Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Building better global managers.by carolyn feuille

344 views

Published on

The imperative for developing managers with a global mindset

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Building better global managers.by carolyn feuille

  1. 1. ©Esprit Global Learning 2013 1 HR West Conference April 23, 2013 by Carolyn Feuille, President Esprit Global Learning Building Better Global Managers: Crafting a Global Mindset
  2. 2. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 Globalization Gap - global in geography  global in mindset:  The critical need for effective global managers  What differentiates a global manager Key competencies of global leaders Effective vs. ineffective leadership: the business impact Best practices in developing global leaders 5 ways to get a higher ROI in global leadership development HR influencers: What you can do Topics 07/07/15 2
  3. 3. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 Organizations: global in geography but not in mindset A system of identifying global leadership talent and hiring for it consistently –> lack of talent globalization Not enough leaders with CQ (Cultural Intelligence) Lack of Global Leadership Development programs that address the distinctive competencies required for leading across borders. Some reluctance to take international assignment due to poorly managed repatriation and career management processes State of Affairs: What’s Missing 07/07/15 3
  4. 4. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 What Differentiates Global Leadership? Operate in Complex Context Develop Global Mindset Navigate Cultural Realities Connect/Build Relationships Adjust Leadership style 07/07/15 4
  5. 5. ©Esprit Global Learning 2013 © Esprit Global Learning 2010  Geography – different business practices, laws, work environment, bridging more time zones  Cultures – decoding culture, learning language(s), adapting to differences, multiple constituencies of diverse people, bridging cultural differences for self and others  Cognitive – perceive and understand a complex array of information, issues, opportunities and threats  Decision Making – more complex when dealing with more stakeholders and regions with different priorities  Ethical dilemmas – balancing local labor laws/practices with corporate social responsibility for consistency and customer sensitivity; intellectual property protection Managing Increased Complexity 07/07/15 5
  6. 6. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 Global Mindset 07/07/15 6 Source: Thunderbird School of Global Management Source: Thunderbird School of Global Management
  7. 7. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 GLOBE Project:  Uncovered six leadership styles that prevail around the globe and how societal and organizational cultures influence acceptable and effective leadership in 62 different societies. Six Dimensions of leadership in positive rank order: 1. Charismatic/Visionary 2.Team Oriented 3.Participative 4.Humane 5.Self-Protective 6.Autonomous Leadership Styles: The GLOBE Study 07/07/15 7
  8. 8. ©Esprit Global Learning 2013 © Esprit Global Learning 2010  Think of global leader who is very effective. How does he/she demonstrate that – what attitudes and skills have you observed? Global Leadership Competencies 07/07/15 8  What competencies does your organization look for in hiring and promoting managers for global roles, and especially international assignments?
  9. 9. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 Ten Critical Competencies 07/07/15 9 1.Complex Thinking 2.Global Mindset 3.Self-Objectivity 4.Learning Agility 5.Social Awareness 6.Relationship Building 7.Communication Skills 8.Team Building Skills 9.Influence Skills 10.Problem Solving and Decision Making
  10. 10. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 Polaris® Global Leadership Competency Model Polaris® Global Leadership Competency Model EQ PERSONAL • Self-Objectivity • Learning Agility • Change Mastery • Composure SOCIAL •Relationship Bldg./ Networking •Information Sharing •Social Awareness TEAM LEADERSHIP • Vision • Influence • Team Building Skills • Communications • Languages CULTURAL • Cultural Awareness • Region/Country/Market Knowledge • Global Mindset GLOBAL BUSINESS •Business Acumen / Systems Thinking •Problem Solving / Decision Making •Org and Planning •Financial Acumen Leadership 07/07/15 10
  11. 11. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 Foundational global competencies to build: 1.Personal & interpersonal skills: -Use awareness of own values & biases to understand interpretation of situations. -Show interest in people of other cultures and their beliefs, values. -Build strong relationships and networks across borders to influence and to achieve organizational goals. -Possess “threshold traits”: integrity, humility, inquisitiveness and resilience (from Osland, Taylor & Mendenhall, Global Leadership: Progress and Challenges, 2008) What Effective Global Leaders Do 07/07/15 11
  12. 12. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 2. Team building skills -Adapt communication style and language to be understandable to all. -Give team members feedback & recognition in culturally sensitive ways. -Train teams to resolve culturally based differences and disagreements. -Promote open information sharing. 3.Organizational skills -Manage administrative challenges of day-to-day business – time zones, technology differences, need for translators/interpreters. -Manage multiple competing priorities, both local and corporate. -Demonstrate knowledge of business practices in the countries in which manager operates. -Skilled in analysis and decision-making in complex and ambiguous environments, and amidst constant change. Examples of Global Leadership Skills 07/07/15 12
  13. 13. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 Organizations with the highest quality leaders were 13 times more likely to outperform their competition in key metrics, e.g., finance. (Global Leadership Forecast 2011, DDI) Organizations with ineffective leadership development, talent management and culture reported financial performance in the 24th percentile of companies in the DDI 2011Global Leadership Forecast study. In both 2009 and 2011 forecasts, managers and HR were dissatisfied with leadership development offerings. 49% of managers rated them “fair-poor”. Multinational/global leaders’ development needs were “neglected”. Business Impact 07/07/15 13
  14. 14. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 1. Start by identifying the requisite skillset for managers with global responsibilities in your organization: • Build leadership pipeline for various stages of leadership – high-potentials, mid-level, and senior management. 2. Develop a global competency framework rather than a standard set of leadership competencies to which are added a few intercultural skills. Best Practices in Global Leadership Development 07/07/15 14
  15. 15. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 3.Tie your GLD programs into talent management and succession planning systems. • Start developing global leaders earlier in their careers and require international experience before entry into senior management roles. Best Practices in Global Leadership Development 07/07/15 15 4. Offer a “learning journey” with a variety of learning modalities, both formal and informal: expat assignment, extended training, coaching, mentoring, cultural assessments, job rotation by function and overseas location.
  16. 16. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 5. SUPPORT YOUR EXPATRIATES !! • Create a global mobility policy with various durations of international assignments. • Plan careers for repatriating managers prior to expatriating. Offer choice of positions upon return that utilize repatriates’ international experience. • Offer more resources: e.g., coaching, during transition phase of relocating and re-entry. Best Practices in GLD 07/07/15 16
  17. 17. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 1. Benchmark with Mercer Global Leadership Best Practices Survey. 2. Build a standardized global performance talent management system so you can compare managerial talent across all company locations and identify candidates for specific assignments and job transfers. 3. Then, hire talent for the right global skills. 4. Measure development of global managers with annual performance appraisals and a global 360 8-18 months later. 5. Determine costs and benefits of your GLD in areas of business impact – e.g., sales increase, project completion, change in absenteeism and attrition, quality gains. Five Ways to Get High ROI from GLD 07/07/15 17
  18. 18. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 What You Can Do 07/07/15 18 ESPRIT GLOBAL EARNING/M RKETING/M rketing olaris/POLA IS lustrations/ inks.PolarisP otoiStock_0 000329699 Medium.jpg 1. Determine the most effective and efficient ways to deliver learning. • Get global input for design of learning programs. 2. Identify and address disparities in access to learning across locations. • Use e-learning to distribute programs equitably. • Offer virtual programs as a complement to other modalities, not as the only modality. • Set up one LMS worldwide to streamline processes. Find out country privacy requirements for requesting input of learner data.
  19. 19. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 What You Can Do 07/07/15 19 ESPRIT GLOBAL EARNING/M RKETING/M rketing olaris/POLA IS lustrations/ inks.PolarisP otoiStock_0 000329699 Medium.jpg 3. Accommodate regional, cultural and other differences while providing consistent content and messages to everyone participating in the same learning program. • Find out what topics, potential speakers and leadership models/styles are of interest and appropriate in sites outside corporate headquarters. • Localize course content to fit language needs and cultural norms.
  20. 20. ©Esprit Global Learning 2013 © Esprit Global Learning 2010 Contact Us 07/07/15 20 Carolyn Feuille, President Esprit Global Learning http://www.espritgloballearning.com +1 530-264-7008 office +1 650-867-4564 mobile Skype: globalegl LinkedIn profile: http://www.linkedin.com/in/carolynfeuille *Coaching services for a connected world* *Your global leadership development partner*

×