Global competencies and capabilities are crticial to organizational effectiveness and keeping a competitive edge.
Unfortunately, less than half of organizations are addressing the development of global skills and competencies. Even among large employers, just 54% address global leadership development in 2014, despite the fact that success in the globalized business environment makes it an imperative.
It’s better to develop global skills and competencies within the context of a distinct global leadership development program, but such skills can be developed within a broader, general leadership development program if the curriculum includes substantive global content. The 2014 Global Leadership Development study by the American Management Association identified key initiatives that drive greater GLD effectiveness:
- Global leaders need local knowledge: Immersion in the cultures and customs of local markets is essential to creating a GLD curriculum, building competencies, and delivering learning.
- Collaboration and influence define the new global leader: These skills are brought to bear in teaching employees with diverse learning styles and in leading virtual teams.
- Focus selection on behaviors: GLD selection is best made with objective evidence by those who have observed and documented behaviors related to skills and competencies, as well as the individual’s performance track record and the use of behavioral assessments.
- Looking longer-term pays off: Develop GLD curriculum based on the future-focused skills and competency needs of the business.
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