Leadership Development for a Globalized Era
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Leadership Development for a Globalized Era
Inspiring examples, thought provoking research and the latest thinking on leadership development and the skills needed to lead in an increasingly complex, fast-changing and interconnected world.
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About Leadership Development for a Globalized Era

About Leadership Development for a Globalized Era | Leadership Development for a Globalized Era | Scoop.it

Our aim with this site - Leadership Development for a Globalized Era - is to provide you with the latest thinking in leadership development and the skills needed to lead on a global scale. Within this we will explore innovation in collaboration and approaches to working in an increasingly complex, fast-changing and interconnected world. In addition to publishing our favourite articles and research we will also seek to introduce you to inspirational people and organisations working within this exciting arena.

 

We are Matthew, Amanda and David, three members of Emerging World – an organisation that provides experiences that enable leaders to transform the way they think and act to succeed in the reality of fast-changing, complex business environments. At Emerging World we strive for a world where leaders behave authentically, companies succeed responsibly and every one of us has the opportunity to achieve our potential. 

 

Within our work we are privileged to explore the frontiers of leadership, corporate volunteering, experiential learning and mutually beneficial business. We are excited to share our insights on these topics with the hope that this enables all of us to learn, grow and connect.

 

We hope you enjoy digesting what is curated here. You're welcome to connect and find out more at:

 

Emerging World:  www.emergingworld.com

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Why it's time to shake-up leadership training

Why it's time to shake-up leadership training | Leadership Development for a Globalized Era | Scoop.it
In order to develop the leadership they require, employers need to ensure the leadership skills of all of their staff are refined – not just for the individuals identified as potential leaders. Ashleigh Wight reports from Skillsoft's 2018 EMEA Perspectives conference. When it comes to leadership development, it’s easy
Sally Brownbill's insight:

We know through our Corporate International Service Learning (CISL) research that employees our more likely to increase alignment with an organisations core values, objectives and priorities when assignments are completed in a group setting.

 

Whilst focussed mainly on micro learning, this article provides an interesting opinion on developing teams rather than just focussing on individuals and using tools, such as smart phones to make development more accessible.

 

Emerging World

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When it Comes to Leadership, Macrolearning Matters

When it Comes to Leadership, Macrolearning Matters | Leadership Development for a Globalized Era | Scoop.it
To develop great leaders, put them in tough, global situations.

 

The best way to develop leaders capable of guiding their companies in a complex, dynamic and global world is to put them in complex, dynamic and global situations. That means experiential, immersive learning, often in unfamiliar or uncomfortable settings.

Sally Brownbill's insight:

This article discusses how micro learning or learning at the desk is great for developing specific skills efficiently, but when it comes to developing global leadership behaviors, desktop learning just doesn't cut the mustard. 

 

The 2017 Emerging World research on understanding the long term impact of Corporate International Service Learning programmes provides insight in to how immersive learning programmes not only develop global leadership skills, but also benefit business while creating a social impact.

 

Emerging World

 

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Leaders as Explorers

Leaders as Explorers | Leadership Development for a Globalized Era | Scoop.it

When it comes to leadership development, organizations are becoming smarter by increasing the amount of resources and energy given to exploration strategies, while continuing to deliver results through exploitation strategies. What remains to be a challenge for many companies, is how to adequately prepare corporate leaders to be effective in the exploration domain. Simply put, how do leaders become explorers within their companies? And why is it so important?

 

Sally Brownbill's insight:

This article, published on IEDP, looks at exploit vs explore business models. It focusses on how to develop more leaders as explorers when natural instinct, as humans, is following the path of least resistance.

 

This article was written by David Tsipenyuk, Client Engagement Director at Emerging World. 

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BlackRock’s Message: Contribute to Society, or Risk Losing Our Support

BlackRock’s Message: Contribute to Society, or Risk Losing Our Support | Leadership Development for a Globalized Era | Scoop.it

In this article The New York Times reports on Laurence Fink, the chief executive of BlackRock, the $6 trillion investment firm's, plans to tell C.E.O.s in a letter that businesses must serve a social purpose or risk losing BlackRock's support.

 

The author of the article, Andrew Ross Sorkin, compares and contrasts this approach with Milton Friedman's much referenced views on the responsibility of corporations to make money for their shareholders  made in the 1970's.

 

There are very clear differences but also some similarities depending upon interpretation.

 

 

Matthew Farmer's insight:

The times, they are a changing! Or are they?  

 

When the world's biggest investment firm makes this declaration, we should certainly take notice.  It's a very explicit sign that the long term financial success of companies requires them to embrace a broader sense of responsibility and purpose.

 

It's also worth noting that he is not saying that companies should stop pursuing profits - rather that their pursuits should not just be for profit or, rather counter-intuitively, they will be less profitable in the long run.

 

How the corporate world interprets this message and who else get son this bandwagon will determine what really change happens. But add this message to the call at the last Davos for more responsible leadership and we are seeing a pattern, are we not?  Watch this space...

 

Matthew

Emerging World

 

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The Myth of Multitasking: Why Fewer Priorities Leads to Better Work

The Myth of Multitasking: Why Fewer Priorities Leads to Better Work | Leadership Development for a Globalized Era | Scoop.it

"Yes, we are capable of doing two things at the same time. It is possible, for example, to watch TV while cooking dinner or to answer an email while talking on the phone", writes James Clear

 

"What is impossible, however, is concentrating on two tasks at once. Multitasking forces your brain to switch back and forth very quickly from one task to another.

 

This wouldn't be a big deal if the human brain could transition seamlessly from one job to the next, but it can't. Multitasking forces you to pay a mental price each time you interrupt one task and jump to another. In psychology terms, this mental price is called the switching cost."

Matthew Farmer's insight:

With so much information all around us, the temptation to try to multi-task is very high but as this article and many others tell us is that we can't really multi-task. We can process things in serial or switch attention between two things happening at once but if the the cognitive attention required for either task is significant for either task we cannot effectively do them at the same time.

 

 

The pressure to try to multitask is high given the information overload but the reality is that we need to ensure that we don't experience a 'filter failure' and are able to prioritise and focus.

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Global Purpose Index 2016

Global Purpose Index 2016 | Leadership Development for a Globalized Era | Scoop.it

The Global Purpose Survey undertaken by Imperative in collaboration with Linked In has some interesting findings. It studied over 25,000 Linked In users from across the globe to understand their connection with purpose.

Matthew Farmer's insight:

If you think that it's mainly millennials that are interested in purpose, think again

 

At the start of the New Year, it feels natural to think about our aspirations and consider what are we really trying to achieve.  This study published toward the end of last year is a good place to gauge the barometer.

 

Much talk I hear is how important 'purpose' is to recruiting and motivating young talent.  Actually it's increasingly important for engaging all talent across organizations.

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Corporate International Service Learning Increases Employee Engagement

Corporate International Service Learning Increases Employee Engagement | Leadership Development for a Globalized Era | Scoop.it

Engagement is defined as an employee's positive or negative emotional attachment to a job, to colleagues and to an organization. Being fully engaged at work profoundly influences an employee's willingness to learn and perform - and has real impact on a company's bottom line. According to Gallup’s State of the American Workforce “Engaged employees make it a point to show up to work and do more work” (http://news.gallup.com/reports/199961/7.aspx, 2016) and the report shows that highly engaged business units benefit from: 

 

  • 41% reduction in absenteeism
  • 17% increase in productivity
  • Engaged workers that are more likely to stay with their employer
  • 10% increase in customer metrics
  • 20% increase in sales

 

With data like this, it is no surprise that companies are interested in finding ways to increase employee engagement, and Corporate International Service Learning (CISL) programmes provide a powerful way of doing this, as research from our 2017 CISL Impact Benchmark Study shows.

Emerging World's insight:

The 2017 CISL Impact Benchmark Study, published in September, is the latest research from Emerging World. The Study uses data from 688 employees of six companies to look at the longer-term impact of Corporate International Service Learning programmes on participants and the associated return on investment for their companies.  

 

Following the publication of the 2017 CISL Impact Benchmark Study, we have conducted further analysis to provide more insight and learnings from the research. This blog takes a closer look at how Corporate International Service Learning (CISL) impacts employee engagement, and how programme design can make a difference to the level of impact seen.

 

To put the 2017 CISL Study research findings into practice Emerging World is running a Cross-company CISL Experience in May 2018. The programme, which will take place in Kenya, uses the results of the 2017 CISL Impact Benchmark Study to guide programme design and harnesses methodology that we have employed across successful programmes with global organisations such as Microsoft and Salesforce.

 

To learn more about the Cross-company CISL Experience click here.

 

Emerging World

 

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Developing More Responsible Leaders

Developing More Responsible Leaders | Leadership Development for a Globalized Era | Scoop.it

It is not easy becoming a responsible leader – some would say that our brains are not naturally wired for it. In situations of pressure, complexity and uncertainty, our brains are coded for personal survival and good intentions can be swamped by our natural personal defences. In this sense, responsible leaders have to be developed and raised to a higher level of self-awareness and consciousness, as half the battle takes place within.

Emerging World's insight:

Over the last couple of years, we’ve been delighted to work closely with Dr Karen Blakeley, Head of the Centre for Responsible Management at Winchester University, and through our collaboration we have been able to deepen our understanding of Responsible Leadership and capture data that demonstrates how immersive Corporate International Service Learning programmes can develop more responsible leaders.

 

Learn more from Dr. Karen Blakeley about the impact that CISL programs have on developing more Responsible Leaders in the 2017 CISL Impact Benchmark Study, available to download here.

 

To put the 2017 CISL Study research findings into practice Emerging World is running a Cross-company CISL Experience in May 2018. The programme, which will take place in Kenya, uses the results of the 2017 CISL Impact Benchmark Study to guide programme design and harnesses methodology that we have employed across successful programmes with global organisations such as Microsoft and Salesforce.

 

To learn more about the Cross-company CISL Experience click here.

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Executive Learning by Doing

Executive Learning by Doing | Leadership Development for a Globalized Era | Scoop.it

5 Levers of readiness for an ‘Immersive Learning’ experience

 

Immersive learning experiences provide impactful learning outcomes that equip participants with the awareness, skills and mindset required to successfully lead in today’s volatile, uncertain, complex and ambiguous (VUCA) world. But how do you know if your company is ready to commit to an immersive learning experience?

Sally Brownbill's insight:

This article,  written by David Tsipenyuk from Emerging World and featured on the IEDP website, provides insight into how organizations, executive teams and participants can start assessing their readiness to be part of an immersive learning experience.

 

Emerging World

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What the VUCA!

What the VUCA! | Leadership Development for a Globalized Era | Scoop.it
Understanding VUCA and how it is used as a framework to help leaders navigate the modern world.
 
The term VUCA, an acronym of Volatile, Uncertain, Complex and Ambiguous was originated by the American military to describe extreme conditions during warfare. VUCA has more recently been adopted by an increasing number of CEO’s and organizations as a framework to approach different types of challenging situations bought about due to external factors such as politics, economics, society, advancing technology and the environment. To provide insight on the relevance of VUCA for today’s leaders, and to highlight the importance of having the ability, skills and mindset to lead in VUCA world, this blog piece aims to provide an understanding of the term, by providing examples of each element.
Sally Brownbill's insight:

I joined Emerging World in March 2016, coming from the medical device industry. As with most new roles in different industries, I was welcomed with a whole host of new acronyms to learn and understand. An acronym frequently used is VUCA, a term I was not familiar with. A VUCA world is pivotal to program design at Emerging World, it is used to help leaders and organizations understand the world in which their business operates. In this blog, I share my learnings and understanding of VUCA.

 

Emerging World

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Sally Brownbill's comment, December 14, 2016 7:12 AM
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If You’re Not Outside Your Comfort Zone, You Won’t Learn Anything

If You’re Not Outside Your Comfort Zone, You Won’t Learn Anything | Leadership Development for a Globalized Era | Scoop.it

Stop avoiding what scares you.

 

You need to speak in public, but your knees buckle even before you reach the podium. You want to expand your network, but you’d rather swallow nails than make small talk with strangers. Speaking up in meetings would further your reputation at work, but you’re afraid of saying the wrong thing. Situations like these — ones that are important professionally, but personally terrifying — are, unfortunately, ubiquitous. An easy response to these situations is avoidance. Who wants to feel anxious when you don’t have to?

Emerging World's insight:

A short, but worthwhile, read from Andy Molinsky on stepping out of our comfort zones to grow.

 

At one time or another all of us need to step out of our comfort zone either at work or in our personal lives. The truth is, if we never leave our comfort zones, we will never truly learn anything, I mean a deep learning that goes beyond just awareness but to be embedded as behaviours. If you think about it, in most major transitions in our lives we have to step out of our comfort zone – a new job, getting married or being  promoted – we are thrusted into such experiences without being truly prepared.  Yet, what if we were a bit more deliberate, and had the time and space to sculpt experiences that would take us out of our comfort zones? As Andy puts it, for us to think about it as a learning process,  where we are conscience of what is taking place and “to take the plunge”. Would we be more inclined if we had greater control and psychological safety net to  experience discomfort? Perhaps!

 

Every so often, we have to break our own mold to grow!

 

Emerging World

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As Work Changes, Leadership Development Has to Keep Up

As Work Changes, Leadership Development Has to Keep Up | Leadership Development for a Globalized Era | Scoop.it

As work itself is changing, some of the basic tenets of leadership development are being challenged. The very idea of leading people in jobs is changing with the democratization of work and the continued advance of digital technology. These twin forces are moving work beyond the traditional structure of activities that are organized into stable jobs within a siloed organization. Work is being disaggregated into tasks that can be dispersed inside and outside of the organization — the “uberization” of work.

And as AI and robotics increasingly supplement and replace the work of humans, the expectations of leaders — truly understanding the work, how it can be executed now and in the future, and the cost, capability and risk implications of current and future work options — are increasing exponentially.

To meet these challenges, we see three priorities for developing the next generation of leaders in the “work-disrupted” age:

 

·         Mastery of Digital

·         Beyond-the-Classroom Experiences

·         Expert Coaching

Sally Brownbill's insight:

A view of work changes that have disrupted the tradition leader role. From advances of digital technology to the types of people forming the workforce, the article suggests three priority areas for leadership development focus.

 

Emerging World

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Why Millennial Leaders Are Driving For Business Purpose Over Profit

Why Millennial Leaders Are Driving For Business Purpose Over Profit | Leadership Development for a Globalized Era | Scoop.it
With social impact fundamental to the values of millennials, their behavior as consumers and employees hold clues to the leadership style and societal values they'll bring as they come into positions of power.
Sally Brownbill's insight:

This article provides insight on how tomorrow's leaders place value on purpose driven businesses and how leadership priorities are evolving as a result of generational change.

 

Emerging World

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What can Star Wars teach us about leadership?

What can Star Wars teach us about leadership? | Leadership Development for a Globalized Era | Scoop.it

It may have taken place in a galaxy far, far away, but in terms of leadership, there is much in Star Wars that we can learn from. The epic battles between the Jedi and the Empire have become part of the fabric of popular culture. But take a closer look behind the light sabres at the clashes between the Jedi and the Rebel Alliance on one side and the Storm Troopers under Emperor Palpatine on the other, and you will see traces of many of the ideas that shape leadership, and help to account for both its successes and its failures, explains Dr Leah Tomkins, Senior Lecturer in Organisation Studies, Open University Business School.

Sally Brownbill's insight:

How did I miss this article on May 4th?!

 

An interesting take on how the structure of the Star Wars galaxy can be used to teach us about leadership. It's a well written leadership article which covers some pertinent points. Not only that, it's a fun read, especially if, like me, you're Star Wars fan.

 

Possibly one of my favourite Leadership articles to date!

 

Emerging World

 

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Salesforce's Innovative Executive Development Creates More Authentic Leaders

Salesforce's Innovative Executive Development Creates More Authentic Leaders | Leadership Development for a Globalized Era | Scoop.it

Expectations for a corporation and its leaders are changing. Candidates, customers, and communities now want to see that a corporation has values that are aligned with their own. This is especially true for the next generation: PwC found that millennials are 5.3x more likely to stay with an organization when they feel a strong connection to the organization's purpose.

 

This new landscape has created a dilemma for leaders who haven't examined their own values. The simplest solution may seem to be that someone just adopts their company's corporate values as their own. But, that approach creates a dissonance between what someone truly values and what they say they value, which results in leaders who are uncomfortable, stressed, and inauthentic

Sally Brownbill's insight:

With an executive development program like Leading Ohana, it's no surprise that Salesforce were named #1 on FORTUNE "100 Best Companies to Work For®" List.

 

This blog gives insight into the innovative executive development approach that Salesforce have taken. Emerging World are proud to have been part of the Leading Ohana journey, which, over the course of a year, participants have taken part in individual reflection, peer coaching, meaningful volunteering, and more. 

 

Emerging World

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Measuring Long Term Impact is Important

Measuring Long Term Impact is Important | Leadership Development for a Globalized Era | Scoop.it

Corporate International Service Learning (CISL) programmes offer leaders the opportunity to test their abilities and develop global leadership skills by applying their work based skills to a project or assignment that serves a third-party constituency. Most often, companies seek to understand the immediate responses and outcomes of these programmes through post programme surveys, but very little evaluation is undertaken to establish the longer-term impact.

 

The impact on the participant, and ultimately their business is a key driver for stakeholders. Being able to clearly show how new skills have been developed and what impact this learning has on subsequent behaviour and work performance is essential to ensure executive buy in and programme growth.

Sally Brownbill's insight:

Corporate International Service Learning (CISL) programmes are becoming an increasingly popular tool for companies looking to build the talent and skills of their workforce while simultaneously addressing societal needs in the markets where they do business.

Measuring the long term impact of CISL programmes is key to developing programme impact and driving stakeholder buy in. This blog looks at the importance measuring the long term impact of Corporate International Service Learning (CISL) programmes.

 

Emerging World

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Why Leadership Development Isn’t Developing Leaders

Why Leadership Development Isn’t Developing Leaders | Leadership Development for a Globalized Era | Scoop.it

According to this HBR article, by Deborah Rowland there are four key factors to address to make Leadership development effective:

  • Make it experiential.
  • Influence participants’ “being,” not just their “doing.”
  • Place development into its wider, systemic context.
  • Enroll faculty who act less as experts and more as Sherpas.
Emerging World's insight:

Ok, so boiling everything down to four key issues is rather simplistic (it's the times we live in I'm afraid) but the factors that Deborah Rowland identifies here make good sense and I'm sure that in the cold light of day many programmes are not addressing these factors as well as they could.

 

To address these factors well, companies must work in close partnership with their learning providers and the companies must play an active role in programme management.  This cannot simply be offloaded to one supplier or outsourced! 

 

Emerging World

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Doblin’s Ten Types of Innovation - where is your next opportunity?

Doblin’s Ten Types of Innovation - where is your next opportunity? | Leadership Development for a Globalized Era | Scoop.it

This diagram describing 10 different types of innovation and the accompanying article can help you to audit the innovation that happens inside your organization and determine strengths and under-exploited opportunities.


Via Cambridge Marketing College
Matthew Farmer's insight:

There are many different kinds of innovation.Some immediately jump to mind while others are less obvious.  If you want to improve innovation in your work this model from Deloitte will help you to identify different areas to explore.  Which kinds of innovation are new areas for you to explore?

 

Matthew Farmer

Emerging World

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Increasing depth of learning

Increasing depth of learning | Leadership Development for a Globalized Era | Scoop.it

Corporate International Service Learning (CISL) however, is more than just a training course. CISL programmes are an experience that impact participants profoundly. They take participants across international borders to learn skills, gain knowledge and develop new behaviours by challenging them to apply their skills and expertise on real-life issues that have a social impact.  New data from Emerging World’s 2017 CISL Impact Benchmark Study backs up this claim with long term impact data on these experiences at all the levels on the Kirkpatrick framework.

Sally Brownbill's insight:

The 2017 CISL Impact Benchmark Study, published in September, is the latest research from Emerging World. The Study uses data from 688 employees of six companies to look at the longer-term impact of Corporate International Service Learning (CISL) programmes on participants and the associated return on investment for their companies.


Following the publication of the 2017 CISL Impact Benchmark Study in September, we have conducted further analysis to provide more insight and learnings from the research. This blog takes a closer look at how CISL programme design can make a difference to the depth of learning for participants.


The 2017 CISL Study uses data from 688 employees of six companies to look at the longer-term impact of Corporate International Service Learning (CISL) programmes.


If you would like to understand what a CISL experience feels like and explore how to use it within your organization, Emerging World is running an open Immersive Global Leadership experience in May 2018. To learn more about the experience click here.

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The challenges of global L&D | The Open University Business School

The challenges of global L&D | The Open University Business School | Leadership Development for a Globalized Era | Scoop.it

Organisations are demanding more and more from their learning functions, but is L&D up to the job?

 

In a recent survey of 200 senior L&D decision makers for The Open University Business School, only 20% said their businesses deliver consistent learning programmes across geographies, but:

 

  • 62% see global/international learning programmes as the future
  • 94% said they would be increasing their investment in international learning programmes over the next year – they see this as impacting people, profit and performance
  • Over 50% believe that in-depth global learning programmes attract talent from across the world.
Sally Brownbill's insight:

This article published by the Open University looks at the changing face of learning and development strategies within global organizations. It debates of how L & D should transform as their organisations and their employees do, and what should that transformation look like.

 

Interestingly, a number of L&D decision makers are advocating international learning opportunities as the future. I find it particularly interesting as the latest research from Emerging World, the 2017 CISL Impact Benchmark Study, looks at the long-term impact of Corporate International Service Learning (CISL). The results of the Study overwhelmingly revealed that CISL programmes not only develop leadership capabilities and create responsible leaders, they also enable companies to engage and retain employees, provide career mobility and impact business performance.

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CISL Impact Benchmark Study

CISL Impact Benchmark Study | Leadership Development for a Globalized Era | Scoop.it

CISL Programmes provide life changing experiences for the employees involved, organisation changing opportunities for their companies’ partners and return real business benefits to the companies.

Working with five companies: BD, Credit Suisse, EY, Merck and Microsoft, and building on the learning from 2015 and 2016, Emerging World have launched the 2017 CISL Impact Study and Benchmark to provide:

 

  1. Deeper analysis from a significantly larger sample
  2. New areas of interest offering a greater depth to the data
  3. Up to date statistics for the expanding field of CISL to build knowledge within the area

 

This year’s Study included new demographic and programme design questions, more detail on post assignment activity and a new section on Responsible Leadership. 

Emerging World's insight:

Corporate International Service Learning (CISL) programmes offer a powerful immersive learning opportunity in which employees travel across international borders and apply their work-based skills to support other organizations that create positive social impact.

 

Increasingly, companies such as BD, Credit Suisse, EY, Merck and Microsoft are turning to Corporate International Service Learning (CISL) as a way to build the talent and capability of their workforce while simultaneously addressing real needs in the markets where they do business.

 

The 2017 CISL Impact Benchmark Study is the latest research from Emerging World on the long-term impact of CISL programmes. The latest Study offers even more robust data than before, deeper analysis and interesting new areas of research.

 

The results explore how CISL experiences (sometimes referred to as Global Pro-Bono or International Corporate Volunteering (ICV) assignments) have impacted participants upon their return. The research explores a number of key areas including depth of learning, breadth of learning, engagement, retention, career mobility and business impact. New for this year is also a section on Responsible Leadership.

 

The full 2017 CISL Impact Benchmark Study is available download here.

 

Be part of the 2018 CISL Long Term Impact Study

Tailored research into participant skills and knowledge development, employee engagement and business impact of Corporate International Service Learning

Email: amanda@emergingworld.com for further details. 

 

 

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Collaborative Learning - Learning Together in the Age of Uncertainty

Collaborative Learning - Learning Together in the Age of Uncertainty | Leadership Development for a Globalized Era | Scoop.it

One of the main messages that permeates through this age of uncertainty in which we live is the need to work together. The big problems of the world cannot be tackled alone - climate change, youth unemployment, geo-political instability all require people to work together. What’s more, the great mega trends of digitization, globalization and sustainability, and the sheer pace and complexity of change mean that answers are difficult to find.

There are fewer precedents on which to base decisions, less time to become accustomed to patterns and attuned to gut feelings, and while there is more data than ever before, it’s tough to make sense of it and not drown in complexity.

 

The job in front of us in leadership development mirrors this. Not only do we face these issues ourselves as individuals and leaders but we also have responsibility for preparing people in roles of current and future significance to become better at dealing with it all. It is a major responsibility and one we are more likely to succeed in if we collaborate in our response.

 

Collaboration is not new in Leadership Development. However, the kind of collaboration that is most appropriate for us now may be different from how it has been in the past...

Sally Brownbill's insight:

This article written by Matthew Farmer of Emerging World takes a look at Collaborative Learning and building consortium leadership development Programs in new areas, such as immersive learning.

 

The article will provide you with insight on design, building valuable consortiums, the benefits of such programs and how you can make these programs work.

 

The article featured in the IEDP Developing Leaders magazine (Issue 25).

 

Emerging World

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The Changing Face of Executive Education

The Changing Face of Executive Education | Leadership Development for a Globalized Era | Scoop.it

Uber has disrupted the taxi industry, Airbnb the hotel industry and Facebook has disrupted the media industry. These are significant shifts which are transforming business and society, with the respective organizations becoming ultra-successful by responding to the changing needs, preferences and values of consumers. So, what about the executive education industry, is that being disrupted?

 

Executive education is a massive industry, in the US alone companies spend $14 billion (€12.5 billion) annually on leadership development, the primary providers being business schools. But whether the providers of leadership development programs are meeting the satisfaction and needs of their target audience remains to be an open question.

Sally Brownbill's insight:

The latest blog from Emerging World takes a look at the changing face of executive education. 

 

We are currently seeing changes to many industries in response to consumer needs and preferences. This blog piece looks at the leadership development needs of organizations and how those requirements are disrupting the executive education industry. 

 

Emerging World

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Steve Bax's curator insight, October 25, 2016 4:16 AM
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When travel doesn’t broaden the mind: Which international moves are right for your leaders? |  YSC

When travel doesn’t broaden the mind: Which international moves are right for your leaders? |  YSC | Leadership Development for a Globalized Era | Scoop.it
International placements are becoming an essential tool in the leadership development toolkit. However, is the significant upheaval, investment and disruption really worth it? Here, we propose a three-step process to help you choose the right international moves for your leaders, set them up for success and evaluate their effectiveness.
Emerging World's insight:

Very glad to see this write up on the power of formalized international assignments, as part of a broader HR toolkit in developing global leaders.  That organizations need to progress their thinking, and be more critical and systemic in selecting the right international assignment for the right leadership development intervention. Where long term expatriation or rotational assignments may no longer be the best answer to developing global leaders. The answer is no longer back or white, but a number of shades exist of what is the best fit for the assignee and the respective organization. Considering, the double edged sword, of high cost and high failure rate of such a proposition,  the authors, outline a 3 stage framework for us to review and ponder over if we are thinking of implementing or revamping an international assignment program for optimal effectiveness.

 

Emerging World

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12 Critical Competencies For Leadership in the Future

12 Critical Competencies For Leadership in the Future | Leadership Development for a Globalized Era | Scoop.it

According to Tanmay Vora, "The hallmark of VUCA world is that there are no silver bullets."

 

"The rate of change in the business world today is greater than our ability to respond. In a world that is often described as VUCA (Volatile, Uncertain, Complex and ambiguous), there are major tectonic shifts that demand a new mindset of leadership."


Via Marc Wachtfogel, Ph.D., Kevin Watson
Emerging World's insight:

Within the business world, the term VUCA is becoming very popular to describe the kind of world in which we live  This graphic and article does a great job is summing up some of the main issues concerning how to lead in this environment.

 

Emerging World

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elearning at eCampus ULg's curator insight, May 2, 2016 3:43 AM
Nice infographics ;-)
Bernard Guévorts Authentis's curator insight, May 6, 2016 3:58 AM
Le leader du futur...le
Ian Berry's curator insight, September 26, 2016 10:41 PM
A good infographic for dealing with disruption