http://www.weforum.org 26.07.2011 Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf

1. Global Leadership Fellows
World Economic Forum 1

2. Global Leadership Fellows
…join a three-years leadership development that integrates
job experience at the Forum and an executive education
delivered by the world‟s foremost thought leaders
and practitioners.
World Economic Forum 2

3. Vision
The executive leadership programme will develop
tomorrow‟s leaders of global institutions in both the private
and public spheres.
Fellows will complete the
programme with a
greater self awareness,
insights into global, regional
and industry agendas,
unique networks,
externally recognized as
leaders with a global mindset.
World Economic Forum 3

4. Mission
To foster and accelerate the
development of the Global
Leadership Fellows in their
knowledge and skill domains,
through an integrated
programme of work
experience,
teaching and personal
development with the highest
level of exposure to leaders in
the private and public sectors.
World Economic Forum 4

5. Top talent: The Fellows
Fellows are mid-career professionals, who will have completed
3 years in Forum’s front line positions, benefiting from:
Connecting the Thought Leading the Unique
dots: leadership: leaders: network:
Understanding Exposure to Facilitating top Developing
global inter- global, regional, leaders‟ meetings relationships and
dependencies industry issues, engaging
shaping the stakeholders
agenda for various
communities
in parallel with
3 years of leadership training, co-delivered by:
World Economic Forum 5

6. Who are the Fellows?
The programme recruits the most promising leaders to join the annual cohort
and immerses them in a development experience that will increase each
individual‟s capacity to improve the state of the world.
 Diverse: 26 Fellows (2008 cohort), 19 nationalities
 Gender Mix: Males 40% , Females 60%
 Average Age: 34
 Broad Intellectual Background
All Fellows have at least one Master‟s degree
PhD degree 16%
MBA degree 32%
More than one Master‟s degree 40%
 Strong Work Experience
Average of 8 years (45% „for profit‟; 55% „not for profit‟
sector)
 Typical education from
INSEAD, IMD, HEC, LSE, Harvard Kennedy School of
Government, Columbia University; Oxford University,
Cambridge University
World Economic Forum 6

7. Recruitment and career paths
• Hired for specific front line positions
by a line manager and the Dean
• Entrance to the organization at the
„Senior Manager‟ level with a three
year contract
• Pending a solid performance
Associate Director position within
two years
• A promotion to Director is expected
between 1-3 years from completion
of the programme
World Economic Forum 7

8. Recruitment
• Highly competitive selection 2500 applications p.a.
• Selection process:
• Screening of CVs and essays
• Behavioral, competency based interviews
• Realistic job preview
• Emotional intelligence testing
• Looking for:
• Service orientation • Problem solving
• Results drive • Shaping agenda
• Synthesizing • Values alignment
• Collaboration • Motivational fit
• Managing self
• Managing projects
World Economic Forum 8

9. Where do they go after the programme?
Corporations:
• Middle manager with line management responsibility (Marcello, Expedia)
• Adviser /Chief of staff/ Executive assistant to the CEO (Sumeet, Fortis)
• External Affairs/Public policy/Communication (Cristine, MMC)
• Strategy (Arun, McKinsey)
Governments
• Adviser (to the Minister of Finance, Nigeria; Yemi)
• Head of an office (Head of competitiveness, Guatemala, Julio)
NGOs and International Organizations
• Economist (Preeti, African Development Bank)
• Regional responsibility (Dezhi, IMF)
• High impact programmes (Francesca, British Council)
The Forum
• Director of Media and Entertainment Industries (Diana)
• Director Head of Asia (Sushant)
• Chief of staff, Centre for Global Industries (Helena)
World Economic Forum 9

10. About the programme: in the media
"Manager training at the
"Training for Leading Roles"
Patricia Cohen, 9 July 2010
super league level"
Andrew Baxter, 26 January 2009
"The Complicated Lives of
"Leaders-to-Be" Today's Leaders"
Ben McGrath, 2 August 2010 20 September 2010
World Economic Forum 10

11. About the programme: Foundation Board
"What a tremendous
pool of diverse talent!"
Ghosn
(Renault-Nissan Alliance)
Nooyi
(PepsiCo) "If you [The Forum], don‟t know
what to do with them [the Fellows],
send them to us!"
World Economic Forum 11

12. The leadership model
The perception of “leadership” is often in the eye of the beholder.
At the Forum, we see leadership as an interconnection of :
• Thought Leadership
• Constituent Leadership
• People Leadership Building
trust
• Personal qualities Service Forum
attitude development
Structuring Constituent Managing
problem & Forum Providing teams &
solving Leadership feedback projects
Shaping & coaching
Intensifying agenda
Synthesising
constituent
Identifying Thought Collaborating People
issues, engagement
Leadership effectively & Leadership Managing
Foresight
efficiently self
Building
Personal Mobilizing
domain
Qualities people
knowledge
Results Committed
driven to improving
the state of the
Adhering
world
to values
World Economic Forum 12

13. Programme structure and content
Me Leading teams
as a leader and organizations
Leadership
in
ACTION
Leadership in
global context
2 years: 3rd year:
classroom and project work,
experiential mentoring and
training coaching
World Economic Forum 13

14. The programme
Nov 1–5 Feb 14–18 Feb 21–25 July 5–9 July 11–15
General/Switzerland INSEAD/France Geneva/Switzerland Columbia/NY Wharton/PA
Behavioural Economics & Taking the Stage Strategic
Leadership & Coaching Decision Making & Networks
International Relations (The School of Arts) Persuasion & Influence
Decision Making
Year 1 Emerging Economies
Anil Gupta INSEAD (2d) The Leader within and
Anil Gaba, INSEAD (2d)
Influencing and Persuading
Peter Cappelli, Richard Shell,
Simulation Game Mario Moussa
Leadership across cultures
Albert Angehm, ???? Leadership & Art and Art of Wharton School
MBTI and Action Learing Manfred Kets de Vries,
Leadership
(1d) Elisabeth Engellau,
Columbia University Meaning Making Systems
Gianpiero Petriglerie, Voisit Cern/WPP
School of Arts Wharton
Subramanian Rrangan,
Swiss Leadership Journey INSEAD (5d) Leadership and Emerging
(2d) Action Learning
Futures
Wharton
Otto Sharmer, MIT (1d)
Oct 4–8 Feb 21–25 Feb 28–Mar 4 July 5–9 July 11–15
LBS/Geneva LBS/Geneva Gemmi/Switzerland Columbia/NY Wharton/PA
Voice, Personal Mobilizing the Science Global
Strategy for Leaders High Performance Teams
Presence & Power (The Earth Institute) Entrepreneurial Presence
Personal Power and Influence Financial Policies
(2.5d) Christopher Henessy, LBS (1d)
Year 2
Ethics
The Leadership Journey Risk Management
Org. Politics: Gianpiero Petriglieri, team of Kunreuther et al, Wharton
Entrepreneurship
Alvarez, INSEAD/ ESADE coaches
Gray Dushinistrky (1d)
(0.5d) INSEAD (2.5d) Columbia University Investor Capitalism
Earth Institute Mike Useem, Wharton
High Emergency Organization Team Dynamics
Lynda Gratton, LBS (1d) Richard Jolly (1d) Social Entrepreneurship
Negotiation McMillan, Wharton
Strategy & Innovation Daniel Shapiro +Business Game
Coaching/Consulting Day
Jules Goddard, LBS (2d) Harvard Law School (2.5d)
Perso Mar 7–12 June–May Oct–June
General/Switzerland Russia Geneva and NY Geneva and NY Geneva and NY
Business Workshops
Career Change Leadership in Global Context Mentoring/Coaching Action Learning
(optional)
Personal Career Change
Year 3
Herminia Ibarra Leadership in Different
INSEAD (2d) Cultures and Realities
(field visits with communities) Coaching sessions with Finance & Accounting for
Next Career Steps Team project on strategic,
professional coach Non-Specialists
Steve Langton, Wolfgang Walter entrepreneurial & social aspect
Experimental Learning Mentoring with YGLs, (optional and anytime
Heidrick & Struggles (2d) of Forum's interest
Examples from the past: including a shadowing within the 3 years)
Israel/Palestine,
Personal Branding South Africa, Russia
Sue Hodgkinson (1d)
World Economic Forum 14

15. Blending different learning approaches
• Work assignments
• Classroom modules & Experiential modules
• Learning by observing
• Coaching and Mentoring
Impact of development interventions development on the job: coaching/mentoring: classroom training, 70: 20:10,
Intervention/
Knowledge Skills Behaviours Motivation Values
impact
Classroom x (x)
Self study x x (x)
Assignment(s) (x) x x
Job rotation x x x
Out of work (x) x (x)
Mentoring x x (x)
Coaching x x x
World Economic Forum 15

16. Blending different learning approaches
Work assignments: Full time, front line positions
Arun leads the Forum's Engineering & Construction Industry Community by providing CEOs with
strategic insights and emerging market trends. He manages 15 partnership accounts with multi-
billion dollar E&C corporations. During his tenure, he has developed relationships with ministries,
including India, multilateral development agencies, including the World Bank and enterprises such
Arun
as China Railway Construction.
Education: University of Chicago, Iowa State University of Science & Technology, National
Institute of Technology
Previous employers: Sargent & Lundy, LLC; IOWA State University
Viviane works for the Schwab Foundation of Social Entrepreneurs, where she identifies,
evaluates and selects social enterprises in Asia. She builds local partnerships and liaises with
other strategic relationships.
Viviane
Education: INSEAD, Stanford University,
Previous employers: Gallivan, Gallivan & O‟Melia; Keystone Strategy; Silicon Storage
Technology; Hewlett Packard; AMD; UPS
Arturo works for the Latin American Community where he develops relationships with government,
business, and civil society. Over the past three years he has worked on several reports, including
Mexico Competitiveness Report with Harvard‟s CID and Adapting to the Rise of China with the
Arturo
OECD.
Education: Nuevo León State University, Harvard University, Kennedy School of Government,
Monterrey Institute of Technology
Previous employers: CEMEX; The World Bank; Harbor Consulting
World Economic Forum 16

17. Blending different learning approaches
Classroom and experiential modules
Understanding • Corporate strategy, finance, entrepreneurship
• The emergence of India and China, economics,
international relations
Understanding • Earth Institute on water, energy, sustainability,
urbanization
• Language training in Mandarin, French, Arabic
• Negotiation, power and influence, organizational politics,
Understanding
emotional intelligence, feedback giving & receiving
Experiential training
• Leading high performance teams: training in the Swiss Alps, 2500m above the sea
level
• Taking the stage with the School of Arts; personal presence, power of voice, power of
gesture
• Leading in the global context: 3rd year leadership retreat in an emerging economy
World Economic Forum 17

18. Blending different learning approaches
Learning by observing/imitation
Shadowing external mentors; eg successful entrepreneurs, politicians, business leaders
Exposure to numerous leaders through day to day job and face to face meetings with, e.g.:
• FitzGerald (Unilever, Thomson Reuters)
• Brabeck (Nestle)
• Piot (UN)
• Gadiesh (Bain)
• Al Gore
• Coelho (writer)
• Phelps (Nobel price for economy)
• Peres (President, Israel)
• Fayyad (PM, Palestine)
• Fursenko (Minister of Education, Russia)
• Amamou (Secretary of state, Tunisia)
World Economic Forum 18

19. Blending different learning approaches
Individualized interventions
Coaching:
• Peer coaching, during 2 years, learning model
designed by INSEAD
• Facilitated peer exchange, during 3 years
• Executive coaching, during 1 year; a pool of 15 top
executive coaches internationally
Mentoring:
• Interaction with a successful leader from outside of
the organization during a year, pool of 750 leaders to
choose from
• Senior colleague mentoring a new Fellow during on-
boarding and beyond;
• Improved efficiency of the on-boarding, increased
motivation
World Economic Forum 19

20. Content providers
Academic partners:
• INSEAD
• Columbia University (School of Arts, Earth Institute)
• London Business School
• University of Pennsylvania (Wharton)
Training and development from corporations:
• Heidrick & Struggles
• Deloitte
• Egon Zehnder International
• Boston Consulting Group
Selected thought leaders from:
• Harvard, Kennedy School of Government
• London School of Economics
• ESADE
• IMD
Pool of coaches and mentors World Economic Forum 20

21. Measuring impact (on the organization)
Organizational performance
• Increased internal collaboration
• Increased expectations from the Fellows and line managers
• Increased value added through top talent
• Robust leadership pipeline (leadership surplus)
Recruitment
• Strong employers brand
• Employer of choice - increased quality and quantity of applications
Retention
• Controlled attrition
• Increased motivation
• Mentoring (Dean)
Training and Development
• Structured and measured development
Contribution to the organizations mission
• Building a community of future global leaders and citizens
World Economic Forum 21

22. Measuring impact (on an individual)
Internal assessments
• On-the-job annual performance review: Management By Objectives
• Development assessment: 360 degrees feedback
• Dean‟s assessment: competency based at the end of the programme (3rd year) with
ongoing (annual) feedback
External assessments:
• Leadership potential assessed by Egon Zehnder; at the end of the 3rd year
Self-assessment:
• At the end of the programme to be co-signed by the respective executive coach
Feedback and specific assessments:
• Global Executive Leadership Inventory (INSEAD), Hermann Brain Dominance Instrument
(Wharton), Power and Influence instrument, Myers Briggs Type Indicator (MBTI), etc
Psychological assessments:
• Emotional Intelligence (MSCEIT)
• Mental complexity, assessment of meaning making systems/ development stages, based
on the adult development theory by R. Kegan – a study soon to be published; first results
available on a concept paper
World Economic Forum 22

23. What makes the programme different ?
• Top executive training by best schools (FT‟s top 5)
• Coaching
• structured peer coaching
• executive/professional coaching (1on1)
• Mentoring
• Interdisciplinary approach to leadership development
• Focus on psychological development (beside traditional K-S-A)
• Emotional intelligence
• Meaning making systems
• Top executive assessments
World Economic Forum 23

24. Back-up slides
World Economic Forum 24

25. "More leaders have been made by accident, circumstance,
sheer grit or will, than have been made by all the leadership
courses put together.
Leadership courses can only teach skills. They can’t teach
character or vision, and indeed they don’t even try. Developing
character and vision is the way leaders invent themselves."
Waren Bennis
On Becoming a Leader
World Economic Forum 25

26. "Minds at Work" methodology
Robert Kegan’s Adult Development Theory
Self-transforming
mind
Self-authoring
mind
Socializing
mind
World Economic Forum 26

27. Stage 3: Socializing Mind
• Can: reflect on the concrete to reason abstractly and think hypothetically,
internalize the feelings of others, orient to values and ideas that are
important to them and identify with the values of a group to which they are
loyal, draw their source of authority, self-assessment from external
sources
• Can not: reflect on or critique assessments, values or group positions
with which they are identified, mediate conflict between external
authorities, take responsibility for their internal reactions to others
Self-
transforming
Self- mind
authoring
Socializing mind
mind
World Economic Forum 27

28. Stage 4: Self-Authoring Mind
• Can: generate their own (and develop critiques of others‟) values,
commitments, and assessments, set limits or boundaries on relationships
or commitments where necessary, tolerate or welcome disagreement with
important others, take responsibility for their inner lives
• Can not: reflect on or critique their own ideologies or governing theories
of self and leadership
Self-
transforming
Self- mind
authoring
Socializing mind
mind
World Economic Forum 28

29. Stage 5: Self-Transforming Mind
• Can: reflect on their own and others‟ belief systems or ideologies to
identify larger patterns orient to the dialectical or paradoxical, welcoming
contradiction and oppositeness, understand their own selves and
leadership identities as always revisable, evolving
Self-
transforming
Self- mind
authoring
Socializing mind
mind
World Economic Forum 29

30. Monitoring psychological development
• An ongoing study to identify level of
psychological development in individuals
• Encouraging results from the pilot
Findings:
• Level of improvement somewhat exceptional
compared with total body of research:
Everyone who went through the 3 years
programme made a progress, i.e. "moved
up" towards the stage 5
• Fellows need a maturity at level 3 with some
evidence of attributes of level 4 in order to
succeed at the Forum
Next steps:
• Compare individuals‟ psychological
development stage (external assessment)
with their performance on the job, leadership
potential and career progression after 3
years
World Economic Forum 30