PowerPoint Presentation Glo… · PPT file · Web viewObjectives for this Session. Discuss the key...
Transcript of PowerPoint Presentation Glo… · PPT file · Web viewObjectives for this Session. Discuss the key...
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The Role of Mobility in Developing Global LeadersMark Frederick, Ph.D.Director, Global Talent ManagementIOR Global [email protected]
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Objectives for this Session
• Discuss the key qualities and competencies required for global leaders
• Describe the leadership challenges of globalization
• Identify assessment tools available for selection and development of global leaders
• Develop a practical approach to building an effective global leadership development program
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Leadership Qualities
What qualities do you associate with effective leadership?
What changes when leadership “goes global”?
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…do as the Romans
(Chinese) do?
When in Rome (or China)
…just be yourself?or
Intercultural Adaptation: Who Should Adapt to Whom?
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• China has an ancient tea drinking culture dating back nearly 5,000 years
• Not “doing as the Chinese do.” Since 1999, Starbucks has grown to over 700 stores
• Changing consumer tastes, “tea at home, but Starbucks in public”
• Conspicuous consumption in the younger generation
Studying Starbucks in China
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Intercultural Adaptation: Key Competency for Global Leaders
• It depends! Context is key!– Work objectives/strategy– Organizational culture– Flexibility/boundaries – Team dynamics– Personal work style
• Strategic, Global Mobility must have this competency and needs to develop it in their organization!
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Leadership Challenges of Globalization
What challenges do leaders face in the global marketplace?
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• Dramatically increased flows and mobility of international talent in the marketplace
• New configurations of teams never experienced before (multicultural; matrixed; virtual)
• Rapid changes in organizational vision, values and policies
• Push to address, define, and promote global sense of organizational culture
Leadership Challenges of Globalization
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• “Welcome to the Globally Integrated Enterprise”
• “Over the past decade, IBM and its clients have changed structurally, operationally, and culturally in response to globalization and new technology”
• “Global corporate integration will involve significant changes in organizational culture”
– Sam Palmisano, Former CEO & Chairman (2002-2012)Source: IBM.com
Moving Beyond Multinational
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Global Mindset
The ability to work effectively and comfortably in different cultural environments with diverse
populations
Global Leadership requires a high degree of Global Mindset!
Attitude Knowledge Behavior
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Intercultural Development Inventory (IDI)
• Theory-based measure of how people (groups and individuals) respond to cultural difference (attitude/perspective)
– Developed by Dr. Mitch Hammer and Dr. Milton Bennett
– 50 item instrument created from recorded statements about difference
– Supported by significant validation studies, both content and construct validity over the past 20 years
– Available in 12 languages
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• Based on developmental model of five stages– Denial– Polarization (Defense/Reversal)– Minimization– Acceptance– Adaptation
Intercultural Development Inventory (IDI)
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• Useful for:– Identifying global
leadership talent– Building talent pools– Creating a baseline
measurement for development
– Tracking progress over time
Intercultural Development Inventory (IDI)
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• Created by Kozai Group: 5 leading academics in the intercultural field
• High degree of reliability and validity (both content and construct)
• Looks at 3 major abilities and 16 competencies:– Ability to learn – Ability to develop
and manage relationships
– Ability to manage self
GCI: Global Competencies Inventory
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• Useful for:– Identifying global
leadership talent– Creating a
developmental measurement
– Building a coaching developmental plan for leaders
GCI: Global Competencies Inventory
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• Assesses cultural value preferences that impact work style
• Based on the research of Geert Hofstede conducted over the past 30 years
• Examines 5 major behavioral dimensions: Individualism Power Distance Certainty Achievement Time Orientation
• Contrasts personal results with the results of 5 different countries for comparison
CWq: Culture in the Workplace Questionnaire
Sample
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• Useful for:– Raising awareness of
cultural differences– Improving knowledge
base of cultural workplace behaviors
– Gap analysis to consider degree of cultural adaptation
– Discussion / analysis of team and company culture
Sample
CWq: Culture in the Workplace Questionnaire
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Building an Effective Global Leadership Development Program
• Get support from “the top”– Budget
– Sponsorship
– Visibility
– Active participation
• Identify stakeholders and align with other areas i.e., Talent Management, Organizational Development, Human Resources, Learning & Development
• Have business unit leaders identify and suggest candidates
• Use assessment tools to create talent pools– Integrate reports and results with your talent
management software platform or intranet
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Building an Effective Global Leadership Development Program
• Create and BRAND rotational programs for the various regions in the organization– Make sure the regions are ready!
• Develop and offer educational sessions for learning and self-awareness leveraging the experience of global assignees
• Identify, develop and assign mentors for younger leadership prospects
• Use assessment tools to measure developmental progress and build into the performance management system