Jason Jeffay
Global Leader, Talent Management
Ian Ziskin
President, EXec EXcel Group
The New Global
Leadership Model
Globalisation of Business
Emerging
markets
2011 global growth
Globalisation of Business and Talent
500
Revenue
source
CEO
experience
Domestic
Non-CEO
experience
International
Globalisation of Business and Talent – Warning
Signs
500
Lack
global
leaders
Source: Muczyk & Holt, 2008
Don’t
have
necessary
skills
Source: DDI Study, 2000
Lack
of
talent
inhibits
growth
Source: Bersin, 2010
Methodology and results
Approach
• Literature review
– 1000+ studies
– Themes and best
practices
• Interviews with leading
global companies
– Began with list of 30
– Interviewed 15 in
depth
• Built framework
Global Leadership needs…
• Different skills/capabilities
• Different approach to
development, starting
earlier
• To match your business
model
What is a Global Leader?
What Makes Global Leadership Unique
Culture
Markets
Stakeholders
Lack of
support
system
How Companies Approach Global Leadership
Mercer Essential Competency Model
Foundational
Strategic Focus
Operational
Focus
People Focus
Learning
agility
Creates
strategy
Drives results
Inspires
Shows
resilience
Drives
innovation
Focuses on
customer
Coaches and
develops others
Self
awareness
Develops market
and business
acumen
Collaborates
with others
Drives
performance
Cultural
sensitivity
Mental agility
Influences and
networks
Optimizes
talent
How Companies Approach Global Leadership
Global Executive
Executive
Manager
Global Manager
Mercer Global Leader Competencies
Baseline
Attributes
Global
Skills
Universal
Specific
Global
Mindset
Baseline Attributes
Global
competencies
Traditional
competencies
Catalytic learning
capability
• Continuous learning
• Pace of learning
Sense of
adventure
• Sense of enjoyment
• Lack of established models
Entrepreneurial
spirit
• Self Efficacy
• Degree required
Cultural
adaptability
• Adaption vs. recognition
• Authenticity
Learning
agility
Drives innovation
Shows resilience
Cultural
sensitivity
Global Skills
Global
competencies
Traditional
competencies
Motivate and lead
multicultural teams
• Multiple techniques
• Distance
Inspires others
Effective networker
in new cultural
environments
• Constant recreation
• Diversity of stakeholders
Influences and
networks
Cultural
literacy
• Culture vs. representation
• Internal and external
stakeholders
Cultural sensitivity
Leverages diversity
Global Mindset
Global
competencies
Traditional
competencies
Comfort with
complexity
• Pace
• Degree of complexity
Mental
agility
Opportunity
identification
• Ambiguity
• Diversity of markets
Develops Market
and Business
Acumen
Systems thinking
• Multiple environments
• Number of stakeholders
Strategic thinking
Extended time
horizon
• Patience
• Foresight
Global Leaders… Reconciling Competing
Priorities
Cultural
flexibility
Ethical
clarity
Global Leaders… Reconciling Competing
Priorities
Cultural
Local expertise
flexibility
Ethical
Global
excellence
clarity
Global Leaders… Reconciling Competing
Priorities
Entrepreneurial
Local expertise
spirit
Corporate
Global
excellence
mindset
Global Leaders… Reconciling Competing
Priorities
Entrepreneurial
Adventurous
spirit
soul
Pragmatic
Corporate
sensibility
mindset
Global Leaders… Reconciling Competing
Priorities
Adventurous
Personal
authenticity
soul
Networked
Pragmatic
schmoozability
sensibility
Mercer Global Leader Competencies
Foundational
Catalytic
Learning
learning
agility
capability
Operational
Focus
People Focus
Drives results
Motivate and
lead
Inspires
multicultural
teams
Focuses on
customer
Coaches and
develops
others
Sense of
adventure
Develops market
Opportunity
and business
identification
acumen
Collaborates
with others
Drives
performance
Extended
time horizon
Comfort with
Mental agility
complexity
Effective
Collaborates
networker
in
withcultural
others
new
environments
Optimizes
talent
Strategic Focus
Creates
Systems
strategy
thinking
Drives
Entrepreneurial
Shows
resilience spirit innovation
Self
awareness
Cultural
adaptability
Cultural
sensitivity
Cultural
literacy
How Global Leaders Develop
International
assignments
Multicultural
teaming
Rotational
assignments
Special
projects
Frequent
travel
Cultural
training
Coaching
Mentoring
Career-Stage Development
Mentoring
Passage
six
Passage
Global
Mindset
four
Passage
Global
Skills
two
ager
n
a
m
e
s
i
Enterpr
Group m
anager
nager
a
m
s
s
Busine
Functio
nal m
anager
angers
m
f
o
r
e
Manag
Manage
r of othe
f self
o
r
e
g
a
Man
rs
Macro economic education
Passage
Full
package
five
Second international assignment
First international assignment
Third country global projects
Passage
Global
three
Mindset
Mentoring
Assessments
Passage
Baseline
Attributes
one
Multi-cultural learning teams
Special projects
Short term assignments
Source: Charan, Drotter and Noel, 2000
One or Two Leadership Pipelines?
Organizational Enablers: Glo-pentials
Hi-glo-pentials
Organizational Enablers: Mobility
Make
mobility an
expectation
Do the
basics
well
Value
global
mobility
Make mobility
part of talent
planning
Create a
mobility
function
Organizational Enablers: Chart the Course
Organizational Enablers: Globalize Talent
Processes
Performance
Succession/
talent review
Development
Do You Have What it Takes?
Baseline Attributes
•
•
•
•
•
Do you have a clear
strategy for developing
global leaders?
Does your business
model demand one
pipeline, two or a
hybrid?
What critical roles are
pivotal to your global
strategic goals?
Do you know how many
global vs. national
leaders you need?
What unique global
leadership capabilities
do you need?
Global Skills
•
•
•
•
Do you assess early
enough and for the right
things?
Are talent reviews and
performance
management executed
globally?
Do development
programs focus on the
special requirements of
global?
Have you mastered
global mobility?
Global Mindset
•
•
•
•
•
Is global leadership
development a top
priority for HR and the
CEO?
Do you think about
global requirements
when evaluating
moves?
Do you manage your
glo-pentials as a pool?
Do you require global
experience as a
threshold for selection?
Do you foster global
work/projects for
development?
Comments and questions
Additional questions?
We invite you to contact:
Jason Jeffay
jason.jeffay@mercer.com
+1 404 442 3125
Ian Ziskin
Iziskin@aol.com
+1 818 591 2563