What does it take to be a global leader?

EmpoweringTeams2013

What does it take to be a global leader?

Tasked with identifying and developing talent for global assignments?

Have you recently been assigned to lead a global team?

Is your company in the midst of a global expansion?

  A couple of months ago, I was asked to coach a senior global leader, on an expat assignment in the US who was very successful in his country but could not replicate his success here in the US. Having a global assignment and being successful in your country does not guarantee success in a global role.   Join us at 20th Annual The Leadership Conference of The Conference Board, on June 3-5 in San Diego, CA.  The pre conference on Succession Planning will help you  to deepen your own global acumen, learn the key leadership behaviors of successful global leaders and walk away with succession planning tools. 1. Uncertainty Resilience – someone who comfortably adjusts to changes and complexities. 2. Team Connectivity – someone who integrates and connects ideas and people across boundaries. 3. Flexibility – ability to adjust their style in a practical way considering local and global norms. 4. Responsiveness – use customize and appropriate ways to address, motivate, inspire others 5. Talent Orientation – personally involved in the customized development of their own people. It is no surprise that building teams and connecting people while taking into consideration the uncertain and constantly changing global environment are critical leadership qualities of a successful global leader. Find out how prepared you are to take on a global assignment or lead others to succeed in global roles.

For the Agenda, see Global Leaders . To register, visit the sign up page.

Linked In
Twitter
RSS Feed
Facebook
Google+
Pinterest
You Tube
Shaking hands of two business peopleNCHRA Logo

Are You Connecting? Maximizing Your Communication Style to Build Credibility:  Learn More>>

Testimonials
Loading Quotes...

Why Hire a coach?

Top Reasons Coaches are Engaged:

(HBR Jan 2009)

    • Develop high potentials or facilitate transition: 48%
    • Act as a sounding board: 26%
    • Address derailing behavior: 12%