GLOBAL LEADERSHIP DEVELOPMENT

Kendal Callison Global HR Services SHRM Global HR SME GLOBALHR Business Leaders Conference, Seattle, March 31st 2011

17 years in Global HR 5 years as co-owner of IT/Global HR services 12 years in various global HR roles (Canada, US,

Europe, Latin America, Asia Pacific ) with multinationals

Education MBA; GPHR; GPHR exam prep course instructor certifiedVolunteer Roles 2010-: SHRM Global HR SME 2007-2010: SHRM Global HR Expertise panel 2003-2005: SHRM WA State Council Int’l HR Dir. 2003: co-founder of IHRRT (became the Global HR Consortium in 2005)

MY BACKGROUND

Global Leadership Development (GLD) Definition, Key Questions & Important Traits

Creating a People Advantage Overcoming Shortfalls Leadership Pipeline Competencies & a Global Mindset Development Tools Conclusion

TODAY’S FOCUS

Definition… Training to assist the development of required

leadership skills with the goal to unify a global workforce around a common vision through demonstration of personal mastery, thinking globally, anticipating opportunities and effectively using shared networks.

Identify… Talent & related capabilities Essential competencies Gap analysis Pathways to gain leadership experience Measurement tools to track actual development

GLD DEFINITION & KEY QUESTIONS

Effective Global Leaders Envision what they want to achieve

Know how to meet market challenges & take steps to make that vision a reality

Realize that effective interaction between leadership and employees strongly impacts their future success

Have organizational commitment to learning & the development of a global mindset

IMPORTANT TRAITS

… it takes time to develop a leader who can manage effectively within a global context

Working in different cultures Understanding complex relationships Developing cultural skills & attitudes

Employees: develop leadership skills & behaviors grow & develop at different speeds

LIKE A FINE WINE…

Q4 2010 SHRM Research Quarterly  “Global Leadership Development” www.shrm.org

Includes: Issues important for GLD success & related

strategies Academic studies highlighting these issues Perspectives on trends, challenges &

opportunities

SHRM’S RESEARCH QUARTERLY

The Boston Consulting Group & the WFPMA Associations; www.bcg.com; 2010; Creating people advantage 2010

How companies can adapt their HR practicesto respond to volatile times… The demand for leadership development Other issues:

Managing talent Enhancing employee engagement Measuring workforce performance Improving performance management &

rewards

CREATING A PEOPLE ADVANTAGE

Development Dimensions International, Inc; www.ddiworld.com; 2009; Global leadership forecast 2008/2009: Overcoming the shortfalls in developing leaders.

…in developing leaders 75% identified improving or leveraging

talent as a top business priority

Only 50% had a process to identify high-potential leaders and…

…only 39% of those had a program to accelerate candidates’ development

OVERCOMING SHORTFALLS

Bloomberg Businessweek.com/Hay Group; February 18, 2010; 2009 best companies for leadership. The future of leadership: A spotlight on the best.

Organizations must have a process within their talent management strategy

Leadership focus should begin early in a potential candidate’s career

The best leadership companies focus on attracting young leaders

LEADERSHIP PIPELINE

A lack of the right competencies in existing global leaders can cause critical challenges Strategic planning & implementation Interpersonal misunderstandings and / or

miscommunication between executives from different cultures

Global mindset is an integral part of GLD & the foundation for successful global leadership

COMPETENCIES

COMPETENCIES Innovation comes from:

New ideas New thinking New ways of looking at the world

Need to develop a new global mindset Need to examine:

Talent management & development Connection between diversity of thought

& innovation

Bloomberg Businessweek.com; www.businessweek.com; (1-26-2010); The New Global Mindset

Diversity includes: Not just race or gender Personality, level and type of education

and skills, culture, generation and life experiences

Leveraging inclusive ways of thinking

Bloomberg Businessweek.com; www.businessweek.com; (1-26-2010); The New Global Mindset

GLOBAL MINDSET

Four principles: Get the mindset Nurture a spectrum of talent Anticipate the next big thing Consensus is not always desirable

Bloomberg Businessweek.com; www.businessweek.com; (1-26-2010); The New Global Mindset

COMPETENCIES

Developing a global mindset includes: Cultural competency skills An understanding of & appreciation for

different preferences & communication styles Cultural sensitivity Commitment to develop & support a different

organizational mindset Open to learning new perspectives Capacity to learn from failure

Enables working effectively across functional, organizational & cross-cultural boundaries

Essential for a worldwide corporate vision - balancing global & local needs

GLOBAL MINDSET

SHRM; 2010; What senior HR leaders need to know: Perspectives from the U.S., Canada, India, the Middle East and North Africa.

Global mindset / global intelligence

Effective communication

Strategic thinking

Cross-cultural intelligence

COMPETENCIES

Lombardo, M.M., Eichinger, R.W.; Center for Creative Leadership; 2006; FYI for your improvement, 4th edition.

Global business knowledge Cross-cultural resourcefulness Cross-cultural agility Assignment hardiness Organizational-positioning skills from

remote locations Cross-cultural sensitivity Humility

COMPETENCIES

Hind, P., Wilson, A. & Lenssen, G; 2009; Developing leaders for sustainable business. Corporate Governance, 9(1), 7+.

Five mediating keys: Systemic thinking Embracing diversity & managing risk Balancing global & local perspectives Meaningful dialogue & developing a new

language Emotional awareness

COMPETENCIES

Assignments - temporary & stretch Mentoring &/or coaching International business travel Experiential or action learning assignments International cross-functional teams Expat assignments (long & short-term) Language training Cross-cultural training 360-degree feedback

DEVELOPMENTAL TOOLS

The right talent continues to be key to maintaining &/or expanding a company’s global marketplace position

Effective global leadership is at the center of this success…

… with broad requirements of essential competencies, skills & knowledge and…

…a receptiveness to learning & understanding of cultures and…

…developing new & diverse perspectives.

CONCLUSION

Essential parts of the GLD equation include: Willingness to explore new ways of leading &

learning Influencing others by example for the benefit of

the company HR’s role:

keep the doors of learning open help guide the organization to become a better

corporate citizen Strengthen the organization’s outreach for

diverse talent with a goal to create global leaders of the future

CONCLUSION

SHRM (2010). Global Leadership Development; SHRM 4th quarter Research Quarterly.

The Boston Consulting Group and the World Federation of Personnel Management Associations; www.bcg.com; (2010); Creating people advantage 2010: How companies can adapt their HR practices for volatile times.

Development Dimensions International, Inc; www.ddiworld.com (2009); Global leadership forecast 2008/2009: Overcoming the shortfalls in developing leaders.

Bloomberg Businessweek.com/Hay Group; Hay Group webinar; (02-18-2010); 2009 best companies for leadership. The future of leadership: A spotlight on the best.

REFERENCE LIST

1 of 2

Bloomberg Businessweek.com; www.businessweek.com; (1-26-2010); The New Global Mindset

SHRM (2010); What senior HR leaders need to know: Perspectives from the U.S., Canada, India, the Middle East and North Africa.

Lombardo, M.M., Eichinger, R.W.; Center for Creative Leadership (2006); FYI for your improvement, 4th edition.

Hind, P., Wilson, A. & Lenssen, G (2009); Developing leaders for sustainable business. Corporate Governance, 9(1), 7+.

REFERENCE LIST

2 of 2

Kendal CallisonGlobal HR ServicesSHRM Global HR SME

Kendal.Callison@gmail.com206-218-8001

QUESTIONS?