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Framing Global Leadership Development

Framing Global Leadership Development. | February 2006. 10 Key Questions. Why do you want to roll out a global leadership program? Does the answer differ from country to country? Does the answer need to be tied to real business issues? Who is the audience for your program?

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Framing Global Leadership Development

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  1. Framing Global Leadership Development | February 2006

  2. 10 Key Questions • Why do you want to roll out a global leadership program? • Does the answer differ from country to country? • Does the answer need to be tied to real business issues? • Who is the audience for your program? • Do the senior most leaders need to be involved? • Do individuals in non-leadership roles take this program? • How long does leadership development take? • How many audiences can be impacted? • Does the program need to speak to the needs of different audiences? • Who are the sponsors for your program? • What type of sponsorship is required for such a program? • Who needs to sponsor such a program? • How do sponsors ready the environment for new leadership? • How do various sponsors work together? • How is real sponsorship obtained?

  3. 10 Key Questions 4. How will you define leadership? • Do you need to have one definition for leadership? • Is there a difference between leadership and management, and does this matter? 5. Is there a link to culture? • Is culture impacted by leadership development? If so, how? • Do all leadership development programs impact culture in the same way? • What needs to be done to successfully ensure culture change?

  4. 10 Key Questions 6. What is your pedagogical approach? • How do leaders really develop? • What is the best way to construct a leadership development program? • What is the role of coaching and mentoring? • Does the pedagogy need to be different for different countries? 7. How will you design the program? • Who should complete the design? When is a program design completed? • Is it helpful to benchmark other company programs? • Is piloting useful? 8. How will you deliver the program? • Who should be the trainers and facilitators? • Is it helpful to work with external professionals for delivery?

  5. 10 Key Questions 9. Will you link the program into the key HR systems? • Is linking the program into the key HR systems an effective strategy? • If so, which systems are key? • Can programs be successful if they do not link into key HR systems? • How will you measure results? • What does the program need to focus on? • What needs to be measured? • How and by whom does the program get measured?

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