2.  520 employees in 6 sites  Expat workforce: 3% expat  12 director level positions; 70% occupied by Expats

3.  Surveyed all people in those current positions and asked them to self-identify  Surveyed their supervisors  Surveyed executive staff (in terms of future planning)

4.  Requirements/Application process  12 month commitment  360 for development purposes  Internal coaching session with L&SD  Initial Workshop  Mentoring Agreement/Training  Learning events, Harvard courses, HBR  Certificate/Awards ceremony

5.  Ethiopia  Liberia  Afghanistan  Thailand

6.  Using core competencies, improve the leadership capabilities of directors  Promote national staff into director positions  Test trickle down theory

7.  Senior management creates a learning environment; professional development is a priority  Responsibility from supervisors; Support from L&SD team  Customizable/self-directed learning options

8. ThenNow Leadership Capacity BuildingLeaders Developing Leaders Application processRegional team decides 360 for development purposes only 360 for development purposes only; Learning Survey Internal coaching sessionExternal coaching session Initial WorkshopPart of quarterly meetings Mentoring Agreement/TrainingParticipant-Supervisor review Learning Plan HR Organizes Learning eventsGroup organizes learning events Awards ceremony/graduationChange analysis (360; Learning Survey)

10.  Make it easy to cascade  LeaderNation  Training in 360’s  Incorporating into Orientation  Interview/Behavior-based traits that differentiate

11.  What are the objectives of your leadership program?  What are the challenges?  What resources are you using? Are you willing to share?  How do you aim to measure it?