Developing Global Leaders Asia

Case Study

Global Leadership Development Program - FMCG Company

diagnostics Diagnosis

Over a period of two weeks, a full assessment was made of the company's key strengths and weaknesses through:

 

  • - A series of in-depth interviews with the key leadership team, focusing on the vision, mission, values and culture of the company
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  • - A number of ad hoc interviews with other key stakeholders in the company (customers, suppliers and board members)
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  • - Review and discussion on the company's short-term and long-term plans
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  • - In-depth discussions with the CEO and HR Director on key focus areas
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  • - 360 degree feedback for the leadership team including the CEO
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  • - Review of current HR assessments, current developmental plans and existing key competency models
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  • - Review of current leadership, team, cultural and other training programs for high potential employees

 

Over the following week, a comparison was made of the company's key strengths and weaknesses with the key competencies of the DGL Global Leadership ModelTM. Through discussion with the company's leadership team we reached an agreement on the focus of the development program.

 

In this example the key areas of focus were:

 

Core Leadership skills:

  • - Using different leadership styles
  • - Working effectively as a team
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Global Awareness and Appreciation:

  • - Understanding global trends
  • - Cross-cultural awareness and appreciation
  • - Aspects of Corporate Social Responsibility
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In the fourth week we prepared a detailed program and discussed it with the client. We also spent time on trying to integrate and utilize resources within the client's own team to maximize the learning and cost efficiency of the program. We identified clear goals and measures to ensure that the results and pay-back could be properly assessed.

 

diagnostics Development and Execution

A 10-module program was developed as illustrated below:

 

Understanding global trends

Using different leadership styles

Working effectively as a team

Cultural awareness and competence

Aspects of Corporate Social Responsibility

Coaching

Module 1

1 day

Global trends - guest speaker

What does global leadership mean for you?

Managing multiple stakeholders

 

 

 

Individual reflection on 360 feedback and interviews, goal setting

Module 2

1 day

 

Leadership styles and techniques

Success criteria for top team performance

 

Culture's impact on business and management

 

Team coaching - peer feedback

Individual reflection

Module 3

2 days

 

External provider - Situational Leadership II

 

 

 

 

Module 4

2 days

Case study - Preparation -

Developing our business by leveraging global trends and managing multiple stakeholders

 

 

Working across borders

Global CSR policies and practices

CSR in your market - guest speaker

 

 

Module 5

1 day

Case study -

Presentations

 

 

 

 

Individual reflection

 

diagnostics Development and execution (cont'd)

 

Understanding global trends

Using different leadership styles

Working effectively as a team

Cultural awareness and competence

Aspects of Corporate Social Responsibility

Coaching

Module 6

1 day

 

Putting situational leadership into practice

 

Individual cultural profiles

 

Individual session

Module 7

2 days

 

Case study - Team building on an international CSR project

Preparation, field work, write-up and presentation

Team-coaching, peer feedback

Module 8

1 day

 

Inspiring and influencing

Coaching techniques

 

Diversity policies and practicies

Work/life balance for you and your employees

 

Module 9

2 days

 

Future leaders - guest speaker

Leadership and teams - what are you going to do differently?

Leveraging diversity to make you and your team stronger

SWOT-analysis of your individual CSR-activiies

Conclusions and feedback

Module 10

2 days

 

 

 

Follow-up coaching with all participants

 

diagnostics Results and the Way Forward

As noted earlier, together with our client we identified clear goals and measures during phase 1 of the assignment to ensure that the results and pay-back could be properly assessed. The main measures were the following:

 

For the Individuals:

A. Upon completion of Stage 2:

 

  • - Feedback was received from all the course participants to ascertain whether in their opinion the objectives of the program were met
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  • - Each course participant was asked to set short-term and long-term goals in the areas of leadership, effective teams and cross-cultural competence. These were incorporated into the individual's performance assessment. Each individual also had the option to continue with the individual coaching sessions.
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B. 3-6 months later: - A second 360 degree feedback was prepared and the results compared with the original. Clear positive improvements were identified and areas where additional action needed to be taken were noted.

 

For the Team:

A. Upon completion of Stage 2:

  • - A small team was set-up to continue developing the ideas and initiatives in the areas of CSR and Global Trends.
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B. 3-6 months later:

  • - An assessment was made of the impact the program had during the next strategic planning period. This included looking at how ideas and initiatives in all areas of the program were integrated into the planning process.
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  • - The human resources department developed internal KBIs in the areas of leadership development and global awareness and appreciation for incorporation into the individual objectives of all front-line managers.