How Global Leaders Develop

How Global Leaders Develop

Steve Terrell, Ed.D.

Steve Terrell

•  Leadership Development Consultant and Author
•  30 years’ experience in both corporate and consulting roles, all in
Leadership Development and Change Management
–  Bank of America (10 years)
–  Andersen Consulting (4 years)
–  Dove Consulting (3 years)
–  Executive Development Associates (2 years)
–  Aspire Consulting – Founder and President (10 years)
•  Doctorate in Human Resource Development from The George
Washington University, focusing on Global Leadership Development
•  Adjunct Faculty at Old Dominion University

© 2012 Aspire Consulting. All Rights Reserved. 2

Introduction

•  The rise of globalization has led to an increased demand for global
leaders with global leadership skills.
•  The supply of these skilled global leaders is not keeping pace with
the demand for them.
•  The competencies and skills required of global leaders are not well
understood.
•  Global companies need a better understanding of the experiences that
global leaders ﬁnd to be developmental, the competencies they
require and how they develop those competencies, to enhance and
improve their global leadership development practices.
•  Global companies need to accelerate development of global
leadership capabilities while also reducing the risk and costs involved
in traditional developmental approaches.


Research Study Questions

1.  What experiences do global leaders describe as
important in their development as global leaders?

2.  What do global leaders report that they learned that
contributed to their development as global leaders?

3.  How did global leaders learn what they learned that
led to their development as a global leader?


Data Collection & Analysis

•  In-depth interviews with global leaders from six industries
1.  Pharmaceutical
2.  Satellite TV
3.  Medical Devices
4.  Consumer Products
5.  Women’s Health and Beauty
6.  Financial Services
•  Interviews recorded and transcribed verbatim
•  Transcripts analyzed to answer the research questions
-  Coding, Patterns and Themes, Counting


Findings & Conclusions

•  “What”
•  What they experienced - the experiences they found to be important in
their development as global leaders
•  What they learned - the lessons they learned and the insights they
gained from their experiences
•  What they needed to be competent – the global leadership
competencies they found to be important to their role

•  “How”
•  Attitudes and behaviors that predisposed them to be receptive to
learning from experience
•  How they learned what they learned

© 2012 Aspire Consulting. All Rights Reserved.
6 6

Developmental Experiences

Living and Working in a Diﬀerent
Intensive Cross-Cultural Experiences
Geography and Culture

•  Holding global jobs after relocating to •  Development programs, esp.
another country Action Learning

•  Holding global jobs without relocating
•  Professional meetings
to another country

•  Relocating to another country to take
•  Global travel
a non-global job

•  Multicultural exposure and ﬁrst-hand
experience; immersion in local culture •  Site visits
and customs


Lessons Learned

Cultural Sensitivity Relationships
•  Openness to different environments and •  Developing and maintaining
cultures relationships and networks
•  Appreciating, valuing, and leveraging •  Face-to-face interactions with people in
differences their world
•  Paying attention to subtle clues and •  Seeking to understand others from the
nuances of behavior; being observant beginning
•  Adapting oneself to different cultures •  Power of being open and genuine;
and customs; flexibility connecting as human beings
•  Understanding different points of view
•  It’s okay to not have all the answers;
or perspectives; openness to new and
humility
different ideas
•  Being patient to listen and learn from
•  Being tolerant and non-judgmental
others

© 2012 Aspire Consulting. All Rights Reserved.
8 8

Global Leadership Competencies

•  Cultural Awareness and Sensitivity

•  Global Mindset / Perspective

•  Learning From Experience

•  Developing and Maintaining Relationships

•  Traits and Attitudes

•  Knowledge and Skills



Cultural Awareness and Sensitivity
•  Ability to see different perspectives

•  Appreciating and valuing cultural differences

•  Being aware of, understanding, sensitive to, and adapting to cultural differences

•  Curiosity, desire to learn about other cultures

•  Open to differences in various cultures

•  Open-minded

•  Self-awareness

•  Views working across multiple cultures and locations as opportunity

•  Willing to explore



Global Mindset or Perspective
•  Ability to see diﬀerent perspectives
•  Align multiple perspectives
•  Dealing with ambiguity
•  Dealing with complexity
•  Flexible, adaptable
•  Learning about diﬀerent ways of doing business
•  Living without a comfort zone
•  Managing multiple priorities
•  Thinking beyond the borders of one’s home country
•  Understanding the impact of one’s decisions on the rest of the world



Learning From Experience
•  Asking questions
•  Attitude of discovery
•  Growing through execution against challenges
•  Learning agility
•  Learning from mistakes
•  Listening
•  Observing, paying attention
•  Perceiving and being aware of interpersonal dynamics
•  Quickly integrating information
•  Rapid learning
•  Reﬂection
•  Self-reﬂection
•  Willing to learn



Developing and Maintaining Relationships
•  Authenticity

•  Connecting with people from the beginning of an assignment

•  Getting work done through others

•  Giving people the sense they are valued

•  Humility or humbleness

•  Language skills

•  Relationships with people



Traits and Attitudes
•  Courage to make a hard decision
•  Driving for results
•  Intelligence
•  Objectivity
•  Openness to experience, open-minded
•  Passion
•  Patience
•  Resilience
•  Self-conﬁdence
•  Tolerance
•  Working hard, perseverance



Knowledge and Skills
•  Leading the Business
-  Business acumen
-  Organizational knowledge
-  Technical or functional knowledge
•  Leading People
-  Aligning, engaging, providing direction
-  Developing people
-  Empowering others
-  Staﬃng key roles


Global Leader Learning Approaches

Attitude or Stance Toward Learning Approaches Learning Approaches After
Learning During Experiences Experiences
•  Observation of people and
•  Openness to experience •  Reflection-on-action
organizational dynamics

•  Motivation, willingness, and •  Learning from mistakes and •  Transfer and generalization
desire to learn failures to other situations

•  Curiosity about working •  Learning “in the moment,”
and living in other parts of accidental, incidental, and
the world serendipitous

•  Self-reflection, reflection-
•  Discovery and exploration
in-action
•  Desire, intention, and
willingness to gain •  Listening and attending to
something positive from others; observing others
experience


Conclusions

1.  Global leaders develop through ﬁrst-hand cross-cultural and
global leadership experience.

2.  As a result of their developmental experiences, global leaders
learn the importance and value of cultural sensitivity,
relationships and networks, and curiosity or desire to learn.


Conclusions

3.  Global leaders require a unique set of global leadership
competencies to eﬀectively fulﬁll their roles.
•  Cultural awareness and sensitivity
•  Global mindset or perspective
•  Learning from experience
•  Developing and maintaining relationships
•  Communication
•  Traits or attitudes
•  Knowledge and skills

4.  Global leaders are driven by curiosity, openness, and a desire
to learn.


Conclusions

5.  Global leaders develop and learn intuitively, dynamically
employing ad hoc learning approaches.
•  Attitude or stance toward learning

•  Learning approaches during experiences

•  Learning approaches after experiences


GLDP Audit

How eﬀective are you at these Global Leadership Development
Practices?
1.  Global Leadership Competency Model
2.  Global Leader Selection
3.  Expatriate Assignments
4.  Intensive Cross-Cultural Developmental Experiences
5.  Multi-Cultural Understanding and Sensitivity for Potential Global Leaders
6.  Preparing Potential and Current Global Leaders to Develop and Maintain Relationships
and Networks
7.  Fostering Curiosity and Desire to Learn About Other Countries and Cultures
8.  Promote the Need for an Attitude of Openness Toward Experience and Learning
9.  Providing Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From
Experience


Next Steps

Where do you want to go from here?


Contact Information:
STEVE TERRELL, ED.D.
ASPIRE CONSULTING, INC.
1903 LANCING CREST LANE
CHESAPEAKE, VA 23323

Thank phone. 757-546-7347 cell. 757-647-2571 fax.
757-546-8679

You! email. STEVE@ASPIRECONSULTING.NET
ASPIRECONSULTING.NET

APPENDIX


GLDP Audit
Global Leadership Competency Model RATING
1.  Competency Model that Describes Competencies Required for Success in
a Global Role
•  Cultural Awareness and Sensitivity
•  Global Mindset or Perspective
•  Learning From Experience
•  Developing and Maintaining Relationships
•  Communication
•  Traits or Attitudes
•  Knowledge and Skills
•  Company-Speciﬁc Competencies
•  Role-Speciﬁc Competencies (Global, Functional/Technical)
2.  Structured Process, Guidelines, and Tools for Assessment (e.g., 360),
Feedback, Coaching, and Development of Global Leaders

3.  Consistent Global Application of Process and Tools
4.  Global Management Team Reliance On/Use of Process and Tools

1. Highly Ineffective
2. Somewhat Ineffective
3. Neutral
4. Somewhat Effective
5. Highly Effective

GLDP Audit

Global Leader Selection
1.  Global Leader Selection Criteria
•  Global Leadership Potential
•  Global Leadership Competencies
•  Curiosity and desire to learn, especially about other cultures
•  Motivated to learn about other parts of the world
•  Openness to experience
•  Desire to actively explore new cultures
•  Ability to learn from experience
•  Company-speciﬁc criteria

2.  Structured Process, Guidelines, and Tools for Assessment, Identiﬁcation, and Selection of Global
Leaders
3.  Consistent Global Application of Process and Tools
4.  Global Management Team Reliance On/Use of Process and Tools

3. Neutral

GLDP Audit

Expatriate Assignments RATING
1.  Identifying developmental characteristics of assignments and matching people with
assignments for developmental purposes.

2.  Providing active support, on-going feedback and coaching, and other development
throughout assignments.

3.  Creating individual development plans for potential/new global leaders, focused on
developing global leadership competencies.

4.  Holding the appropriate people (individual global leader, his/her manager, HR)
accountable for implementation and follow-through of individual development
plans.

5. Equipping new global leaders with concepts, skills, tools, and other resources to
enhance their ability to actively learn from experience.

3. Neutral


GLDP Audit
Intensive Cross-Cultural Developmental Experiences RATING
1.  Guidelines for Identifying and Selecting Developmental Experiences for Potential and
New Global Leaders
2.  Catalog of Developmental Assignments and Experiences (e.g., Global Project Team
Assignments, Global Meetings, Global Travel, Site Visits, Global Leadership
Development Programs)
3.  Individual Development Plans That Incorporate Global Leadership Development
Goals and Action Plans
4.  Equip Leaders with Skills and Tools to Proactively and Intentionally Learn From
Their Global Developmental Experiences
5.  Global Project Team Assignments (e.g., global, cross-cultural team members and that
involve travel to and work in other countries; projects that focus on global business
issues and problems)
6.  Global Meetings
7.  Global Travel
8.  Site Visits
9.  Global Leadership Development Programs
3. Neutral

GLDP Audit

Multi-Cultural Understanding and Sensitivity of Potential Global RATING
Leaders
1.  Cultural Sensitivity Assessment, Feedback, Coaching, Mentoring
2.  Tools to Help Leaders Understand Diﬀerent Points of View and Perspectives
Through the Use of Feedback, Coaching, and Mentoring
3.  Guidelines on Engaging Individuals From Multiple Cultures in Teams, Business
Meetings, Presentations, and Work Sessions That Focus on International,
Multicultural, and Global Issues, Problems, and Challenges

4.  Best Practices in Fostering Cultural Sensitivity and Multicultural Understanding

5.  Training in Paying Attention to Clues and Nuances of Behavior Using
Observation, Assessment, Feedback, and Coaching
6.  Assessment, Feedback, Coaching, and Other Developmental Activities Aimed
at Increasing Flexibility and Adaptability as a Means of Adapting to Diﬀerent
Cultures and Customs
3. Neutral


GLDP Audit

Relationships and Networks RATING
1.  Feedback, Coaching, and Training in the Dynamics of Relationships and
Relationship Development in Various Cultures

2.  Prepare Potential or Newly Identiﬁed or Assigned Global Leaders With
the Mindset, Tools, and Skills Needed to Understand the Importance of
Relationships and Establishing Relationships in Global Leadership Roles
•  Cultural Familiarization Training
•  Readings
•  Discussions
•  Assessments
•  Transition Plans
•  Feedback & Coaching

3. Neutral


GLDP Audit

Foster Curiosity and Desire to Learn About Other Countries and RATING
Cultures

1.  Provide Feedback, Coaching, Training, or Mentoring in Learning the
Patience to Listen Deeply and Learn From Others While Maintaining an
Attitude of Discovery and Exploration

2.  Promote the Need to be Humble, Tolerant, and Nonjudgmental in
Global Leadership Roles Through Observation, Feedback, Coaching, and
Mentoring

3. Neutral


GLDP Audit

Promote Need for Attitude of Openness Toward Experience and RATING
Learning
1.  Assessment, Feedback, Coaching, Mentoring, and Other Developmental
Support to Encourage Openness Toward Experience and Learning

2.  Identifying and Measuring the Factors That Should be Evident in Potential
Global Leaders’ Attitude or Stance Toward Learning, such as:
•  Openness Toward Cross-Cultural or Global Experience
•  Motivation, Willingness, and Desire to Learn From Experience
•  Curiosity About Working and Living in Other Parts of the World
•  Attitude of Discovery and Exploration
•  Desire, Intention, and Willingness to Gain Something Positive From
Experience
3. Neutral


GLDP Audit

Provide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn RATING
From Experience
1.  Educating and Training Global Leaders in Specific Learning Approaches or Tactics
That Enhance Learning From Experience
2.  Encouraging Global Leaders to Utilize Various Approaches to Evaluate What Works
Best For Them (active experimentation; try out new behaviors; trial and error;
mistakes)
3.  Encourage Global Leaders to Take Responsibility For Their Own Learning and
Development
q  Identify One’s Learning Needs
q  Setting Goals of What One Desires to Learn From An Experience
q  Adjust the Experience to Maximize Learning Potential
q  Appraise One’s Own Learning Capabilities

4.  Teach Global Leaders How to Utilize Reflection in Day-to-Day Work as Well as
During Structured Developmental Programs
5.  Test Various Approaches to Enhancing Reflection Skill Development to Determine
Which Approaches Produce Greater Learning 1. Highly Ineffective
3. Neutral

GLDP Audit
SUMMARY RATINGS
1.  Global Leadership Competencies
2.  Global Leader Selection Practices

6.  Preparing Potential & Current Global Leaders to Develop and Maintain
Relationships and Networks
7.  Foster Curiosity and Desire to Learn About Other Countries and Cultures

8.  Promote the Need for an Attitude of Openness Toward Experience and
Learning
9.  Provide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn
From Experience
3. Neutral

Priority Areas to Improve
What are the top priority areas you need to focus on to enhance
and accelerate development of global leaders?
GLOBAL LEADERSHIP DEVELOPMENT PRACTICES PRIORITIES
1.  Global Leadership Competency Model
2.  Global Leader Selection

6.  Preparing Potential & Current Global Leaders to Develop and Maintain
Relationships and Networks
7.  Foster Curiosity and Desire to Learn About Other Countries and Cultures

8.  Promote the Need for an Attitude of Openness Toward Experience and Learning

9.  Provide Knowledge and Tools to Enhance Global Leaders’ Ability to Learn From
Experience


Related Aspire Oﬀerings

Accelerated Global Leadership Development
§  Global Leadership Competency Model Development
§  Global Leader Candidate Assessment and Selection; Behavioral
Interview Guides; Behavioral Interview Training
§  Integration of Global Leadership Competencies with key HR Systems/
Processes (Talent Management, Performance Management)
§  Global Leader 360° Assessment, Feedback, Development Planning, and
Coaching
§  Global Leadership Development Program Design, Development,
Implementation
§  Integrating intuitive, ad hoc learning approaches with structured development
programs
§  Action Learning program development and facilitation


How Global Leaders Develop

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