IESE Business School Professor Pankaj Ghemawat offers his thoughts in the McKinsey Quarterly on Developing "Global" Experience for Leaders
Among the many concerns that people focused on developing leadership talent for an organization's needs, the desire to produce leaders who are effective leading globally is becoming more acute. In the June 2012 McKinsey Quarterly article "Developing global leaders," Prof. Pankaj Ghemawat notes that "addressing the global-leadership gap must be an urgent priority for companies expanding their geographic reach. Predictable biases rooted in widespread misperceptions about globalization are hampering their efforts to develop capable global leaders." To address this, he offers five key correctives to pervasive myths that of many leadership development programs:
Myth #1 : My company, at least, is global.
Myth #2 : Global leadership is developed through experience.
Myth #3 : Development is all about building standard global-leadership competencies.
Myth #4 : Localization is the key.
Myth #5 : We can attract the best talent.
The article is definitely worth the time to read, as it definitely can be used to pitch ideas to the senior leadership team, particularly as Prof Ghemawat offers such tidbits as, "escalating competition for talent in growth markets implies that it is even more urgent for multinationals to diversify their leadership teams quickly." Read Prof. Ghemawat's McKinsey Quarterly article, "Developing Global Leaders"
It may not be in the job description for most CEOs, but London Business School (LBS) Prof Freek Vermeulen says that a good leader must also be a good storyteller. Are you helping leaders hone this skill in your leadership development programs?
London Business School (LBS) Prof Freek Vermeulen suggests that the most important thing for a CEO to do is to provide a coherent, compelling strategic direction for the company, one that is understood by everyone who has to contribute to its achievement. For that, a story must be told. In his view, a good business strategy story has three characteristics:
Of course, a good story alone is not enough. A leader still needs good products, people, marketing, finance and so on. But, without a good story, a leader will find it impossible to combine people and resources into a forceful strategic thrust. A good story is a necessary — although, alone, not sufficient — condition for success. Prof Vermeulen's message for leaders: if you get your story right, it can be a very powerful management tool indeed. It works to convince analysts, shareholders and the public that where you are taking the company is worth everyone's time, energy and investment. Perhaps even more importantly, it can provide inspiration to the people who will have to work with and implement the strategy. If employees understand the logic behind a company’s strategic choices and see how it might give the company a sustainable advantage over its competitors, they will soon believe in it. They will soon embrace it. And they will soon execute it. Collective belief is a strong precursor of success. Thus, a good story can spur a company forward and eventually make the story come true. Read the LBS Review article, "Strategy is the story"
Harvard Business School (HBS) Prof James Heskett's Research on trust and leaders: Does your leadership development curriculum provide opportunities for leaders to practice building trust?
According to the research conducted by HBS Prof James Heskett, only 30 percent to 69 percent of employees agreed with the statement, "In my office, management is trusted". The numbers coincided with the financial performance of each organization, by the way. The issue seems to be important enough to warrant effort on the part of managers. But what kind of effort? On what should they concentrate? Several things come to mind. It would seem that trust is engendered by the process of setting and meeting expectations. That is, don't set an expectation that can't be met. Knowledge sharing would seem to foster trust as well. Other research suggests that trust may be associated with managers who hire, recognize, and fire the right people. At an organizational level, an aversion to letting people go in bad times may be associated with higher levels of trust. In sum, perhaps we're talking about a "no surprises" approach to management. But again, this is all very conditional because there is not much good data on which to base a conclusion. If these hypotheses regarding trust in organizations are anywhere near the mark, it suggests that building trust is not rocket science. It should be pretty simple, in fact. Don't create expectations that can't be met; share knowledge; hire, recognize, and fire the right people; be consistent and predictable; and avoid large-scale layoffs as much as possible. Do your leadership development efforts help your leaders understand these points? Read the Harvard Business School Working Knowledge article "Why Is Trust So Hard to Achieve in Management?"
No major news in mergers, acquisitions, or product releases.
Leading public figures, from President Barack Obama to Thomas Friedman, argue that innovation is the key to re-energizing national economies, like the United States', now and in the future. If the concept of innovation itself is this key, how do we prepare young people to become innovators, to participate in innovation effectively? That is the question Tony Wagner, Harvard University's first innovation education fellow at the Technology & Entrepreneurship Center, asks in his new book, Creating Innovators: The Making of Young People Who Will Change the World. To find the answers, Wagner profiled several young innovators, drawing on interviews with them and their parents, educators, and mentors to discover the forces that have driven them to succeed in thinking outside the box. Innovative in format as well as idea, Creating Innovators features 60 embedded videos by filmmaker Robert A. Compton that bring the innovators and others to life. Buy Now
Design Is Everything: 5 Techniques for Designing an Interactive Virtual Class
Date: July 11, 2012
Presenter: Cindy Huggett Register now
Choosing the Right Authoring Tools for eLearning Development
Presenter: CommLab India Register now
Learning Design Process
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Gamify Your Training: Use Gamification to Increase Employee Engagement and Improve Feedback
Date: Thursday, August 2, 2012, 1pm ET
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2012 ICOI The International Conference of Organizational Innovation
Date: July 10-12, 2012
Location: Indonesia Register now
Asia HRD Congress 2012
Date: July 10-12, 2012
Location: Bengaluru, India Register now
Attracting, Developing and Retaining World-Class Talent
Date August 6-7, 2012
Location: San Francisco, CA, US Register now
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