Leadership Development for a Global Era
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Leadership Development for a Global Era
The latest thinking in leadership, corporate volunteering, experiential learning and business-based approaches to sustainable development
Curated by Matthew Farmer
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Introducing Leadership Development for a Globalized Era

Introducing Leadership Development for a Globalized Era | Leadership Development for a Global Era | Scoop.it

Scoops on the topic of 'Leadership for a Globalized Era' will now appear on Emerging World's curation site rather my own.  Please follow this site to get the latest scoops and insight on this topic.

http://www.scoop.it/t/leadership-development-for-a-globalized-era

 

Emerging World's other curated topics include:

- Experiential Learning:

http://www.scoop.it/t/impact-of-learning-experiences

 

- International Corporate Volunteering

http://www.scoop.it/t/international-corporate-volunteering

 

- Unlocking Africa's Potential

http://www.scoop.it/t/unlocking-africas-potential

 

In my profession I support innovative leadership development by enabling talented leaders from the corporate world to learn and grow from the experience of sharing their skills with organizations in the emerging world. This allows me to be close to the leading edge of thinking across a range of topics such as leadership, corporate volunteering, experiential learning and business-based approaches to sustainable development.

 

My aim is to provide you with insight into the latest developments across these topics and to introduce you to the organisations doing this exciting and innovative work.

 

Emerging World:  http://www.emergingworld.com

 

LinkedIn: https://www.linkedin.com/in/matthewjfarmer

 

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Applying Resilience Thinking

Our planet is deeply marked and influenced by our presence. Scientists argue we have entered the Anthropocene, a geological epoch where there are now so many of us, using so many resources that we are disrupting the whole planet's nutrient and energy flows leaving almost all the planet's ecosystems with marks of our presence. The systems that are shaped by the interactions between people and ecosystems are the essence of what we call a social-ecological system.



Via Kenneth Mikkelsen
Matthew Farmer's insight:

When leading in a globalised era, understanding the interaction of the different elements within a system becomes very important.

 

Socio-ecological systems and human impact upon them are important to understand becuase we have a responsibility to manage them and our actions and decisions as a population/species affect them. 

 

However, studying socio-economic systems as the Resilience Institute does, will also provide insight into how effective systems work and we can apply this learning to understand the other systems that we work within and perform better.

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Kenneth Mikkelsen's curator insight, March 16, 2015 3:49 PM


A resilience thinking approach investigates how these interacting systems of people and nature can best be managed in the face of disturbances, surprises and uncertainty. We define resilience as the capacity of a system, be it an individual, a forest, a city or an economy, to deal with change and continue to develop. But amid the enormous attention it has attracted, confusion exists. What does resilience actually means and how it should be applied?


When it comes to application, here are seven principles to help you along the way.


Read also two previous Scoops on the age of Anthropocene here: 




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Microsoft's MySkills4Afrika Initiative Seeks to Spur Africa's Skills Development

Microsoft's MySkills4Afrika Initiative Seeks to Spur Africa's Skills Development | Leadership Development for a Global Era | Scoop.it

"Microsoft is on mission to address Africa's skills shortage through its employee volunteer programme MySkills4Afrika which was launched in February this year.

 

Kunle Awosika, Microsoft Kenya country manager said the programme is designed to enable Microsoft's global employees - both technical and non-technical - to contribute to improving Africa's competitiveness."

Matthew Farmer's insight:

Microsoft’s MySkills4Afrika programme is a great example of the growing trend for business-driven (as opposed to HR or CSR-driven) International Service Learning. Developed in partnership with Emerging World, MySKills4Afrika enables Microsoft employees from all over the world to volunteer their time, talent and expertise to help build a successful and dynamic future for Africa and in so doing support Microsoft’s business on the continent.

 

Emerging markets, such as those on the African continent,  have been identified as game changing growth opportunities for organisations who are willing to invest in them. Using an ISL programme as part of this investment upskills the local workforce, thereby empowering local economics and accelerating their ability and readiness to do business. It also allows employees to understand the challenges and therefore opportunities of emerging markets, mobilising their energies to the cause and also preparing them to become truly global leaders.  Right now, this is at the leading edge but expect more of this kind of initiative in the future.

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Emerging World's curator insight, September 9, 2014 7:30 AM

Microsoft’s MySkills4Afrika programme is a great example of the growing trend for business-driven (as opposed to HR or CSR-driven) International Service Learning. Developed in partnership with Emerging World, MySKills4Afrika enables Microsoft employees from all over the world to volunteer their time, talent and expertise to help build a successful and dynamic future for Africa and in so doing support Microsoft’s business on the continent.

 

Emerging markets, such as those on the African continent,  have been identified as game changing growth opportunities for organisations who are willing to invest in them. Using an ISL programme as part of this investment upskills the local workforce, thereby empowering local economics and accelerating their ability and readiness to do business. It also allows employees to understand the challenges and therefore opportunities of emerging markets, mobilising their energies to the cause and also preparing them to become truly global leaders.  Right now, this is at the leading edge but expect more of this kind of initiative in the future

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Leading in the 21st century: An interview with Shell’s Ann Pickard | McKinsey & Company

Leading in the 21st century: An interview with Shell’s Ann Pickard | McKinsey & Company | Leadership Development for a Global Era | Scoop.it
After building a career in Africa, Australia, and now the Arctic, the Royal Dutch Shell executive vice president has developed core leadership principles to safeguard employees and the environment. A McKinsey & Company article.
Matthew Farmer's insight:

An inspiring read.... with a great example of empowered leadership in practice

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Why leadership-development programs fail | McKinsey & Company

Why leadership-development programs fail | McKinsey & Company | Leadership Development for a Global Era | Scoop.it

We’ve talked with hundreds of chief executives about the struggle of creating global leadership development programs, observing both successful initiatives and ones that run into the sand. In the process, we’ve identified four of the most common mistakes:

 

 - Overlooking context

 - Decoupling reflection from real work

 - Underestimating mind-sets

 - Failing to measure results

 

Sidestepping these common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale.

 

A McKinsey Quarterly article.

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BJ Johnston's curator insight, February 5, 8:12 PM
Companies invest in leadership development to have a ready pipeline of leaders to taken on keys roles. Understanding the potential roadblocks can help you get the ROI and benefit from your training investment.
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Emerging World's Latest Research

Emerging World's Latest Research | Leadership Development for a Global Era | Scoop.it
ISL Programmes the development assignments of the 21st century

 

International Service Learning (ISL) programmes enable employees to travel across international borders to apply their work-based skills to a project or other assignment. They’re growing in popularity in the corporate sector so we conducted a study with those responsible for the delivery of the 17 different ISL programmes at 13 different companies to find out more about participants’ learning outcomes.


Findings suggest that ISL programmes develop 7 of the 10 competency areas companies seek to develop in their people and that the ISL programme learning outcomes identified also align with the latest competency models for global leadership.

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Microsoft Front Lines - the first three years

Matthew Farmer's insight:

 

In February 2014 the fourth Microsoft Front Lines program took place in Ghana.  Since the program began in 2010, 86 Microsoft executives have participated supporting 17 different organizations to take forward 19 different challenges, addressing diverse issues associated with poverty in 3 continents.

 

This new film tells the story of this award winning program and the impact that it has on participants, partners and the Microsoft business.

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Emerging World's curator insight, September 9, 2014 7:40 AM

In February 2014 the fourth Microsoft Front Lines program took place in Ghana.  Since the program began in 2010, 86 Microsoft executives have participated supporting 17 different organizations to take forward 19 different challenges, addressing diverse issues associated with poverty in 3 continents.

 

This new film tells the story of this award winning program and the impact that it has on participants, partners and the Microsoft business.

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A New Era for Global Leadership Development

A New Era for Global Leadership Development | Leadership Development for a Global Era | Scoop.it

"The realities of globalization, with increasing emphasis on emerging markets, present corporate leaders with enormous challenges in developing the leaders required to run global organizations.

 

Create diversity among senior leadership. To make sound decisions, companies need a diverse set of leaders who have deep understanding of their local customers, especially those in emerging markets."

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David A. Kolb on experiential learning.

David A. Kolb on experiential learning. | Leadership Development for a Global Era | Scoop.it

David A. Kolb on experiential learning.

 

David A. Kolb's model of experiential learning can be found in many discussions of the theory and practice of adult education, informal education and lifelong learning. 

 

This paper sets out the model and examines it's possibilities and problems. 

 

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Do You Identify and Develop the Right Type of Leader?

Do You Identify and Develop the Right Type of Leader? | Leadership Development for a Global Era | Scoop.it

Learn about the interesting emerging theory of network leadership...

 

"Today's work is increasingly less about what you do and more about how you work with others.At a high level, network leadership is more indirect than direct. Network leadership is much more about influence than control.

 

Network leaders can create environments and climates that are conducive to employee productivity. For example, helping employees navigate complexity instead of simplifying it. There's a tendency for leaders to try to simplify the complex, but often that's not the right answer. Often the right answer is to accept that complex situations will arise, especially where customer needs are concerned, and help employees navigate those complex situations."

 

Matthew Farmer's insight:

A great leader doesn't always provide solutions. It's not about what you do, but what you help others do, that increasingly matters more.

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Emerging World's curator insight, September 9, 2014 7:59 AM

A great leader doesn't always provide solutions. It's not about what you do, but what you help others do, that increasingly matters more. 

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Recognizing and Overcoming False Growth Mindset

Recognizing and Overcoming False Growth Mindset | Leadership Development for a Global Era | Scoop.it

In this article, Carol Dweck highlights examples of a false growth mindset which include praising effort over progress, affirming students' potential without enabling them, and blaming their mindset instead of refocusing it.

 

She also reminds us what our responsibilities are teachers, developers and coaches in fostering a growth mindset. 

Matthew Farmer's insight:

In the pursuit of popular new practices and approaches, it can be easy not to fully understand the principles of the approach you are advocating.  Getting some of the fundamentals wrong can be quite damaging.

 

Carol's article deals with a more traditional educational settings but the principle can be applied to lifelong learning and corporate learning and development.

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A Willans's curator insight, January 25, 1:21 PM
Praise mastery not basic engagement.
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Social Intent: Interested vs. Interesting

Social Intent: Interested vs. Interesting | Leadership Development for a Global Era | Scoop.it

The real value in enterprise social tools comes from when we use them to be interested rather than interesting. 

 

In this article on medium.com, Eric Kraus explains how many people in corporations misunderstand how to use social media tools.  They are more concerned with appearing to have interesting things to say rather than being interested in what other people have to say.  Consequently their use of social tools is ineffective.

 

Reus argues that this is related to a cultural norm prevalent for the last 100 years where society has placed more value on people that have interesting things to say but that the world is changing again and so therefore people must change their behaviour.

Matthew Farmer's insight:

This well-written piece highlights how one of the major shifts in leadership behaviour required to be successful in the 21st century plays out on social media.  As individuals and leaders, we need to be more curious and collaborative because today's problems and challenges are too complex for any one individual to have the answers and unless people are asked for their opinions on the issues they will remain unengaged and unsupportive in the solution..

 

The value of social tools such as Yammer and Twitter for most people working in organizations is not that they provide a platform for communicating messages but they provide a mechanism for engagement, idea generation and collaboration.

 

However, as Kraus points out, there's a long cultural history that can make it difficult to behave in this way so we may all need some patience and a bit of help.  If we're prepared to ask for it...

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Matthew Farmer's curator insight, September 24, 2014 11:34 AM

This well-written piece highlights how one of the major shifts in leadership behaviour required to be successful in the 21st century plays out on social media.  As individuals and leaders we need to be more curious and collaborative because today's problems and challenges are too complex for any one individual to have the answers and unless people are asked for their opinions on the issues they will remain unengaged and unsupportive in the solution..

 

The value of social tools such as Yammer and Twitter for most people working in organizations is not that they provide a platform for communicating messages but they provide a mechanism for engagement, idea generation and collaboration.

 

However, as Kraus points out, there's a long cultural history that can make it difficult to behave in this way so we may all need some patience and a bit of help.  If we're prepared to ask for it...

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Increasing number of companies using business skills to benefit communities

Increasing number of companies using business skills to benefit communities | Leadership Development for a Global Era | Scoop.it

Skills-based volunteering is rapidly gaining popularity against traditional manual labour tasks.

 

“There’s growing recognition that one of the best ways for businesses to make a difference is to use their skills,” says Stephanie Hagan, BITC’s head of community investment. “Employee volunteering is starting to become so embedded in employee engagement,” she adds. “More and more organisations are now able to quantify the impact [of employee volunteering].”

Matthew Farmer's insight:

It’s great to see increasing recognition of the importance of skills based volunteering in employee engagement and retention. Our recent white paper identified this as a consistent benefit in international skills based volunteering programs http://www.emergingworld.com/thought-leadership/original-research/.


However, we have found that as volunteering engagements become deeper and longer, the impact on the company engagement and retention becomes more nuanced. Factors such as line manager engagement and organizational re-integration become more important and therefore identifying the right people to participate and supporting them appropriately becomes increasingly important as well.

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Emerging World's curator insight, September 9, 2014 7:31 AM

It’s great to see increasing recognition of the importance of skills based volunteering in employee engagement and retention. Our recent white paper identified this as a consistent benefit in international skills based volunteering programs http://www.emergingworld.com/thought-leadership/original-research/.


However, we have found that as volunteering engagements become deeper and longer, the impact on the company engagement and retention becomes more nuanced. Factors such as line manager engagement and organizational re-integration become more important and therefore identifying the right people to participate and supporting them appropriately becomes increasingly important as well.

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How EY and SAP are championing corporate volunteering

How EY and SAP are championing corporate volunteering | Leadership Development for a Global Era | Scoop.it
Volunteer programs are not just about helping the community. Businesses are reaping the recruiting rewards too
Matthew Farmer's insight:

Great to see this article talking about international corporate volunteering and featuring great programmes - some of which we are delighted to have been able to support at Emerging World.  We call these programmes International Service Learning because not only do they help the company build reputation and support recruitment and retention goals, but they also provide terrific leadership learning and development opportunities.

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Emerging World's curator insight, September 9, 2014 7:33 AM

Great to see this article talking about international corporate volunteering and featuring great programmes - some of which we are delighted to have been able to support at Emerging World.  We call these programmes International Service Learning because not only do they help the company build reputation and support recruitment and retention goals, but they also provide terrific leadership learning and development opportunities.

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Why brands should focus on social change, not philanthropy

Why brands should focus on social change, not philanthropy | Leadership Development for a Global Era | Scoop.it

"Companies like Walmart are realising that consumers and shareholders trust businesses that incorporate good value. They have identified that giving away a few dollars, or even a few hundred million, clearly won't cure what ails a company's brand. And it's arguably not the most effective way to drive social change either.

 

The good news is that companies aren't necessarily giving less, instead they are changing how they think about their charitable efforts – moving from gifts and grants to strategic community investments that they hope will maximize social and business return."

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Becoming an Elite Global Leader

Becoming an Elite Global Leader | Leadership Development for a Global Era | Scoop.it

"Thunderbird School of Global Management Professor Gregory Unruh, Ph.D. and George Mason University President Angel Cabrera, Ph.D. are research partners and co-authors of Being Global. They recently wrote an article for Harvard Business Review that lays out a three-step action plan for working your way into the global elite – and for making the best of your status once you get there.

 

According to the authors, you must first, acquire the knowledge, skills and perspective you need by both thinking and doing. Second, make use of your new global awareness by exploiting divergence, convergence and networks. And third, transcend the boundaries of commerce to become a global citizen, ensuring your work serves the world in positive ways."

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Three Hands Impact 2013

Matthew Farmer's insight:

Find out what impact the work of Three Hands is having on both business and local communities.

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Change.org's Ben Rattray: The Role of Business in Social Change

Change.org's Ben Rattray: The Role of Business in Social Change | Leadership Development for a Global Era | Scoop.it

Hear from Ben Rattray, the founder of Change.org, on how he came to focus on creating social good and why it's increasingly important for companies to develop this focus. 

Matthew Farmer's insight:

In the video "PEOPLE Every Single Business Is a Social Enterprise", Ben describes why business has such as powerful and important role in society and why it makes business sense for companies to be their best selves.

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The New Architecture of Learning | Career Innovation

The New Architecture of Learning | Career Innovation | Leadership Development for a Global Era | Scoop.it

"Research by CCL showed that around 70% of learning takes place through experiences, 20% through key relationships and only 10% on courses. Recent studies in Asia show ratios of 65:30:5, and for women 55:40:5 but the message is the same."

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Jonathan Winter's curator insight, January 22, 2014 9:54 AM

The '70:20:10' principle puts 'career mobility' questions right at the heart of any strategy for learning & development.

 

Taking an experience-based approach to learning requires organisations to provide (and communicate) suitable experiences, and individuals must also have the skills to navigate between them. I would call that 'Career Agility'.