“Next Practices in Global-Minded Organizations” is the fourth annual i4cp/AMA/Training magazine study of challenges and opportunities in global leadership development. Here are the four featured findings.
- There is a shift to defining leaders by influence, not role.
- High-performance organizations are allowing managers to self-select involvement in global leadership development programs.
- Business performance is gaining prominence as a measure of global leadership development effectiveness.
- Strategic workforce planning (SWP) is playing a pivotal role in driving the content of global leadership development processes.
There’s a lot of good stuff here, including recommendations for implementing the practices that the report identifies as “next practices.” The first finding is getting a lot of attention, but I think that the second one could have a huge payoff.
Let’s face it, getting to the top of any organization is not easy. There are long days filled with hard work and extra time spent on getting better and getting ready for the next level. It takes grit and grit is easy to identify but almost impossible to predict.
When you open your leadership development to people who want it, you’re more likely to wind up with leaders who will do the extra work. They’re the ones most likely to succeed and most likely to stay the course.
Self-selection makes it more likely that you’ll get commitment. Commitment makes it more likely that you’ll get great performance.
