Framing Global Leadership Development

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Framing Global Leadership Development

• February 2006

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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?

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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?

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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?

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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?