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Study Reveals Global Leader Competencies Required for Competitive Market AdvantageNEW YORK, Oct. 29, 2015 /PRNewswire/ -- Findings released today by the Center for Talent Innovation (CTI) suggest that global employees need to master a pivot, prioritizing certain behaviors with superiors and global stakeholders, to project credibility. Projecting credibility puts rising leaders on the radar for sponsorship at headquarters. The findings, published in Growing Global Executives: The New Competencies, are based on multi-market interviews, focus groups, and survey data from employees in Brazil, China, Hong Kong, India, Japan, Russia, Singapore, South Africa, Turkey, the US and the UK. Genpact (NYSE: G), the architect of the Lean DigitalSM enterprise, is one of ten sponsors of the study.  Across all markets, six behaviors help rising leaders project credibility. Yet the data reveals that each market weights these behaviors differently. Sixty-two percent of senior leaders in the US and the UK say that demonstrating authority projects credibility. The reverse is true in growth-hub markets: fifty-seven percent of global stakeholders in Brazil, China, Hong Kong, India, Japan, Russia, Singapore, South Africa, and Turkey say that demonstrating emotional intelligence wins the trust and respect of teams in local markets. "It is crucial for rising leaders to learn to flex or pivot their leadership style as they work to both build trust across local markets and credibility and buy in from senior leaders at headquarters," says Sylvia Ann Hewlett, founder and CEO of the Center for Talent Innovation. "Companies need to ensure that rising leaders in local markets develop the skills they need to win in this global marketplace." Gender further complicates the prioritization of certain behaviors with senior leaders and global stakeholders. Asserting authority and exercising emotional intelligence look different for men and women. In Brazil, China, India, Russia, Singapore, Hong Kong, and Japan, respondents believe that female leaders should demonstrate authority in a reserved way, whereas men are expected to flex it more assertively. In India, for example, 82 percent of respondents say men should be assertive in demonstrating their authority, whereas only 44 percent say that women should do the same. A survey of six key markets (Brazil, China, HK, India, the UK, and the US) reveals that multinational employees who succeed in earning the advocacy of a senior leader at headquarters – a sponsor –are more likely to be satisfied with their career progression than employees with local sponsors (83 percent versus 68 percent). Multinational employees with sponsors, moreover, are more likely than employees without sponsors to have asked for and received a promotion (76 percent versus 47 percent). Additional key areas that employees must master to become effective global leaders include developing inclusive leadership behaviors and becoming proficient at virtual communication. Leaders who behave inclusively are more likely than leaders who do not to foster collaboration across cultural divides. Global team members with inclusive leaders are four times as likely as global team members with non-inclusive leaders to say they embrace the input of team members whose background/experience differs from their own (88 percent versus 22 percent). According to the study, leaders who listen carefully, maintain regular contact with team members, facilitate constructive arguments, give actionable feedback, take feedback and act on it, and share credit for team success unlock the innovative potential of team members. Further, rising leaders must project credibility and drive value virtually, a reality that demands the technical mastery of virtual meeting platforms and mobile communication applications. Virtual collaboration can also be optimized by implementing strategies that are effective in eliciting feedback/response. Fifty-seven percent of respondents say that distributing pre-reads that communicate key talking points and allow for careful reading before the meeting will ensure team objectives are met when meeting virtually. Forty-six percent say that sharing an explicit agenda prior to the meeting and sticking to it will also ensure that objectives are met. The report features best-practice examples from multinational companies like Genpact that have extensive programs to develop their rising global executives. "I realized early on in my career that great leaders are great learners, and what makes someone a great leader is curiosity," said Tiger Tyagarajan, president and CEO of Genpact. "We have always moved young leaders across businesses and functions, knowing that if they were hungry enough to learn, they'd acquire what they needed to know in order to succeed. Genpact's approach to global expansion involves sourcing talent locally for our delivery centers and then grooming these men and women for leadership roles beyond their borders after a few years." Growing Global Executives: The New Competencies will be launched today via three livestream sessions (London, New York, San Jose) co-hosted by Pearson and Cisco. Panelists include Tiger Tyagarajan, CEO of Genpact; Trevor Phillips, Deputy Chair of the National Equality Standard; and Karyn Twaronite, Global Diversity & Inclusiveness Officer at Ernst & Young LLP. The book is available for purchase on Amazon. Research Sponsors Research Authors Ripa Rashid, managing partner at Hewlett Consulting Partners LLC and senior vice president at the Center for Talent Innovation, specializes in global talent strategies and has spent over a decade as a management consultant. She has held senior positions at MetLife and Time Warner. A graduate of Harvard University and INSEAD's MBA program, she has lived and worked in North America, Europe, Asia, and South America, and speaks four languages. She is coauthor, with Hewlett, of Winning the War for Talent in Emerging Markets: Why Women Are the Solution (Harvard Business Review Press, 2011). About the Research About the Center for Talent Innovation About Genpact For more information:
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