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What is Global Leadership: 10 Key Behaviors that Define Great Global Leaders
Anita Zanchettin Managing Director, Global Talent Strategy
May 8, 2013
Anita Zanchettin
Managing Director, Global Talent Strategy
Aperian Global
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Aperian Global’s Mission is to develop the capabilities of individuals, teams, and organizations to work effectively across cultures in order to create a sustainable global future.
Global Reach
Innovative Web Tools
Thought Leadership
Client Needs
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Globalization and Leadership
Do we have the leadership capabilities in place to effectively implement our global growth strategies?
Strategies for addressing critical talent priorities:
Developing locally-hired talent in fast-growth markets;
Building skills across the organization to collaborate effectively across boundaries;
Increasing global skills of headquarters-based talent.
Aperian Global research as the foundation: 10 Key Behaviors of Great Global Leaders
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1. Population growth
3 Global Trends
City, Country Population 1. London, United Kingdom 6.5 2. New York, United States 4.2 3. Paris, France 3.3 4. Berlin, Germany 2.7 5. Chicago, United States 1.7 6. Vienna, Austria 1.6 7. Tokyo, Japan 1.5 8. St. Petersburg, Russia 1.4 9. Manchester, United Kingdom 1.4 10. Philadelphia, United States 1.4
Largest Cities in 1900 (in Millions)
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1. Population growth
3 Global Trends
UN Predicted Largest Cities in 2015 (in Millions) City, Country Population 1. Tokyo, Japan 35.5 2. Mumbai, India 21.9 3. Mexico City, Mexico 21.6 4. Sao Paulo, Brazil 20.5 5. New York City, USA 19.9 6. Delhi, India 18.6 7. Shanghai, China 17.2 8. Kolkata, India 17.0 9. Dhaka, Bangladesh 16.8 10. Jakarta, Indonesia 16.8 11. Lagos, Nigeria 16.1 12. Karachi, Pakistan 15.2
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2. Economic power shifting away from the developed world
3 Global Trends
In order of GDP for 2012:
1. U.S.
2. China
3. Japan
4. Germany
5. France
6. UK
7. Brazil
8. Russia
9. Italy
10. India
Goldman Sachs predicts in 2050:
1. China
2. U.S.
3. India
4. Brazil
5. Mexico
6. Russia
7. Indonesia
8. Japan
9. UK
10.Germany
11.Nigeria
12.France
13.Korea
14.Turkey
15.Vietnam
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3 Global Trends
1. Population growth 2. Economic power shifting away from the
developed world 3. Technology advances: A virtual, 24/7 work
week
The world’s economic and social center of gravity is shifting
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Global Leaders need:
Strong self-awareness
Highly-developed multi-cultural mindset Comfort with extreme ambiguity
Ability to influence across geographies
Develop talented people with different cultural backgrounds, communication styles
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“What is Global Leadership? Ten Key Behaviors that Define Successful Leaders” Gundling, Hogan, Cvitkovich, June 2011
Seeing Differences
• Cultural Self-Awareness
• Invite the Unexpected
Closing the Gap
• Results through Relationships
• Frame-Shifting
Preserving Balance
• Adapt & Add Value
• Core Values & Flexibility
Establishing Solutions
• Influence across Boundaries
• Third-Way Solutions
Opening the System
• Expand Ownership
• Develop Future Leaders
Global Leadership Behaviors: Stages
© Aperian Global
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Developing Locally Hired Talent in Fast-Growth Markets
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Example #1: Global Automotive Company
Global Leadership Summit (Top 200)
Compass Program (Next Generation Leaders in Asia-Pacific-Africa)
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What is the Compass Program?
Development framework focused on local national talent particularly in Asia-Pacific’s fast-growth markets Blended learning journey: classroom, self-study, on-the-job spans 24 months
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Reason for Compass Program?
Rapid growth in Asia Pacific Strategic investment in the region
Sustain rapid growth Reduce reliance on Expatriates Accelerate development of high-potential local national employees
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Development Framework
Phase 1
Learning Engagement
Phase 6
Classroom Experience
Establishing Solutions
Presentation to Senior Leadership
Sponsors
Phase 3
Cross Boundary/
Function Projects
Experiential Learning
Phase 4
Classroom Experience
Opening the System
Preserving Balance
Phase 2
Classroom Experience
Seeing Differences
Closing the Gap
Selection & Nomination
Phase 5
Cross Boundary/
Function Projects
Experiential Learning
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Summary: Best Practices and Advice Initiative should come from region or market
Senior leaders must “own” the initiative
Multi-module programs building capabilities over time
Blended Approach: Face-to-face learning, Action Learning Teams with Business Impact, Executive Sponsorship
Differentiate facilitation approach and curriculum for specific markets
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Building skills for all leaders to collaborate effectively
across boundaries
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Creating Alignment in Leadership
US-based global organization
Strong corporate culture Global presence Well-developed leadership curriculum Technical expertise Effective working relationships with local leadership critical to success in-country
State-run company in Iraq
Command and control culture Leadership development cut off due to political events Basic infrastructure unstable National pride: what’s in it for us?
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Key Success Factors Joint development of Core Values: What do we stand for? Joint leadership model: Executive and Manager levels Commitment to leadership development: Executive sponsorship from Global Organization and State-Run Company Measuring progress: Organizational Health Assessment
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Leadership Development Model
Fundamentals of Supervision
First-line Supervisors, Superintendents, Section
Heads, Selected Individuals
The Effective Manager
General Managers, Department
Level Managers and select Section Heads
Organizational Leadership
General Managers, Department Level Managers
and select Section Heads
Our Culture: Values in Action
Annual Survey
Measuring Impact
Action Learning
Teams
Action Learning
Teams
Action Learning
Teams
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Lessons Learned: Bilingual materials and facilitation essential
Branding of Leadership Curriculum important
Practical tool + example + application on the job
Time to talk crucial
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Challenges: • Post-session change
(10% vs. 90%)
• Sustaining Motivation
• Different realities
• How do we bridge the gap: Current reality vs. desired future state?
• How do we create change from within the system?
Successes: • Interviews with key
stakeholders
• Close collaboration and input on design
• Senior Leadership Commitment
• Videos, Toolkit
• “Level playing field” of learning
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Mergers & Acquisitions
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Lenovo
National Culture
Corporate Culture
Local Culture
What is the first thing you would do?
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Lesson #1 If your leg is broken, you don’t need a transplant.
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Solve the Immediate Problem
Cultural Tool Kit
o Holiday Calendar
o World Time Clock
Meeting in a Box
o Values Card Game
o World Map Activity
o Global Jargon Quiz
Mandarin and English Classes
Global Holiday Observances
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“We are going to
knock it out of the
ballpark”
“He’s grass on the wall” 墙头草
“Jump out
of the picture” 跳出画面看
画
“We need to do it soup to nuts”
“I am shooting through”
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So . . . How Did you Do?
Knock It Out of the Park
(USA) – Exceed your goal “We are not just going to meet our numbers, we are going to knock it out of the ball park …”
Soup to Nuts (France) – Go from beginning to end “I want our team to walk though the strategy, soup to nuts, so we can make sure we are not missing anything …”
Grass on the Wall (China) – Person who will follow the majority / does not have judgment. “He won’t decide. He’s grass on the wall.”
Jump out of the Picture (China) – Think in a different, innovative manner. “I need you to jump out of the picture so we can come up with some new ideas.”
Shooting Through (Australia) – Going home “If you want to talk you need to call me in the next 15 minutes, I am shooting through soon.”
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Lesson #2 It takes a village.
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Global Team, Global Involvement, Inclusive Process CEO commitment
Business sponsors
Design meetings with stakeholders across geographies, levels and functions
Pilots in several geographies
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Lesson #3 When in Rome . . . or Beijing, or Bratislava . . .
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Local and Functional Relevance
East Meets West for Executives
– Demonstrating Global Leadership
– Providing Feedback
– Conducting Multicultural Meetings
– Resolving Conflict
Unique challenges: How to deepen respect for culture (vs. point fingers)? How to engage Chinese, European and U.S. executives?
Increasing Trust: Understanding the “Why” Behind the Behavior Creating Working Agreements
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Ancient China Imperial China
Unification of China by Emperor Qin
Han Dynasty Song Dynasty
Buddhism Flourishes
Tang Dynasty
2070 BCE 202 BCE-220 CE 618-907CE
960-1279 CE
THE CLASSICAL AGE (500 B.C.) • Confucianism and Taoism primary philosophies; influence Chinese society for thousands of years IMPACT: Evolution of hierarchical, relationship-based system with extraordinary durability for 2500 years Less concerned about finding ‘the truth’ and more concerned with finding the way between two equal and opposite forces. Holistic thinking, comfort with paradox
THE SONG DYNASTY (960-1279 A.D.) • China's marvelous scientific age: gunpowder, paper, printing;
West in Dark and Middle Ages
IMPACT: China source of much of world's great intellectual, material, and scientific heritage. Chinese perhaps most historically minded people on earth: "drive to the future looking in the rear view mirror"
Confucius and Laozi
Yuan Dynasty
1279-1368 CE
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Local and Functional Relevance
Managing Across Cultures for Managers Working effectively with colleagues: – Across work style differences – On global teams – Across cultures
Unique challenges: How to provide a “Cultural Ah-Hah” in the training room? How to deal with diverse expectations for the training experience?
Understanding the “Why” Behind the Behavior GlobeSmart Framework, Application to Workplace Scenarios, Tips and Tools
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Increasing global skills of headquarters-based talent
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Headquarters Imperatives
Limited Local Capabilities
Strong Verbal Pressure
Irrational Opposition
Forceful Decisions
Covert Resistance
Frustration & Confrontation
Resignation & Withdrawal
Stalemate = Poor Business Results
The Vicious Cycle
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Rapid Communication
Flexible Leadership
Constructive Debate
Sharing Best Practices
Joint Development
Organisational Support
Local Customer Input
Local Ownership and Enthusiasm
Commitment to Development of Subsidiary
Accurate Assessment of Capabilities
Relationship Building
The Virtuous Cycle
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GlobeSmart® Dimensions
Interdependent Independent
Status Egalitarianism
Restraint Risk
Indirect Direct
Relationship Task
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How to Use the GlobeSmart® Profile
Remember: Dimensions are on a continuum There is no “right” or “wrong” style Profile result is not a predictor of success
You Your Colleague
Your goal: To know the profile of you and your colleague in
order to leverage similarities and bridge gaps
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GlobeSmart® Cultural Dimensions
Aspects of culture that represent a range of work styles in a multicultural work environment
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GlobeSmart® Cultural Dimensions
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GlobeSmart® Cultural Dimensions
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GlobeSmart® Team Profile
Based on your team GlobeSmart profile: What are the potential strengths of the team, looking at similar and different
work styles? What are the potential challenges of the team, looking at similar and
different work styles? Select one dimension where there is a variety of work styles. What are
strategies for working effectively across this dimension?
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Summary Best Practices and Advice
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Developing Global Leaders: Career Steps
Degree of Difficulty
Degree of Difference
International Travel
Expat Assignment
(Different Culture)
Expat Assignment
(Similar Culture)
Global Team Participation
Global Business
Responsibility
Global Account
Responsibility
Mentor Relationship
Working for a Model Leader Multicultural
Team Participation
Short-Term Project Abroad
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“To know yet to think one does not know is best;
Not to know yet to think one knows leads to difficulty.”
- Lao-Tzu, Chinese Philosopher
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Thank you
Anita Zanchettin Managing Director, Global Talent Strategy
May 8, 2013
Anita Zanchettin
Managing Director, Global Talent Strategy
Aperian Global