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

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

Training Industry Magazine - Summer 2016