Developing the Global Executive - Development Dimensions ...

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12 Developing the Global Executive FIGURE 3: EXECUTIVES’ RATINGS OF THEIR GLOBAL EXECUTIVE DEVELOPMENT PROGRAMS 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 25% 28% 28% 19% Quality of Content Effectiveness of Execution Executives were overall quite negative about their development programs. As mentioned earlier, nearly half rated both content and execution very low or low. Execution is evaluated somewhat worse than content overall: 25% rated the content of their programs high or very high compared to only 17% for execution. The low regard in which executives hold their organization’s global executive development programs may be indicative of the quality and effectiveness of the leaders executives work with in their organizations as they seek to execute strategy and drive results. Perhaps even more important, this dim view is a result of their own personal development experiences; they do not feel that their organizations did an effective job at preparing and equipping them to lead successfully in a global role. These low ratings may be a bit discouraging, but they also show recognition among executives that more needs to be done to develop current and future global leaders. 3% 14% 36% 28% 19% Very high High Moderate Low Very low
Designing Global Executive Development Programs The highest quality programs had specific global competencies. Competencies have long been the building blocks of effective development programs. Global executive development, while requiring a three-pronged focus that takes into account the individual, the role, and the organization, also will target competencies required for success in a global executive position. Some organizations even include special global competencies in their competency model or Success ProfileSM (the competencies, knowledge, experiences, and motivations required for success in a position or role). Organizations were generally divided between including special global competencies in their competency model/Success ProfileSM for their global executives and not. Responses from executives were very similar (Figure 4). FIGURE 4: USE OF COMPETENCY MODELS FOR GLOBAL EXECUTIVE DEVELOPMENT 42% General competencies 18% No competency model 40% Special global competencies 39% General competencies EDPs Execs 22% No competency model 39% Special global competencies FINDING 4 Developing the Global Executive 13 Developing the Global Executive
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