Developing Global Leaders

Developing Global Leaders – Philip Deane

As Japanese organizations continue to expand their businesses overseas, the need to develop effective global leaders and managers is becoming an urgent issues for many organizations.
However, the definition of an “effective leader” varies from one culture to another. In fact, effective leadership behavior in one culture could be completely ineffective in others. Whilst true leaders can envision what they want to achieve, and take appropriate steps to make that vision a reality, how they communicate and interact with the people they lead will usually define their success. Leading across cultures is naturally more complex and requires a broader range of skills, abilities and awareness. Therefore it is important to recognize that successful lead- ers in Japan may not necessarily be successful leaders overseas, and vise versa.

So how can your organization de- velop effective global leaders?

The basic framework usually includes the following steps:
1. Identify your organization’s potential global leaders (talent pool / succession planning)
2. Assess their capabilities and development needs
3. Develop and implement appropriate learning and training programs
4. Create opportunities through work assignments for leaders to develop their skills
5. Measure progress to track actual development and progress

Leaders need to learn and understand the perceptions of their global workforce, as well as the expectations of their global customers and vendors. This means providing training and coaching to help leaders acquire higher-level management skills and develop their leadership competencies. HRD managers need to define
the abilities and competences required to be an effective leader in their organization.

The basic key competencies required by all global leaders are:
• Lead multicultural teams effectively
• Communicate clearly and decisively
• Use authority with confidence, accountability and integrity

Effective training and coaching focuses on preparing potential leaders and helps them achieve more personal satisfaction whilst achieving the strategic business objectives of the organization.

Leveraging Social Media

Leveraging Social Media For Business Development

Many businesses consider social networking tools frivolous and have banned their use in the workplace or have not supported them by limiting access. Many companies still frown on the idea of employees spending any part of the workday on Facebook, YouTube, or Tweeting. However, social networks offer significant benefits to corporations if used properly. They can enrich and enhance business processes, and significantly increase employee productivity. By embracing social networking tools and creating standards, policies, procedures, and security measures, corporations can ensure that these tools are used in a manner consistent with the corporation’s strategy and leveraged as business support and learning tools.

Personal and Business Use Has Benefits

Human beings are social animals; we build communities through family, school, organizations, work, and personal interests. We create networks of people with whom we have personal contact, and we frequently turn to these contacts when we need advice or information. It’s no different in the work environment; when we make personal contact with someone, that association makes it much easier to accomplish a business outcome. It makes sense for businesses to encourage employees to get to know one another, even though they might not encounter these individuals during the course of the typical workday. Providing a forum for employees such as a company-only Facebook page or Twitter page will encourage employees to reach out to one other. They might be networking about work-related interests, or about golf or scheduling a drinking party. Such activity, whether work- related or not, builds relationships and it is our relationships that enable us to find appropriate people and work with them more effectively than if we did not know them at all. Somewhere within that random series of connections lies genuine value to the business, as employees exchange information and make contacts outside their “normal” sphere of work acquaintances.

Business Support Selecting the appropriate social media tool depends on many factors, including corporate culture, business needs, etc. However, there are a few basic functions that organizations need to leverage when using social media: Collaboration: Tools that allow people to meet and share documents, and give presentations, etc. This can include text, video, audio, and other combinations of functions. This can be accomplished through file sharing sites and communication tools, such as Skype, WebEx, or GoToMeeting, etc. Information: Wikis and other types of interactive document storage facilities such as Google Docs and various other file sharing services provide workgroups with secure access to project information and documents. The information is updated by the group’s members making the information fresh and relevant. Communication: Blogging and Tweeting has become a favored way for many people to communicate with friends and colleagues and for executives to communicate with employees. YouTube- style videos and Webinars can be used to share information and train dispersed teams and workforces.Access to expertise: Linkedin and Facebook-style platforms allow (and encourage) employees to post information about themselves, their experience, and their skills. Because these are highly interactive, content can be pushed to people who have indicated specific interests.

Philip Deane, Globalinx President

Training dispersed workforces

To meet the training and development needs of a globally dispersed workforce, HR and training managers must start to consider implementing webbased learning programs that will save money and increase the breadth of organizational learning. A globally dispersed workforce needs a combination of formal and informal learning with an emphasis on collaboration,
knowledge sharing and coaching.
Solution
Due to the rapid development of web-based learning and meeting software, high quality training solutions can now be provided to a globally dispersed workforce at relatively low cost. These technologies enable companies to conduct a wide range of live events ranging from informal discussion and knowledge sharing meetings to elaborate virtual classroom training
sessions (Webinars) attended by participants from all over the world.
These technologies can be implemented relatively quickly and provide secure, high-impact multi-media training sessions that can be recorded and archived for future access from
any geographical location. They are primarily designed to meet the needs of global businesses clamoring for convenient, secure and cost-effective alternatives to in-person gatherings. However, another key driver is the increased emphasis on “informal” learning, which comprises most of the corporate knowledge transfer within many organizations.
For example, one of our clients needed to provide company administration training to over 2000 multinational overseas staff located in 20 different countries.
Using web-based learning and meeting software, we were able to propose a relatively low cost solution saving the client thousands of dollars whilst increasing the effectiveness and
quality of the training.
New learning models will feature short and tightly focused instruction sessions (Webinars) delivered to globally dispersed individuals or groups that need it at precisely the right times.
Results are measured not by the number of courses delivered and employee satisfaction levels, but by the achievement of key performance benchmarks and bottom line impact. It is nothing less than a paradigm shift from training to performance, made possible largely by advances in web-based learning and meeting software.

Globalinx Corp