Gaya aperiangobal conference anita zanchettin presentation
1. What is Global Leadership:
10 Key Behaviors that Define Great Global Leaders
Anita Zanchettin
Managing Director, Global Talent Strategy
May 8, 2013
Anita Zanchettin
Managing Director, Global Talent Strategy
Aperian Global
2. Aperian Global’s Mission
is to develop the
capabilities of
individuals, teams, and
organizations to work
effectively across
cultures in order to create
a sustainable global
future.
Global
Reach
Innovative
Web Tools
Thought
Leadership
Client
Needs
3. Globalization and Leadership
Do we have the leadership capabilities in place to
effectively implement our global growth strategies?
Strategies for addressing critical talent priorities:
Developing locally-hired talent in fast-growth
markets;
Building skills across the organization to collaborate
effectively across boundaries;
Increasing global skills of headquarters-based
talent.
Aperian Global research as the foundation:
10 Key Behaviors of Great Global Leaders
4. 1. Population growth
3 Global Trends
City, Country Population
1. London, United Kingdom 6.5
2. New York, United States 4.2
3. Paris, France 3.3
4. Berlin, Germany 2.7
5. Chicago, United States 1.7
6. Vienna, Austria 1.6
7. Tokyo, Japan 1.5
8. St. Petersburg, Russia 1.4
9. Manchester, United Kingdom 1.4
10. Philadelphia, United States 1.4
Largest Cities in 1900 (in Millions)
5. 1. Population growth
3 Global Trends
UN Predicted Largest Cities in 2015 (in Millions)
City, Country Population
1. Tokyo, Japan 35.5
2. Mumbai, India 21.9
3. Mexico City, Mexico 21.6
4. Sao Paulo, Brazil 20.5
5. New York City, USA 19.9
6. Delhi, India 18.6
7. Shanghai, China 17.2
8. Kolkata, India 17.0
9. Dhaka, Bangladesh 16.8
10. Jakarta, Indonesia 16.8
11. Lagos, Nigeria 16.1
12. Karachi, Pakistan 15.2
6. 2. Economic power shifting away from the
developed world
3 Global Trends
In order of GDP for 2012:
1. U.S.
2. China
3. Japan
4. Germany
5. France
6. UK
7. Brazil
8. Russia
9. Italy
10.India
Goldman Sachs predicts in
2050:
1. China
2. U.S.
3. India
4. Brazil
5. Mexico
6. Russia
7. Indonesia
8. Japan
9. UK
10.Germany
11.Nigeria
12.France
13.Korea
14.Turkey
15.Vietnam
7. 3 Global Trends
1. Population growth
2. Economic power shifting away from the
developed world
3. Technology advances: A virtual, 24/7 work
week
The world’s economic and social center
of gravity is shifting
8. Global Leaders need:
Strong self-awareness
Highly-developed multi-cultural mindset
Comfort with extreme ambiguity
Ability to influence across geographies
Develop talented people with different
cultural backgrounds,
communication styles
12. Example #1: Global Automotive Company
Global
Leadership
Summit
(Top 200)
Compass Program
(Next Generation Leaders in
Asia-Pacific-Africa)
13. What is the Compass Program?
Development framework focused on local
national talent
particularly in Asia-Pacific’s fast-growth
markets
Blended learning journey:
classroom, self-study, on-the-job
spans 24 months
14. Reason for Compass Program?
Rapid growth in Asia Pacific
Strategic investment in the
region
Sustain rapid growth
Reduce reliance on
Expatriates
Accelerate development of
high-potential local national
employees
15. Development Framework
Phase 1
Learning
Engagement
Phase 6
Classroom
Experience
Establishing
Solutions
Presentation to
Senior Leadership
Sponsors
Phase 3
Cross Boundary/
Function Projects
Experiential
Learning
Phase 4
Classroom
Experience
Opening the
System
Preserving
Balance
Phase 2
Classroom
Experience
Seeing
Differences
Closing the
Gap
Selection &
Nomination
Phase 5
Cross Boundary/
Function Projects
Experiential
Learning
16. Summary: Best Practices and Advice
Initiative should come from region or market
Senior leaders must “own” the initiative
Multi-module programs building capabilities over time
Blended Approach: Face-to-face learning, Action Learning Teams
with Business Impact, Executive Sponsorship
Differentiate facilitation approach and curriculum for specific
markets
17. Building skills for all leaders
to collaborate effectively
across boundaries
18. Creating Alignment in Leadership
US-based global
organization
Strong corporate
culture
Global presence
Well-developed
leadership curriculum
Technical expertise
Effective working
relationships with local
leadership critical to
success in-country
State-run company
in Iraq
Command and control
culture
Leadership
development cut off
due to political events
Basic infrastructure
unstable
National pride: what’s
in it for us?
19. Key Success Factors
Joint development of Core Values:
What do we stand for?
Joint leadership model:
Executive and Manager levels
Commitment to leadership development:
Executive sponsorship from Global
Organization and State-Run Company
Measuring progress:
Organizational Health Assessment
20. Leadership Development Model
Fundamentals of Supervision
First-line Supervisors,
Superintendents, Section
Heads, Selected Individuals
The Effective Manager
General Managers, Department
Level Managers
and select Section Heads
Organizational Leadership
General Managers,
Department Level Managers
and select Section Heads
Our Culture:
Values in Action
Annual
Survey
Measuring
Impact
Action
Learning
Teams
Action
Learning
Teams
Action
Learning
Teams
21. Lessons Learned:
Bilingual materials and facilitation essential
Branding of Leadership Curriculum important
Practical tool + example + application on the job
Time to talk crucial
22. Challenges:
• Post-session change
(10% vs. 90%)
• Sustaining Motivation
• Different realities
• How do we bridge the gap:
Current reality vs. desired
future state?
• How do we create change
from within the system?
Successes:
• Interviews with key
stakeholders
• Close collaboration and input
on design
• Senior Leadership
Commitment
• Videos, Toolkit
• “Level playing field” of
learning
26. Solve the Immediate Problem
Cultural Tool Kit
o Holiday Calendar
o World Time Clock
Meeting in a Box
o Values Card Game
o World Map Activity
o Global Jargon Quiz
Mandarin and English Classes
Global Holiday Observances
27. “We are
going to
knock it out
of the
ballpark”
“He’s
grass on
the wall”
墙头草
“Jump out
of the
picture”
跳出画面看
画
“We need
to do it
soup to
nuts”
“I am
shooting
through”
28. So . . . How Did you Do?
Knock It Out of the
Park
(USA) – Exceed your goal
“We are not just going to meet our numbers, we
are going to knock it out of the ball park …”
Soup to Nuts (France) – Go from beginning to end
“I want our team to walk though the strategy, soup
to nuts, so we can make sure we are not missing
anything …”
Grass on the Wall (China) – Person who will follow the majority /
does not have judgment.
“He won’t decide. He’s grass on the wall.”
Jump out of the Picture (China) – Think in a different, innovative manner.
“I need you to jump out of the picture so we can
come up with some new ideas.”
Shooting Through (Australia) – Going home
“If you want to talk you need to call me in the next
15 minutes, I am shooting through soon.”
30. Global Team, Global Involvement, Inclusive Process
CEO commitment
Business sponsors
Design meetings with stakeholders across geographies, levels and
functions
Pilots in several geographies
32. Local and Functional Relevance
East Meets West for Executives
– Demonstrating Global Leadership
– Providing Feedback
– Conducting Multicultural Meetings
– Resolving Conflict
Unique challenges:
How to deepen respect
for culture
(vs. point fingers)?
How to engage Chinese,
European and U.S.
executives?
Increasing Trust: Understanding
the “Why” Behind the Behavior
Creating Working Agreements
33. Ancient China Imperial China
Unification of
China by
Emperor Qin
Han Dynasty
Song
Dynasty
Buddhism
Flourishes
Tang
Dynasty
2070 BCE 202 BCE-220 CE 618-907CE 960-1279 CE
THE CLASSICAL AGE (500 B.C.)
• Confucianism and Taoism primary philosophies; influence Chinese
society for thousands of years
IMPACT: Evolution of hierarchical, relationship-based system with
extraordinary durability for 2500 years
Less concerned about finding ‘the truth’ and more concerned with finding
the way between two equal and opposite forces. Holistic thinking, comfort
with paradox
THE SONG DYNASTY (960-1279 A.D.)
• China's marvelous scientific age: gunpowder, paper, printing;
West in Dark and Middle Ages
IMPACT: China source of much of world's great intellectual,
material, and scientific heritage. Chinese perhaps most
historically minded people on earth: "drive to the future looking in
the rear view mirror"
Confucius
and Laozi
Yuan
Dynasty
1279-1368 CE
34. Local and Functional Relevance
Managing Across Cultures for
Managers
Working effectively with colleagues:
– Across work style differences
– On global teams
– Across cultures
Unique challenges:
How to provide a
“Cultural Ah-Hah” in
the training room?
How to deal with
diverse expectations
for the training
experience?
Understanding the “Why” Behind
the Behavior
GlobeSmart Framework,
Application
to Workplace Scenarios,
Tips and Tools
37. Rapid Communication
Flexible Leadership
Constructive Debate
Sharing Best Practices
Joint Development
Organisational Support
Local Customer Input
Local Ownership
and Enthusiasm
Commitment to
Development of Subsidiary
Accurate Assessment of Capabilities
Relationship Building
The Virtuous Cycle
39. How to Use the GlobeSmart® Profile
Remember:
Dimensions are on a continuum
There is no “right” or “wrong” style
Profile result is not a predictor of success
You Your Colleague
Your goal:
To know the profile of you and your colleague in
order to leverage similarities and bridge gaps
43. GlobeSmart® Team Profile
Based on your team GlobeSmart profile:
What are the potential strengths of the team, looking at similar and different
work styles?
What are the potential challenges of the team, looking at similar and
different work styles?
Select one dimension where there is a variety of work styles. What are
strategies for working effectively across this dimension?
45. Developing Global Leaders: Career Steps
Degree of
Difficulty
Degree of
Difference
International
Travel
Expat
Assignment
(Different Culture)
Expat
Assignment
(Similar Culture)
Global Team
Participation
Global
Business
Responsibility
Global
Account
Responsibility
Mentor
Relationship
Working for a
Model Leader
Multicultural
Team
Participation
Short-Term
Project
Abroad
46. “To know yet to think one does not know is best;
Not to know yet to think one knows leads to
difficulty.”
- Lao-Tzu, Chinese Philosopher
47. Thank you
Anita Zanchettin
Managing Director, Global Talent Strategy
May 8, 2013
Anita Zanchettin
azanchettin@aperianglobal.com
Managing Director, Global Talent Strategy
Aperian Global
