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.

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:

• 360°, MBTI, LDP and FIRO-B assessments with individual development plans shared through coaching for every candidate
• Four-part leadership development introducing personal leadership, team leadership, coaching culture, and business leadership
• One to one coaching for high potentials either taking on new roles or expected to transfer to new roles
• A regular series of facilitation for factory leadership teams to improve strategic collaboration across departments

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.

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.