The document discusses building leadership capabilities for future growth. It outlines assessing executives' leadership styles and emotional intelligence, as well as their readiness to lead through challenges like ambiguity and cultural differences. Executives complete assessments measuring traits like strategic agility and emotional competence. Successful leaders reverse their style from manager to leader, focusing more on flexibility and integration. The document proposes multi-part development cycles to help executives make this transition. It emphasizes experiences over classroom learning and stresses feedback and coaching. The goal is to develop a pipeline of leaders prepared to achieve the company's strategy and adapt to future circumstances.

1. BUILDING CAPABILITYFOR FUTURE GROWTH

2. What really is the problem?Carefully crafted strategies will help you build leader-readiness

3. Are we ready to lead?What capabilities do I need to succeed in a global ecosystem?Do I have the emotionalintelligence to deal with the interpersonalchallenges?What do I need to do tobuild my agility to deal with unknown, first time,un-mapped challenges?How should my leadership style change to match situational and cultural differences?

4. Understanding differences Best in Class Global Executive Indian Executives (n = 99)Indian executives prefer a top down, directive stylewhile global execs prefer more flexible, integrative styleIntegrativeDifferences in Leadership StyleHierarchicFlexibleDecisiveConfidenceSignificant differences in confidence, energy, empathy and ambiguitytoleranceHumilityDifferences in Emotional CompetenceEnergyEmpathyComposureAmbiguity Tolerance

5. Understanding leadership challenge Leadership roles are becoming more complex with higher rates of failureThe 5 Competencies that Matter Most in LEADERSHIP ROLES STRATEGIC AGILITY

6. BUSINESS ACUMEN

7. MANAGING VISION AND PURPOSE

8. COMMAND SKILLS (in a matrix / networked environment)

9. COMFORT AROUND HIGHER MANAGEMENTTop 5 Career Stallers in LEADERSHIP ROLES OVER MANAGING

10. INSENSITIVE

11. ARROGANT

12. FAILURE TO BUILD A TEAM

13. UNWILLING TO ADAPT TO DIFFERENCESFrom Manager to LeaderUnderstanding the lens of Success

14. Introducing the LENS of SUCCESSWhat successful global achieve in their careersThe leadership styles that drive success as a local manager are different from the leadership styles that drive success as a global executive Successful global executives are able to completely REVERSE their style when they transition from MANAGER to LEADER Typically, this transition happens between age 30 to 40 Those who can’t make this transition, are significantly less successful in global roles

15. Successful global executives reverse their leadership styleLeadership development must focus on the critical transition point: Manager to LeaderStyles of Top 20%2.00The Lens of Success1.501.000.500.00-0.50-1.00-1.50-2.00Supervisor Manager Director Vice Pres CEO Integrative Inquisitive

16. Listening

17. Involving Decisive Clear

18. Directive

19. Task Focused Flexible Open

20. Outgoing

21. Relations Hierarchic Logical

22. Serious

23. DetailedLess successful executives fail to make the shiftLeadership development must focus on the critical transition point: Manager to LeaderStyles of Bottom 20%2.00The Lens of Success1.501.000.500.00-0.50-1.00-1.50-2.00Supervisor Manager Director Vice Pres CEO Decisive Clear

24. Directive