The Great Global Leader
Prepare your leaders to operate effectively in an increasingly complex, global economy.
Widespread financial volatility and varying economic forecasts require organizations to be able to operate in a global business environment.
But few HR executives believe that their global leaders have built a foundation that sets the organization up for future success. In fact, only 18% of global leaders can be called Great Global Leaders—those whose teams hit revenue goals, stave off attrition, and boast high levels of discretionary effort.
According to CEB research, personal background has little to no impact on Great Global Leader performance—rather, leadership aspirations, influencing skills, intercultural competencies, and strategic talent management tend to differentiate Great Global Leaders.
To compete in a complex, global economy, organizations must create strategies that attract Great Global Leaders, build their influencing skills, and embed them in networks with deep market expertise.
Growing Emphasis on
Global Expansion
Few Global Leaders Are
Set Up
for Future Success
Aspirations, Competencies, and Activities Differentiate Great Global Leaders
