the global leadership development imperative personal swiss april 2016
TRANSCRIPT
The Imperative for Global Leadership
Cathy WellingsApril 2016
©The London School of International Communication
Leadership and fish?!
©The London School of International Communication
Definitions and expectations of leadership
• Arabic “Sheikh”, “Amir”
• Hindi “Guru”
• French “Direction”
• Russian “Rukovodtsvo”
• German “Führung”
• Lead (v) to show the way by going first (Chambers English dictionary)
• Leader (n) a person who has commanding authority or influence (Merriam-Webster)
• Leader (n) a guiding or directing head (dictionary.com)
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• Leadership is universal?
• Decisive• Team-builder• Dynamic• Visionary• Intelligent• Honest• Plans ahead
GLOBE study
Cross-cultural leadership traits
• Or culturally bound?
• Risk-taking• Self-sacrificial• Ambitious• Benevolent• Enthusiastic• Sincere• Compassionate
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What makes an effective global leader?
• Can speak at least two languages fluently• Has been educated overseas• Has lived and worked overseas• Has worked as part of a global team• Has innate leadership qualities• Has been to business school• Has a global mindset
cultural intelligence intercultural competence
The effective global leader?
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A huge expense
• Leading financial institution $12,000 per person (x60) in-house top leadership programme
• Top name London business school £7,000 per person/5 days’ executive education
• British business school £59,000/Executive MBA programme
• Annual spend worldwide on $130 billion corporate training 35% on leadership and management
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The global leadership imperative
• 86% of business leaders see leadership as a top concern with major doubts about leadership pipeline (Deloitte)
• Talent gaps and falling birth rate in most mature economies
• International experience is often a key enabler for reaching the ‘C’ suite yet attrition rates among returning expatriates remain high
• US and European senior executives cite changing individual behaviour (69%) and cultural differences (65%) as the biggest challenges when operating across borders (PwC)
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How?
• Sooner and more widespread
• Contextualised
• Multi-faceted
• Ongoing
Global leadership development -solutions
What?
• Self-awarenessBeliefs, values, impact on others, knowledge gaps
• KnowledgeCultures, geo-political factors
• BehavioursNew behaviours, ways of doing business
• Mindset Ability to recognise, respond to and influence cultural perspectives
©The London School of International Communication
Global leadership development
Global leadership
development
Self-assessme
nt and feedback
Formal training
On the job
experience
Continuous learning
and support
Knowledge
Behaviours
Self-awareness
Mindset
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Knowledge
• Cultural context, differences and similarities
• Global social, economic and political factors
• Global business savvy
• Legal knowledge
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Behaviours
Interpersonal skills• Engage, connect, inspire
• Create impact
• Tune in – read others
Relationship building• Build trust and influence
people who are different• Encourage collaboration
across teams
Flexibility• Ability to ‘flex’ and adapt
natural style
• Pull people in
Drive• Goal-focused
• Clarity of vision/message
• Push people forward
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Mindset
• Respect for cultural diversity• Ability to suspend
judgment• Willingness to adapt and
learn• Curiosity • Resilience
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Self awareness
• Know your own biases
• Be aware of how you come across
• Reflect and learn from mistakes
Online Profiling tools
The International Profiler/WorldWork
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Global leadership development – a summary
• Invest in rising global talent
• Include international assignments but with pre-departure preparation and ongoing support
• Decide what knowledge, skills and behaviours are required for your organisation – your markets, strategy and functions
• Avoid ‘canned culture’
• Maximise the diversity within the organisiation
• Make global leadership development an ongoing process rather than an occasional event
©The London School of International Communication
Leadership and learning are indispensible to each other. JFK“What managers do is
the same the world over.How they do it is embedded in their tradition and culture.Peter Drucker It’s not our difference that
divide us, it’s our inability to recognise, accept and celebrate those differences. Audré Lorde“
©The London School of International Communication
Come and visit us: Hall 5, Stand D12
For more information contact Cathy Wellings:T:+ 44 (0) 20 76054189E: [email protected]: www.lsictraining.com