1. THE BEST PRACTICE INSTITUTE presents M AYA H U -C HAN “ Coaching Global Leaders ” January 15, 2009 12:00 p.m. EST

2. Louis Carter is founding President and CEO of Best Practice Institute and publisher of Best Practice Publications, LLC. He has authored over eight books on leadership and workforce change. His newest books are Change Champion’s Fieldguide, Best Practices in Leadership Development & Organization Change, and Leading the Global Workforce. L OUIS C ARTER President and CEO of Best Practice Institute

3. Rated Top 100 Thought Leaders by Leadership Excellence Magazine and Top Leadership Guru from Asia by Leadership Guru International, Maya Hu-Chan is an international management consultant, executive coach, author, and sought after speaker. Harvard Business School has chosen her book “Global Leadership: The Next Generation” to be one of their Working Knowledge recommended books. Maya has trained and coached thousands of leaders in “Global Fortune 500” companies and worked with major corporations throughout North America, Asia, Europe, South America, and Australia. M AYA H U -C HAN President of Global Leadership Associates

4. Coaching Global Leaders Presented by: Maya Hu-Chan, President Global Leadership Associates Best Practice Institute January 15, 2009

5. © Maya Hu-Chan, Global Leadership Associates Agenda 360 Data for Global Leaders: Strengths & Weaknesses Challenges of coaching global leaders Effective coaching process Culture ’ s impact on global leadership Strategies for coaching global leaders Helping global leaders become good coaches

6. © Maya Hu-Chan, Global Leadership Associates 360 Data for Global Leaders - New Data “Global Leader of the Future” 360 Survey* 187 global leaders from 45 global companies 2,535 direct reports, peers, direct managers and customers A scale of 1 to 5, one being “extremely dissatisfied”; five being “highly satisfied”. *This survey consists of 15 leadership competencies, 72 survey questions. The survey data was provided by Assessment Plus.

7. © Maya Hu-Chan, Global Leadership Associates 360 Results: Strengths & Weakness s Demonstrate honest, ethical behavior in all interactions (4.45) s Ensure that the highest standards for ethnical behavior are practiced throughout the organization (4.27) t Ask people what he/she can do to improve (3.86) t Understand her/his own strengths and weaknesses (3.79)

8. © Maya Hu-Chan, Global Leadership Associates 360 Results: Strengths & Weakness  Consistently treat people with respect and dignity (4.30) s Embrace the value of diversity in people (including culture, race, sex or age) (4.30) t Provide developmental feedback in a timely manner (3.82) t Provide effective coaching to their direct and indirect reports and colleagues (3.82) t Take risks in letting others make decisions (3.85)

9. © Maya Hu-Chan, Global Leadership Associates 360 Results: Strengths & Weakness s Recognize the impact of globalization on their business (4.22) t Help others understand the impact of globalization (3.93)

10. © Maya Hu-Chan, Global Leadership Associates 360 Results: Strengths & Weakness s Communicate a positive, can-do sense of urgency toward getting the job done (4.28)  Develop strategy to achieve the vision (3.82) t Inspire others to achieve the vision (3.84)

11. © Maya Hu-Chan, Global Leadership Associates “Global Leadership: the Next Generation” Success Factors for Global Leaders Source: “Global Leadership: the next generation” by Marshall Goldsmith, Maya Hu-Chan, et al. Interviews with over 200 “high potential” leaders in 120 global organizations in 6 continents. PAST: 1.Demonstrating self- confidence as a leader 2.Striving to achieve personal excellence in whatever he or she does 3.Demonstrating honest, ethical behavior in all interactions PRESENT: 1.Demonstrating self- confidence as a leader 2.Creating and communicating a clear vision for her/his organization 3.Consistently treating people with respect and dignity FUTURE: 1.Consistently treating people with respect and dignity 2.Understanding the impact of globalization on his/her business 3.Creating and communicating a clear vision for her/his organization

12. © Maya Hu-Chan, Global Leadership Associates Challenges of coaching global leaders 1.Lack of understanding of coachee’s cultural background 2.Lack of understanding of their business and challenges 3.Inaccurate Assessment 4.Communication and language barriers 5.Lack of face to face interactions, therefore difficult to establish trust and buy-in

13. © Maya Hu-Chan, Global Leadership Associates Executive Coaching Process Executive Coaching Process 1. Qualify your coachee 2. Establish coaching agreement with coachee 3. Identify key stakeholders to provide feedback 4. Conduct one-on-one interviews and/or 360 survey to gather feedback 5. Present feedback to coachee 6. Create a development plan  Goal, Expected Outcome, Action Steps, Timeline/Frequency, Stakeholders 7. Ensure boss is on board 8. Engage key stakeholders 9. Support leader through ongoing coaching sessions 10. Conduct check-in interviews with stakeholders 11. Measure improvement with follow-up stakeholder surveys 12. Discuss next steps

14. © Maya Hu-Chan, Global Leadership Associates Sample Development Plan ActionsTarget Date/Frequency Consciously prepare for conversations that may be complex or controversial. Write down key points that I want to make, and include the thinking behind the points. Twice weekly When preparing for a complex conversation, prepare graphics to help illustrate the ideas. If on the fly, try to use graphics/ drawings in the moment to articulate my thoughts. As needed; practice weekly Seek feed forward from my list of key stakeholders. Two rounds by March 15th Try to, in the moment, take the time to tell people how I came up with a certain idea. Practice twice weekly Get in the habit of asking people if they have questions about my thought or idea in the moment. At least once per meeting Leader: Jane SampleDate: January 1, 2007 Goal: Fully articulate my point of view so that others know the thoughts behind my ideas Expected Impact/Value: Improved quality of interaction and relationships. good ideas are more likely to be adopted by others and have positive impact. This action will also help me develop my team.

15. © Maya Hu-Chan, Global Leadership Associates Engage Key Stakeholders Heavy emphasis on key stakeholder engagementHeavy emphasis on key stakeholder engagement Require coachee to follow up with key stakeholders on a regular basisRequire coachee to follow up with key stakeholders on a regular basis Follow-up creates an environment to encourage continued improvement & dialogueFollow-up creates an environment to encourage continued improvement & dialogue Coach interviews key stakeholders regularly to see if they ’ ve noticed improvementCoach interviews key stakeholders regularly to see if they ’ ve noticed improvement Repeated research shows same resultRepeated research shows same result more follow-up = increased leadership effectiveness

16. © Maya Hu-Chan, Global Leadership Associates ROI: Follow-up Interviews/Survey A follow-up metric to measure improvement every 6 months in the eyes of stakeholders Coach interviews stakeholders to measure perceived improvement Focus on specific development goals Measure overall improvement in leadership effectiveness Measure follow-up

17. © Maya Hu-Chan, Global Leadership Associates Strategies for coaching global leaders 1.Do your homework Know your coachee - culture, generation, gender Understand the coachee’s business Understand the cultures they interact with 2.Develop cultural sensitivity & awareness 3.Engage stakeholders 4.Assess, Support, Challenge 5.Adapt new coaching approaches 6.Focus on the future

18. © Maya Hu-Chan, Global Leadership Associates Helping Global Leaders Become Good Coaches Model effective coaching techniques Teach them the difference between coaching, advising and mentoring Help them come up with creative ways to coach large, remote teams

19. © Maya Hu-Chan, Global Leadership Associates Globalization warrants a leadership model that is neither Western nor Asian, but includes elements of all best practices. ”The Dream Team: Delivering Leadership in Asia” by Korn/Ferry International, 2006 New Leadership Model

20. © Maya Hu-Chan, Global Leadership Associates Copyright Notice Course design and materials contained in this program are copy-righted by Maya Hu-Chan of Global Leadership Associates, unless otherwise indicated and are not for reproduction without permission. For more information contact: Global Leadership Associates USA Tel: +1.858.668.3288 E-mail: mayahuchan@earthlink.netmayahuchan@earthlink.net Website: www.mayahuchan.com