The document contains a series of articles from interviews with over 40 global business leaders on the topic of leadership.
The articles discuss seven secrets of leadership: 1) Maintaining, adapting, and sharing your vision while anticipating future changes. 2) Being a great talent manager who motivates employees. 3) Developing international agility and cultural understanding. 4) Unlocking performance with emotional intelligence. 5) Looking cross-functionally and focusing on total performance. 6) Embracing digital leadership and transparency. 7) Influencing through interaction, collaboration, and building networks.
Page Executive specializes in recruiting top business leaders and conducted the interviews to gain insights on what makes a great global leader.
Term project 21st century business leadership-public speaking (94189)-fall 2016Muhammad Asif Khan Awan
Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village.
How you position your mission-driven organization is a vital part of your identity, as it differentiates you from others. A firm positioning strategy can become a strong center of gravity for all your communications.
Term project 21st century business leadership-public speaking (94189)-fall 2016Muhammad Asif Khan Awan
Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village.
How you position your mission-driven organization is a vital part of your identity, as it differentiates you from others. A firm positioning strategy can become a strong center of gravity for all your communications.
Right Quarterly_ global mindset leading across borders & cultural alignment Ajay K. Rana
“Right Quarterly” is published every quarter by Right Management, providing relevant perspectives on current challenges business leaders face in optimizing the performance of their workforce.
We are pleased to share our latest edition of Right Quarterly on the important aspects that encompasses both talent management and career management: having a Global Mindset.
ImaginativeHR's e-bulletins explore what's new and innovative in HR and talent management.
We are delighted to include you in the distribution of the December 2015 ImaginativeHR e-bulletin.
The Outstanding Leadership Awards have changed the way corporates acknowledge leadership. We are creating a movement that celebrates behaviours & values that espouse great leadership across Australia & New Zealand.
In 2020 we championed the organisations & small businesses that created diverse, inclusive & courageous leaders & teams.
Organisations connected with the awards are becoming employers of choice through their value system. Nominees are being championed & gaining recognition not for the dollars they bring in the door but the impact they make on people’s lives each day.
Sponsor Today.
Here are six reasons why you should partner today:
Visibility. Receive national, local, & industry recognition—in past year, the awards received hundreds of thousands of media impressions globally.
Morale. Personal validation for your employees & public acknowledgement of your company’s commitment to celebrating outstanding leadership.
Networking. Connect with a team of international judges, finalist & other corporate sponsors.
Exposure. Increase your visibility to The Leadership Review’s editorial staff, columnists & receive invitations to participate in commentary.
Employer Branding. Attract employees who resonate with your value system through brand exposure during the year.
Business Opportunities. Gain exposure to your market, receive new sales & partnership opportunities through high—quality exposure & networking.
https://www.outstandingleadershipawards.com.au/
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
The HR Summit and Expo is the Middle East's largest show dedicated to HR professionals in the region.
Running for more than 10 years, the show has grown to become the ultimate platform to feature the latest innovation, strategies, insights and international best practices by the most influential and respected HR leaders and practitioners from around the globe
Belinda Reynolds, a speaker at the marcus evans HR Summit 2012, on the importance of having diversity within an organisation.
Interview with: Belinda Reynolds, Workforce and Diversity Manager, IBM
Talent and leadership development have always gone hand in hand. The understanding of talent has addictively focused
on high potential based on some Darwinian notion that future leaders are created from a pool of about 20 per cent of employees who evolve into the “chosen ones.” And so employers disproportionately invest large amounts of capital on a group of “high flyers” in the hope the chosen ones will develop into future leaders. Identifying the chosen ones assumes leaders have the ability to accurately speculate on potential based on observation of demonstrated capabilities in employees’ current roles and the belief that past behaviour is a predictor of future behaviour. However, the conventional approach to talent and high potential is very limited. It is not uncommon for leaders to be considered high potential under one manager in one business unit and then, after being transferred to another business unit, lose their royalty status as a high potential when they struggle to adjust to the finer nuances in the different business unit context. Vice-versa, duds inherited from other business units can suddenly emerge as high-potential talent in their new business unit. Nor is it uncommon to hear that leaders considered to be high-potential talent were actually not considered talent at all in their previous organizations. So what has changed? Has the employee suddenly inherited a dose of talent characteristics or has she simply found that unique combination of environment, manager and role that leverages her true potential?
Is Leadership Development Worth the InvestmentWiley
Successful companies know that they must invest in their employees and develop leaders from within. But leadership development is often hard to measure. Here are some reasons why we answer YES to the question "Is Leadership Development Worth the Investment?"
Learn more about the Leadership Challenge: http://leadershipchallenge.com
The HR Summit is the only event in the Middle East to bring you heavyweight gurus, exclusive keynotes, 80+ educational sessions across 4 platforms and over 3000 HR professionals to network with.
Developing strategic management and leadership skillsBhavi Bhatia
Strategic management and Leadership are about set a new direction for a group of people on other hand when we discuss about management it is about directing and controlling according to established principles. Moreover there are many theories we discussed for example participative theory, path goal theory and transactional theory each and every theory is very useful in leadership role if I want to become a good leader I should use all these theories, styles and model on right way and right time. Recently business environment is dynamic I need to be a change with it with different thing, target different market work with competitors. As a leader of big organisation I don’t need to communicate with my employees but actually I need to connect with them. Finally I have mentioned the methods of full range of leadership development which is also very useful in this assignment of leadership.
A leadership is the bridge between strategic management and their target. It’s because of a leadership that organization gets their desired tasks and targets.
Management is responsible for people and resources in a unit according to rules or values that have already been set while the leadership set a direction to the people in group.
Good leadership and effective management are always the key of success in any organization so both of these are the skills which going side by side without management a good leadership can only satisfy for the time being not in a long term same as an effective management is nothing without the good leadership.
When great leadership is jointed with effective management, you are able to set a direction and be able to allocate the resources the way you want. Not only that, you will achieve your goal the way you have thought and the way you want to achieve.
Leadership Essentials Program Media ReleaseSonia McDonald
At this point in time, we are facing huge issues globally - a fragile economy, pandemic and business recovery and the need to reinvent work, to name a few. Brilliant, courageous leadership is required now to reimagine the nature of our work, understand the way we engage with people and to build exciting new companies. You have the opportunity now to become a leader for the future of work by putting development ahead of any other priority through the LeadershipHQ Leadership Essentials Program.
Take Your Leadership to the Next Level
Imagine taking your leadership to the next level, going for promotions or new opportunities and applying for tertiary education as a Leader! LeadershipHQ are the leaders in leadership development and we now working with VeriSkills™ to train and coach leaders through our in-house or public One on One or Group Leadership Essentials Program and give them the leadership and human capabilities and skills for the future. Human capabilities are soft skills that are not tied to technical competence and are what sets humans apart in this growing world of automation. VeriSkills™ verifies courses against the framework to determine the human capability outcomes and their corresponding level of achievement attained on completion of various courses. Our Leadership Essentials course is now verified by Veriskills™ backed by QTAC’s 40 years of experience in the assessment of formal and experiential learning.
https://www.leadershiphq.com.au/leader-development/certification-2/
I have conducted a "Mindshare" sharing few of my life learnings with my colleagues. Thought this will be useful also for young Professionals and hence sharing this thru this medium.
this was presented on 5th May 2015.
Right Quarterly_ global mindset leading across borders & cultural alignment Ajay K. Rana
“Right Quarterly” is published every quarter by Right Management, providing relevant perspectives on current challenges business leaders face in optimizing the performance of their workforce.
We are pleased to share our latest edition of Right Quarterly on the important aspects that encompasses both talent management and career management: having a Global Mindset.
ImaginativeHR's e-bulletins explore what's new and innovative in HR and talent management.
We are delighted to include you in the distribution of the December 2015 ImaginativeHR e-bulletin.
The Outstanding Leadership Awards have changed the way corporates acknowledge leadership. We are creating a movement that celebrates behaviours & values that espouse great leadership across Australia & New Zealand.
In 2020 we championed the organisations & small businesses that created diverse, inclusive & courageous leaders & teams.
Organisations connected with the awards are becoming employers of choice through their value system. Nominees are being championed & gaining recognition not for the dollars they bring in the door but the impact they make on people’s lives each day.
Sponsor Today.
Here are six reasons why you should partner today:
Visibility. Receive national, local, & industry recognition—in past year, the awards received hundreds of thousands of media impressions globally.
Morale. Personal validation for your employees & public acknowledgement of your company’s commitment to celebrating outstanding leadership.
Networking. Connect with a team of international judges, finalist & other corporate sponsors.
Exposure. Increase your visibility to The Leadership Review’s editorial staff, columnists & receive invitations to participate in commentary.
Employer Branding. Attract employees who resonate with your value system through brand exposure during the year.
Business Opportunities. Gain exposure to your market, receive new sales & partnership opportunities through high—quality exposure & networking.
https://www.outstandingleadershipawards.com.au/
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
The HR Summit and Expo is the Middle East's largest show dedicated to HR professionals in the region.
Running for more than 10 years, the show has grown to become the ultimate platform to feature the latest innovation, strategies, insights and international best practices by the most influential and respected HR leaders and practitioners from around the globe
Belinda Reynolds, a speaker at the marcus evans HR Summit 2012, on the importance of having diversity within an organisation.
Interview with: Belinda Reynolds, Workforce and Diversity Manager, IBM
Talent and leadership development have always gone hand in hand. The understanding of talent has addictively focused
on high potential based on some Darwinian notion that future leaders are created from a pool of about 20 per cent of employees who evolve into the “chosen ones.” And so employers disproportionately invest large amounts of capital on a group of “high flyers” in the hope the chosen ones will develop into future leaders. Identifying the chosen ones assumes leaders have the ability to accurately speculate on potential based on observation of demonstrated capabilities in employees’ current roles and the belief that past behaviour is a predictor of future behaviour. However, the conventional approach to talent and high potential is very limited. It is not uncommon for leaders to be considered high potential under one manager in one business unit and then, after being transferred to another business unit, lose their royalty status as a high potential when they struggle to adjust to the finer nuances in the different business unit context. Vice-versa, duds inherited from other business units can suddenly emerge as high-potential talent in their new business unit. Nor is it uncommon to hear that leaders considered to be high-potential talent were actually not considered talent at all in their previous organizations. So what has changed? Has the employee suddenly inherited a dose of talent characteristics or has she simply found that unique combination of environment, manager and role that leverages her true potential?
Is Leadership Development Worth the InvestmentWiley
Successful companies know that they must invest in their employees and develop leaders from within. But leadership development is often hard to measure. Here are some reasons why we answer YES to the question "Is Leadership Development Worth the Investment?"
Learn more about the Leadership Challenge: http://leadershipchallenge.com
The HR Summit is the only event in the Middle East to bring you heavyweight gurus, exclusive keynotes, 80+ educational sessions across 4 platforms and over 3000 HR professionals to network with.
Developing strategic management and leadership skillsBhavi Bhatia
Strategic management and Leadership are about set a new direction for a group of people on other hand when we discuss about management it is about directing and controlling according to established principles. Moreover there are many theories we discussed for example participative theory, path goal theory and transactional theory each and every theory is very useful in leadership role if I want to become a good leader I should use all these theories, styles and model on right way and right time. Recently business environment is dynamic I need to be a change with it with different thing, target different market work with competitors. As a leader of big organisation I don’t need to communicate with my employees but actually I need to connect with them. Finally I have mentioned the methods of full range of leadership development which is also very useful in this assignment of leadership.
A leadership is the bridge between strategic management and their target. It’s because of a leadership that organization gets their desired tasks and targets.
Management is responsible for people and resources in a unit according to rules or values that have already been set while the leadership set a direction to the people in group.
Good leadership and effective management are always the key of success in any organization so both of these are the skills which going side by side without management a good leadership can only satisfy for the time being not in a long term same as an effective management is nothing without the good leadership.
When great leadership is jointed with effective management, you are able to set a direction and be able to allocate the resources the way you want. Not only that, you will achieve your goal the way you have thought and the way you want to achieve.
Leadership Essentials Program Media ReleaseSonia McDonald
At this point in time, we are facing huge issues globally - a fragile economy, pandemic and business recovery and the need to reinvent work, to name a few. Brilliant, courageous leadership is required now to reimagine the nature of our work, understand the way we engage with people and to build exciting new companies. You have the opportunity now to become a leader for the future of work by putting development ahead of any other priority through the LeadershipHQ Leadership Essentials Program.
Take Your Leadership to the Next Level
Imagine taking your leadership to the next level, going for promotions or new opportunities and applying for tertiary education as a Leader! LeadershipHQ are the leaders in leadership development and we now working with VeriSkills™ to train and coach leaders through our in-house or public One on One or Group Leadership Essentials Program and give them the leadership and human capabilities and skills for the future. Human capabilities are soft skills that are not tied to technical competence and are what sets humans apart in this growing world of automation. VeriSkills™ verifies courses against the framework to determine the human capability outcomes and their corresponding level of achievement attained on completion of various courses. Our Leadership Essentials course is now verified by Veriskills™ backed by QTAC’s 40 years of experience in the assessment of formal and experiential learning.
https://www.leadershiphq.com.au/leader-development/certification-2/
I have conducted a "Mindshare" sharing few of my life learnings with my colleagues. Thought this will be useful also for young Professionals and hence sharing this thru this medium.
this was presented on 5th May 2015.
Leaders Don't Grow On Trees: 5 Secrets of Leadership Identification and Devel...OnPoint Consulting
There are plenty of theories about how to identify and develop leaders, but perhaps you’ve wondered how you can apply them to the realities of your company. The theories make it sound like magic, while the reality can be a bit messy.
OnPoint Consulting Managing Partner Darleen Derosa shares simple, practical steps you can take now to cultivate your company’s future leaders.
Culture of Content: Bridging the Gap Between Content Leadership and Creative ...Andrea Goulet
What holds brands back from creating engaging, effective content typically isn’t talent, but rather a complex cobweb of rules, regulations and business processes that get in the way.
The best content marketing brands embrace a “culture of content.” They have a collaborative spirit. Leaders know how to articulate visions. Messaging foundations are documented. Approvals are swift and nimble. And creative professionals have the resources they need to execute engaging content in real time.
Nick Boulter, MD of Hay Group, presents the secrets of success to innovation and sustainability at at London Business School's China Business Forum on 10 November 2012.
In a world where there is an abundance of ideas, Boutler identifies the obstacles to executing innovation. Watch the video footage of the event at: http://bit.ly/innovationCBF
Here are the 10 most important Navigation Secrets for Execs and Coaches for guiding a successful Agile Transformation. Key Lessons from years of industry experience.
Objectives:
1. To understand the different processes in the realm of ‘Requirements Engineering’.
2. To see the challenges in requirements development and the importance of getting requirements right in an IT project.
3. To understand the different techniques used in different phases and processes of requirements development and management.
Want to get the best possible terms from a prospective employer without it affecting you being hired? Learn how from Associate Professor of Organisational Gillian Ku.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
THe Most Innovative CEO Of The Year 2024.pdfthecioleaders
Thomas Bargetzi brings over 20 years of expertise as an international specialist in reorganization, restructuring and organizational/process change. With a remarkable track record of handling over 50 mandates across 30 countries on 5 continents and in 19 diverse industries, Thomas has demonstrated versatility in navigating a wide range of situations.
Business Leadership Strategies for Success | Enterprise WiredEnterprise Wired
In this article, we will delve into the intricacies of business leadership, exploring the key attributes, challenges, and strategies that define exceptional leaders in the corporate realm.
Leaders & Managers: Both Roles Are Critical to Your Business Success
By Todd Palmer, CEO, Extraordinary Advisors
In business, goals and objectives need to be reached. Often times, it is the leader who sets the vision of those goals and the manager who leads the team to accomplish the tasks required to attain those goals. Ideally in small to mid-sized businesses, there is one leader and one manager. These roles are embodied by the CEO (visionary) and the COO (integrator).
Os Estudos de Remuneração da Page Personnel refletem a principal essência de nossa atividade: as pessoas. Conhecer profissionais e trocar informações de mercado continuamente está em nosso DNA. Durante os últimos 12 meses foram mais de 55.000 entrevistas realizadas em nossos escritórios no Brasil, o que nos credencia a produzir conteúdos relevantes sobre carreira. Com base nesse histórico, construímos esse levantamento salarial, com o objetivo de proporcionar a você a melhor informação sobre remuneração do país.
Como o mundo avalia o trabalho temporário?Raquel Kroich
Pesquisa global da Page Interim mostra como as organizações e os profissionais avaliam o trabalho temporário e terceirizado em todo o mundo. Quais são os principais motivadores da escolha por esse tipo de contrato? Que papel as agências/consultorias de trabalho temporário ocupam dentro desse mercado?
Page Executive - Estudo de Remuneração Presidentes e Diretores Executivos 2013Raquel Kroich
A Pesquisa foi realizada com aproximadamente 700 executivos de alta direção pertencentes a diversos setores, que ocupam as principais cadeiras de suas companhias no Brasil.
Salários base não obtiveram incrementos significativos. O maior destaque foram os Incentivos de Longo Prazo (ILP).
Publicado em maio/2013
Michael Page - Barômetro Global de RH 2013Raquel Kroich
De setembro a novembro de 2012, a Michael Page conduziu globalmente uma ampla pesquisa online entre gerentes e diretores de RH. Um total de 4.348 desses líderes de RH de todo o mundo respondeu às mesmas questões, constituindo uma amostra suficiente da qual se extraem comparações válidas, considerando as diferenças inter-regionais e entre países.
Publicado em janeiro/2013
Page Personnel - Fatos e Expectativas RegionaisRaquel Kroich
Estudo relacionado às intenções de recrutamento de pessoal por região do Brasil, passando pelas áreas que devem receber mais investimentos em cada região e pelas principais características do mercado local (na visão de empresas e de profissionais).
Publicado em maio/2013
Michael Page - Global Employment Trends - Financial Sector 2013Raquel Kroich
3.800 profissionais do Mercado Financeiro foram entrevistados em Março de 2013. Participaram executivos de 47 países, nas Américas, Europa, Oriente Médio, África e Ásia-Pacífico.
O objetivo da pesquisa é entender como os últimos anos em ambiente de crise impactaram o dia-a-dia dos profissionais do mercado financeiro em termos de motivação, salário, pagamento de bônus, oportunidades e carreira, bem como entender como os profissionais avaliam a atual situação e o futuro do mercado financeiro em todo o mundo.
Publicado em junho/2013
Michael Page Employment Outlook - Retail LatamRaquel Kroich
Durante o segundo e o terceiro trimestres de 2013, 615 respostas foram coletadas de profissionais atuantes no mercado de Varejo, em todos os níveis de senioridade, nos países em que recrutamentos profissionais para a área na América Latina: México e Brasil.
Publicado em outubro/2013
Michael Page Employment Outlook - P&C LatamRaquel Kroich
Durante o segundo e terceiro trimestres de 2013 foram coletadas 1239 respostas de profissionais atuantes no mercado de Propriedade e Construção, em todos os níveis de senioridade nos países de atuação da Michael Page na América Latina: México, Colômbia, Chile, Argentina e Brasil.
Publicado em setembro/2013
Michael Page - Panorama de Contratações e TurnoverRaquel Kroich
Estudo relacionado às áreas de Finanças, Marketing, Tecnologia da Informação, Vendas e RH contendo um panorama de cada uma das áreas avaliadas. O objetivo é entender melhor como se comportam os diferentes departamentos em relação a contratações, formação de estruturas e turnover.
Publicado em abril/2013
PageGroup - Perspectivas Econômicas e Profissionais América Latina 2014Raquel Kroich
Como deve se comportar o Mercado em 2014 na América Latina?
Durante os meses de outubro e novembro de 2013 o PageGroup - grupo líder em Recrutamento e Seleção em todo o mundo, detentor das marcas Page Executive, Michael Page e Page Personnel - coletou as respostas de 614 representantes de empresas do México, Colômbia, Chile, Argentina e Brasil para entender que rumos eles esperam para o próximo ano.
#Perspectivas2014
Mais informações: www.michaelpage.com.br
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
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Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
2. Seven secrets of leadership
Specifically, we posed open-ended questions on the following topics:
• Traits of global leaders
• Advice on becoming a global leader
• How to manage expectations from an increasingly diverse workforce
• How leadership is changing in the 21st century
• The place for emotional leadership versus performance management
Insights into what makes a great global leader
Page Executive specialises in the recruitment of business leaders with the skills
and experience to steer organisations to greater success. We engage daily with
employers and professionals on assignments that often strategically define the
future of an organisation. During May 2013, our global teams interviewed over
forty business leaders across Asia Pacific and Australia, Europe and the Americas
for their views on leadership.
The result of this work is a series of short articles on the topic of leadership that
we are pleased to share with you. These articles encapsulate the opinions of
the global leaders we interviewed, who generously shared their views on what
constitutes success in a global leader, as well as offering advice to the next
generation of leaders.
We enjoyed conducting this exercise and hope you will enjoy reading the outcome.
The Page Executive team
3. Secret #1: Maintain, adapt and share your vision
flexibility to be reactive – and even proactive – to market conditions, should the
original long-term plan need realignment. As the hockey player Wayne Gretzky
put it: “A good hockey player plays where the puck is. A great hockey player is
where the puck will be.”
Communicating the vision
The business environment of today is undoubtedly highly complex, not least
because of the impact of technology and globalisation on business as a whole
and on the individual workplace.
Today’s leaders face multiple levels of change: business trends come and go
more rapidly, while economic conditions continually fluctuate. In this context,
organisations must focus on both their short-term and long-term goals simultaneously and be prepared to adapt their strategies accordingly.
Great leaders anticipate the future
To deliver on their business objectives, a new type of leadership is needed: 21st
century leaders must be able to read the signs and adapt quickly to changing
business environments, all the while contending with difficult trading conditions. This multi-focus vision must be complemented by an ability to embrace
the diversity arising from the globalisation of markets, as well as the diversity
inherent within their own workforce.
While today’s leaders must combine a clear strategic vision with the identification of future trends, they also must be ready to meet opportunities and risks by
setting a combination of long and short-term goals.
To succeed, leaders must constantly anticipate fresh changes and have the
In such a context, engagement of the workforce is a key component of success –
yet it might be the most difficult thing to achieve. While leaders must be able to
conceptualise short and long-term changes, their biggest challenge is probably
to ensure that their teams are ready to fully engage with the vision.
Leaders must reduce complexity for the group and ensure they have a master
plan, which they communicate and make meaningful to all the key players.
Making others feel part of a bigger plan leads to stronger emotional engagement,
greater mental focus on achieving the mission and heightened team stability.
Our clients say…
“Global leaders have to be able to take a leap forward
and stand in the future, create a vision from what
they see there, and bring an entire organisation along
with them in wanting to go there.”
Country director of a world’s leading premium drinks business,
Benelux
4. Secret #2: Today’s great leader is a great talent manager
A channel for change
Leaders select and build the best teams to achieve their business goals. They have
to keep motivating, engaging, supporting and taking accountability for their teams.
We all know the importance of good management and managers in employee
engagement and retention. In this regard, leaders must complement, and in
some cases even take on, the work of the HR department and enforce their own
employer branding (or ’team branding’).
Leading from the front
Leaders, as managers, have the key to staff motivation and engagement. No one
is better placed to improve the working atmosphere and create a community in
which people can develop a sense of belonging. Leaders also make individual
roles meaningful, interesting and challenging so that people learn and develop.
They need to set the right example in handling change with grace, managing the
talent in their direct teams, and be an outstanding developer of people, in order
to keep their employees motivated and engaged.
To succeed in these tasks, leaders should be able to implement change via their
people. This will require being culturally savvy. Leaders will want to learn about
other cultures and use this insight to create the right local conditions in which
people can succeed.
The capacity to embrace and manage the diversity of a conglomerate of individuals is rapidly becoming an essential leadership trait, especially when leading
a global workforce and virtual teams.
No leader should forget that people decide to join an organisation, and decide
to leave their manager.
Our clients say…
“Great leaders are those who walk side by side with
their people.”
CEO of an international service, trading and distribution company,
Brazil
5. Secret #3: International agility – today’s must have attribute
Develop cross-cultural understanding
To succeed in global leadership, leaders must constantly refresh their cultural
fitness to intermediate between cultures. The leader of the future is culturally
intelligent and knows how to adapt when negotiating, influencing, inspiring or
even just listening to others.
In addition, they should embrace and build teams that encompass the diversity
that drives greater innovation, and have a sound knowledge and understanding
of global markets.
In a global market it is critical for leaders to have an international background
and to show proven intercultural awareness and skills. It’s essential that they can
demonstrate that they have lived and worked abroad, even better if this was in a
non-protected environment, where they were autonomous and had to succeed
or fail by their own efforts.
Seeing through the world’s eyes
A leader’s personal cultural background is no longer the only lens through which
they can view the world. An international outlook brings a broader understanding
of foreign markets and cultures – how people live, buy, sell, communicate, interact
and reach a decision in these cultures.
This awareness increases a manager’s international effectiveness as a leader
of people and the business.
Our clients say…
“Live and work abroad. Learn how to act as a bridge
between cultures.”
Chief HR officer, Financial services, Germany
6. Secret #4: Unlock performance with emotional intelligence
An equal focus on people and objectives
Do individuals deliver superior, average or poor performance? Leaders are instrumental in their teams’ motivation and should therefore place equal importance
on their people and their objectives.
As Ed Catmull of Pixar said: “If you give a good idea to a mediocre team, they’ll
screw it up; but if you give a mediocre idea to a great team, they will either fix it
or throw it away and come up with something that works.”
Leadership 2.0
It is people who are becoming essential to higher performance, not just technology or capital.
So, leaders should not only lead by example, but manage performance by focusing on employee satisfaction. Motivated employees will deliver a stronger
brand experience for the customer and in doing so build higher customer loyalty.
They generate more ideas for process improvement. They achieve faster, better
quality execution. They energise their leaders.
Leadership is not shifting completely away from performance management,
but rather emotional intelligence is becoming an imperative skill for leaders
to stand out. Increasingly, success will mean putting people first when making
critical business decisions. Successful leaders have the knack of involving others,
listening to them and building mutual respect.
This trend is reflected globally as we see a more collaborative, participative and
social leadership style emerging, which is being termed ‘Leadership 2.0’. Where
once a ‘great’ leader was someone who instilled fear in the workforce, today it
is fine for a leader to want to be liked and for people want to like their leader.
Our clients say…
“Keeping a healthy balance between people and
results is fundamental, because they complement
each other.”
Managing Director, Banking sector, Mexico
7. Secret #5: Look cross-functionally and focus on performance
Adapt to survive and thrive
To rise to these expectations, leaders must be flexible and be constantly at the
ready to analyse and adapt to any situation. They need to invest continually in
their own development in order to support their teams in reaching the highest
levels of performance, in the face of both successes and failures. They need to
maintain an unswerving focus on sustaining the prosperity of their business
against the backdrop of a continuously changing world.
Leaders today demonstrate their value by delivering on short-term objectives.
The ability to deliver swiftly on revenue and cost-saving goals is an expectation,
rather than a desired trait.
A climate of insecurity
The speed with which economic cycles and a company’s own strategy change
means that the leadership position can never be taken for granted.
On top of the expected ROI, companies are also looking for leaders who deliver
consistently and who contribute to the total performance of the company. Leaders
are no longer expected to be just experts in their fields, but rather masters at
understanding the company’s global context.
Having a cross-functional understanding of performance will increasingly differentiate average leaders from outstanding ones. In the process of becoming
multitasking global leaders, contributing to their company’s overall performance
enhances managers’ chances of securing their positions.
Our clients say…
“Great global leaders are able to drive critical changes
and elevate total performance to the next level, with
proven track records in achieving company goals and
delivering tangible results”
Senior Executive from a world leading Fortune 500 retailer, Hong
Kong & China
8. Secret #6: It’s the era of the digital leader
The voice of the industry
Communication strategies are now decided at board level, demonstrating the
growing importance of strategic and tactical communication in a world where
everything is transparent.
From monologue to dialogue
Moreover the nature of communication has changed: from one-way, where the
company informs its public, to holding an interactive conversation. Companies
have to optimise their use of technological advances to communicate efficiently
both internally and externally.
The scandals and crises that regularly hit the headlines provide an impetus, if
one were needed, for leaders and companies to reengineer their communication
strategy to support greater transparency and establish a channel for market
and employee feedback.
This situation is fuelling investment in social media. Today’s leader does not
hesitate to share company news via social media platforms. PageGroup’s CEO
Steve Ingham regularly posts on Twitter, for example. Leaders are capitalising
on technology and digital media to expand their outreach to target audiences,
raise their profile as an industry voice worth listening to, and even influence their
stock price in a more direct manner.
This expansion in the utilisation and availability of technology has far-reaching
consequences, one of which is that we are seeing the demise of privacy. With
leaders being openly evaluated and judged on their actions, they must become
skilled at communicating in an authentic manner. They must foster greater transparency and interaction with their own teams in order to motivate and engage
them towards a common goal (that of improving performance).
Our clients say…
“Technology has changed everything, you can no
longer hide. It means that transparency is everything
and it is only the beginning.”
VP human resources EMEA, entertainment sector, France
9. Secret #7: Influence through interaction
The incremental power of networks
Leaders must now co-create and grow their networks in order to build a strong
group of followers, who may well include other leaders. To maintain this network,
they should engage in it, share ideas, and always look to identify new opportunities.
An effective network will always be greater than the sum of its parts.
Social media platforms offer great potential for forming these leadership groups.
Leaders should also seek face-to-face contacts to build stronger networks
outside their immediate circle.
Leaders seek to influence others. To achieve this, they must serve as a reference
point and guide within specific teams, the wider organisation and the world at
large. The primary followers should be the leader’s team. Leaders can encourage
good ‘followership’ by empowering their people and collaborating with them on
new ideas in what might be termed a co-leadership process.
Leadership through collaboration
For this process to be successful, leaders need to demonstrate their emotional
intelligence. They must show their understanding of multicultural environments
and interact effectively with people of different cultural backgrounds.
A participative style will enable leaders to harness brainpower internally and
externally to devise the best solutions and gain buy-in to them. Leaders need to
gain and maintain influence in a world which is at the same time more complex,
transparent and interconnected.
Our clients say…
“A global leader should be able to demonstrate the
attributes of an explorer, with a gift for empowering
their followers wherever they are based in the global
economy.”
Human resource director, device company, Asia
10. About Page Executive:
Page Executive specialises in the recruitment of business leaders with the skills
and experience to steer organisations to greater success. Leveraging contacts
built up over 35 years and tapping into the resources of the entire PageGroup
network, Page Executive aims to provide a faster and more reliable approach
to executive recruitment.
For more information, please visit www.pageexecutive.com