Training Industry Magazine - Summer 2016 - (Page 52)
G LO B A L
OUTLOOK
BY LOUISE KORVER
DEVELOPING
GLOBAL LEADERS
ON-THE-JOB GLOBAL LEADERSHIP DEVELOPMENT
In the past, most organizations developed
global leadership skills by expatriating or
through globally cross-functional teams.
That is yesterday's solution. These types
of assignments are for the few, not the
many, who are expected to perform
effectively in a challenging multicultural
environment.
Global
development
initiatives should be available to leaders
at all levels, since the work of most
employees is global today.
WE MAY NOT REALIZE
IT, BUT WE ARE
ASKING LEADERS
TO ACT WITH HIGH
LEVELS OF COGNITIVE
ABILITY TO MANAGE
THE COMPLEXITY AND
CONSTANT CHANGE
THAT ARE TYPICAL IN
GLOBAL BUSINESS.
52
To be successful globally, leaders need
to lead at scale - and that requires
cognitive, behavioral and emotional
development. A review of the global
business and leadership literatures
identifies over 50 different models of
global competence and most have
similarities in the intra- and interpersonal skills areas: self-awareness,
empathy, openness, ability to develop
trust, and respect for differences. Global
skills develop along a learning path that
includes knowledge, skills and abilities,
but the secret sauce is the all-important
development of consciousness and the
capabilities we refer to as managing
complexity. In order to move forward
in VUCA (volatile, uncertain, complex,
and ambiguous) conditions - real or
perceived - we all need to think through
what to do with greater skill.
Research in the field of cognitive
psychology has helped us combine
general
management
skills
and
practices with the development of
cognitive reasoning and critical thinking
by looking at the business skills as part
of a horizontal curriculum of topics. The
cognitive and emotional capacity to help
people gain perspective from complex
experiences follows a stage theory
that is hierarchical. Think about it as a
ladder. The bottom line is that leaders
operating in a global context need to
operate on multiple levels at the same
time, which includes self-management
in a multicultural context using different
Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2016
Perspectives
Table of Contents
Three Strategies to Ensure Your Training Has Tensile Strength
Experience, Exposure and Education
Beyond the Classroom Paradigm
Applying the Buddy System
Purpose-Driven Professional & Organization Success
Making It Personal: The Four Pillars of High-Impact Mentoring
Blowing Your Millennial Mindset
Hidden Forces: Unconscious Bias in Learning
Memory: The Critical Bottleneck to Learning
Gender Barriers & Solutions to Leadership
Cognititive Collaboration: Utilizing Diverse Thinking & Behavioral Preferences
Get Into the Act: Accelerating Collaborative Teamwork
Dispelling the Five Myths of Microlearning
Quicken Loans: Culture Driven
Developing Global Leaders: On-the-Job Leadership Development
From Where I Sit
Why Do We Wait to Train Our Managers?
Is Knowledge Overrated?
Is Your Business Acument Showing?
Avnet Expands Services with ExitCertified Acquisition
Company News
What's Online
Training Talk
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