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Steps companies can take to enhance global leadership .knf.dev raj sir presentation
- 2. This article addresses following points • First identifies the business, experiential, personal and cultural barriers that sometimes impede Chinese managers from becoming global leaders. • Second, it describes the necessary components of a business leadership strategy that distinguishes a company as one that successfully develops global leaders. • Third, it identifies some specific traits of many current Chinese managers that may prevent them from being selected to take on more global responsibility These include experiences, skills, competencies and behaviours
- 3. Barriers to Developing Leaders in China • Short term focus on results often leads line managers to not allow high potentials off the line to participate ina leadership development program • Many HR professionals in China are not yet experienced with global leadership development programs • Some headquarters based leadership assessment programs may unintentionally be biased towards westerners and thereby penalize otherwise qualified Chinese
- 4. Important characteristics and competencies of global leaders • Extroverted • Strategic thinking • Influencing skills • Articulating a vision
- 5. Five areas that distinguish leaders from others • Building and sustaining a leadership brand • Delivering an unrelenting focus on talent assessment • Developing customized learning opportunities for each leader and high potential future leader • Taking leaders out of their comfort zones • Ensuring the leadership team includes diversity of thought
- 6. Broad-based view of what it takes to be a successful leader Presenter: Pramila Gyawali
- 7. Broad-based view of what it takes to be a successful leader The study of 2011 has identified five areas that distinguished top companies for developing successful leaders from the rest. Build a leadership brand - identifying distinguishing features - defining ones identity Focus on talent assessment
- 8. Customize learning opportunities - developing customized learning opportunities for each leader and high potential future leader Take top talent out of the comfort zone - take risk and step into their learning zone Promote diversity of thought - bring together people who think differently from one another
- 9. Steps Companies Can Take To Enhance Global Leadership Cont.… Presenter: Sunder Regmi
- 10. Global Assignments Cross-border Task Force Assignments Coaching and Mentoring Leadership and Development Programs Interpersonal Skills Development Steps to take to improve your success in developing Chinese managers into Global Leaders
- 11. Global Assignments Experience of Working abroad Semi-permanent Assignments Situational Assignments Larger Assignments Shorter Assignments
- 12. English Language Lead by Influence
- 13. Coaching is required to provide guidance on working abroad and leading others who are not Chinese. Mentoring provides support on how a global assignment will impact a leaders career and their family.
- 14. Cross-cultural Sensitivity Competency Development Strategic thinking Communication Skills Influencing Skills Articulating a Vision Developing Emotional Intelligence Self-awareness Empathy 1 2 3
- 15. Interpersonal Skills Development Gained By Online Training On-the-job practice Formal Development Program Maintaining Social Relationship Customized learning styles: Advanced Language Development Intercultural Skills Communication Styles Presentation Skills
- 16. Two case studies Since it is so difficult to find great leaders anywhere today, it is time that we start looking for them in the country that has the most business success today and has the largest population.
- 17. Case A • 44 years old Chinese from Nanjing. • Was an engineer and a leader working in an German manufacturing firm. • Already have a cross cultural cross border task. • Promoted to run a plant in us with the support of a German boss. • Attended a six months of coaching conducted by western boss. • Coaching was based on leading a non Chinese and becoming an extrovert. • Articulating a vision by a passion not just a technical knowhow.
- 18. Case A… • After reaching US it was difficult at first • But made a successful transition. • Been US for two years and planning to spend two more years. • Returns china for meeting and additional coaching.
- 19. Speculations based on this case • Job holder was single • No family to concern • He has no spouse issue and concerns related to children. • He had many dealings with Americans before • So he quickly got adjusted in American business culture.
- 20. Case B • It describes a transition that dose not end very well. • This case is about 35 year old tainjin native. • Worked in a china headquartered multinational firm. • He was sent to Kenya to be firms country manager. • He demonstrated a great technical and sales success. • But he never worked with foreigners and foreign firms. • He was sent to Kenya without any preparation. • His english was poor and a young and inexperienced translator was provided to him. • He had no choice or option he was ordered to go to Kenya.
- 21. Case B… • He felt very lonely • His family in china was regularly complaining that they need him back there. • He never get used to the food and customs of Kenya. • Finally he left the job after 8months and returned back to china and got a new job.
- 22. Speculation based on this case • Job holder was married • He had family issues • No experience in dealing with foreigners specially Kenyans.
- 23. Conclusion based on both cases • Many global leaders fails not because of their capability but of emotional stability.
- 24. THANK YOU