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

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

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

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)

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

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

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

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

“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

Developing Locally Hired Talent in Fast-Growth Markets

Example #1: Global Automotive Company

Global Leadership Summit (Top 200)

Compass Program (Next Generation Leaders in Asia-Pacific-Africa)

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

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

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

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

Building skills for all leaders to collaborate effectively

across boundaries

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?

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

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

Lessons Learned: Bilingual materials and facilitation essential

Branding of Leadership Curriculum important

Practical tool + example + application on the job

Time to talk crucial

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

Mergers & Acquisitions

Lenovo

National Culture

Corporate Culture

Local Culture

What is the first thing you would do?

Lesson #1 If your leg is broken, you don’t need a transplant.

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

“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”

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.”

Lesson #2 It takes a village.

Global Team, Global Involvement, Inclusive Process CEO commitment

Business sponsors

Design meetings with stakeholders across geographies, levels and functions

Pilots in several geographies

Lesson #3 When in Rome . . . or Beijing, or Bratislava . . .

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

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

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

Increasing global skills of headquarters-based talent

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

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

GlobeSmart® Dimensions

Interdependent Independent

Status Egalitarianism

Restraint Risk

Indirect Direct

Relationship Task

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

GlobeSmart® Cultural Dimensions

Aspects of culture that represent a range of work styles in a multicultural work environment

GlobeSmart® Cultural Dimensions

GlobeSmart® Cultural Dimensions

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?

Summary Best Practices and Advice

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

“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

Thank you

Anita Zanchettin Managing Director, Global Talent Strategy

May 8, 2013

Anita Zanchettin

azanchettin@aperianglobal.com

Managing Director, Global Talent Strategy

Aperian Global