Develop leaders who thrive in global and multinational work environments
Preparing leaders to better face our rapidly changing business world, diverse and complex workforces and global marketplaces requires new and critical leadership skills. Our Global Leadership series is designed to build a more complex leadership worldview at different stages in the leadership pipeline. Courses are matched to the participants position in the pipeline to provide the right skills, mindset, and tools to better lead and manage in global organizations.
Our senior consultants bring at least a decade of multinational leadership development experience to their projects. Our unique solutions are off-the-shelf workshops and customized programs that can include training, assessments, coaching, and facilitation to get your leaders thinking new and global.
The 3A Model for global leadership is shaped by current and ongoing research into unique leadership challenges and needs of increasingly global and mobile leaders. For these leaders, traditional models of Vision, Alignment, and Engagement or the Leadership Pipeline don’t capture the full dynamics that they face day in and day out. The 3A Model embraces traditional leadership models and expands focus to include Awareness of cultural differences and similarities, individual Adaptability to diverse cultures and markets and how leaders create Access to opportunities and information for teams in both headquarters and overseas locations.
Global leaders do more than show cultural awareness and competence, they create critical connections to move business forward sustainably. This business sense and the ability to enroll diverse future leaders sets the 3A Model apart from others by looking to sustain global advantages and embrace new opportunities and innovation in the marketplace.
Chinese High-Tech and Telecommunications Company
Client Case 1
We began working with a Chinese multinational in networking and telecommunications to develop Chinese team leaders with multi-regional responsibilities who are based in countries across Europe and Southeast Asia. Chinese leaders had received feedback from non-Chinese colleagues on remote teams about different leadership and communication styles.
Our consultants collected experiences from managers, foreign subordinates, along with colleagues living in China and in Europe to build a unique program targeting critical areas faced by Chinese Global Leaders. Based on the interviews, we created specific cases focused on the six work relationships tied to key learning points. This workshop provided seven tools to identify, analyze, frame-shift, adapt to cross cultural workplace and marketplace scenarios.
After the training, the Chinese leaders created action plans to adapt their leadership styles to different multicultural groups with clear goals to create better results on remote teams. Some of the key areas that they identified for improvement were leveraging leadership capabilities to better support and coach foreign colleagues, as well as resolve intercultural conflicts.
Improving Effectiveness and Leadership Across Boundaries
After having interviewed key managers and participants, we identified and created six client specific scenarios for each of the learning point that aimed to provide application scenarios for participants focusing on these work relationships:
High Potential Leadership Development
Client Case 2
After acquiring factories in Shenzhen and Dongguan a US manufacturer wanted to create a sustainable leadership culture for high potentials. They identified fifty leaders across both sites they wanted to develop and to engage in setting global strategy and joining the global leadership pipeline. Their long-term goal was for the China team to shape rather than execute strategy.
Sino’s solution was an extensive leadership launch including:
Since the program’s launch in 2016 the leadership workshops and assessments have become a standard program with 20-25 managers enrolled in a high potential series each subsequent year. The leadership team program now include quarterly strategy sessions with bi-annual senior leader + manager strategy alignment sessions. From 2017 a talent pipeline program was extended to a new ongoing supervisor development program; top-rated graduates can then enroll in the high potential series.
Creating Leadership Visibility and Opportunities
Client Case 3
A Japanese manufacturer identified a problem that talent was leaving the organization and citing the issue that they felt they were unable to grow or find opportunities to develop. Their site had over 5,000 employees, but only two were eligible to join the APAC high potential program. To address this they asked for an internal program to create exposure to global leadership standards and increase visibility of young talent.
Sino’s tailor-made four-part series has special features that improve participants’ visibility with hands-on development and projects:
Feedback from senior leaders has been highly positive after observing project deployment and presentations. Graduates of the program have gone onto lead new team and projects as well as join the APAC high potential program. Retention of graduates and their team members also exceeds the rate of other employees. Positions in the program are now highly sought after by young employees looking to stay and strive there.
Global F500 Company with R&D Center in Shanghai
Client Case 4
We began working with the R&D center of a multinational French chemical company which sought a highly effective one-day training to ensure that the executives and facility and functional team leaders were equipped with the skills to manage well in case any type of crisis unfolds and enters the media or social media.
Our consultant first conducted consultative interviews and focus groups with the R&D center head and her team to collect real life potential crisis scenarios. All practice drills, role play, TV spokesman coaching, crisis statement creation, and the mock press conference were fully customized to the high-risk scenarios of these participants. The consultant also introduced relevant additional high-potential scenarios based on industry knowledge. During the training, all participants received highly practical, actionable information coupled with a series of engaging individual practice sessions, videotaped for maximum learnings.
After the training, participants gained clear knowledge and skills to handle a public crisis in terms of understanding the company’s process (what to do in the first 15 minutes, 2 hours, 24 hours) as well as individually practicing how to serve as an impromptu spokesperson, addressing media inquiries, making a statement on TV, handling negative social media posts, and calming angry members of the public.
Crisis Communication Preparation