specific Learning Approaches or Tactics That Enhance Learning From Experience2.  Encouraging Global Leaders to Utilize Various Approaches to Evaluate What Works Best For Them (active experimentation; try out new behaviors; trial and error; mistakes)3.  Encourage Global Leaders to Take Responsibility For Their Own Learning and Development q  Identify One’s Learning Needs q  Setting Goals of What One Desires to Learn From An Experience q  Adjust the Experience to Maximize Learning Potential q  Appraise One’s Own Learning Capabilities4.  Teach Global Leaders How to Utilize Reflection in Day-to-Day Work as Well as During Structured Developmental Programs5.  Test Various Approaches to Enhancing Reflection Skill Development to Determine Which Approaches Produce Greater Learning 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 32
  33. 33. GLDP AuditSUMMARY RATINGS1.  Global Leadership Competencies2.  Global Leader Selection Practices3.  Expatriate Assignments4.  Intensive Cross-Cultural Developmental Experiences5.  Multi-Cultural Understanding and Sensitivity for Potential Global Leaders6.  Preparing Potential & Current Global Leaders to Develop and Maintain Relationships and Networks7.  Foster Curiosity and Desire to Learn About Other Countries and Cultures8.  Promote the Need for an Attitude of Openness Toward Experience and Learning9.  Provide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From Experience 1. Highly Ineffective 2. Somewhat Ineffective 3. Neutral 4. Somewhat Effective 5. Highly Effective © 2012 Aspire Consulting. All Rights Reserved. 33
  34. 34. Priority Areas to Improve What are the top priority areas you need to focus on to enhance and accelerate development of global leaders?GLOBAL LEADERSHIP DEVELOPMENT PRACTICES PRIORITIES1.  Global Leadership Competency Model2.  Global Leader Selection3.  Expatriate Assignments4.  Intensive Cross-Cultural Developmental Experiences5.  Multi-Cultural Understanding and Sensitivity for Potential Global Leaders6.  Preparing Potential & Current Global Leaders to Develop and Maintain Relationships and Networks7.  Foster Curiosity and Desire to Learn About Other Countries and Cultures8.  Promote the Need for an Attitude of Openness Toward Experience and Learning9.  Provide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From Experience © 2012 Aspire Consulting. All Rights Reserved. 34
  35. 35. Related Aspire Offerings Accelerated Global Leadership Development§  Global Leadership Competency Model Development§  Global Leader Candidate Assessment and Selection; Behavioral Interview Guides; Behavioral Interview Training§  Integration of Global Leadership Competencies with key HR Systems/ Processes (Talent Management, Performance Management)§  Global Leader 360° Assessment, Feedback, Development Planning, and Coaching§  Global Leadership Development Program Design, Development, Implementation §  Integrating intuitive, ad hoc learning approaches with structured development programs §  Action Learning program development and facilitation © 2012 Aspire Consulting. All Rights Reserved. 35
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