1. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Global Executive Presence: Projecting credibility across distance and difference Ripa Rashid Senior Vice President, Center for Talent Innovation Managing Partner, Hewlett Consulting Partners

2. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Executive Presence Publications

3. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Multicultural / multinational professionals have what it takes 3 Of employees across our eleven-market sample… 79% are willing to go the extra mile for company success 70% aspire to a top job in their profession 77% are proud to work for their company

4. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Yet they continue to stall out 4 Of employees across our eleven-market sample… 49% feel stalled in their careers 48% do not feel that they have been given career development opportunities 48% feel that their talents are not recognized at their companies

5. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL 5 The Missing Link Between Merit…and Success

6. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL 6 Projecting Credibility Globally is All about EP To be perceived as “executive material,” rising multicultural talent needs to: Act like a global leader (Gravitas) Sound like a global leader (Communication) Look like a global leader (Appearance)

7. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL 7 Gravitas is the Heart of the Matter Appearance Communication Gravitas Top gravitas behaviors that confer EP globally (All markets) 1.Demonstrating integrity (71%) 2.Inspiring a following (60%) 3.Demonstrating authority (58%) 4.Demonstrating an ability to work across difference (56%) 5.Demonstrating EQ (56%) 6.Establishing reputation and status/title (53%)

8. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Global Leaders Modify Their Gravitas Depending on Their Stakeholders 8 Senior leaders Team members and clients B Global Executive Global Executive PROJECTING CREDIBILITY: THE EP PIVOT Horizontal Pivot Vertical Pivot A The Double Pivot What makes multicultural talent credible to senior leaders at headquarters differs from what makes them credible to team members and clients in locally and around the world

9. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL 1.Demonstrating integrity 2.Inspiring a following 3.Demonstrating emotional intelligence 4.Demonstrating an ability to work across difference 5.Demonstrating authority 6.Establishing reputation & status/title 9 Pivoting among stakeholders demands Cultural Intelligence US and UK Senior Leaders 1.Demonstrating integrity 2.Demonstrating authority 3.Demonstrating an ability to work across difference 4.Inspiring a following 5.Establishing reputation & status/title 6.Demonstrating emotional intelligence Top gravitas behaviors that confer EP Local Markets (Brazil, China, Hong Kong, India, Japan, Russia, Singapore, South Africa, Turkey) All Respondents

10. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL 10 EP varies by gender and country

11. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Demonstrating Authority 11 How leaders are expected to demonstrate authority In an assertive wayIn a reserved way India US UK

12. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Demonstrating Emotional Intelligence 12 How leaders are expected to demonstrate emotional intelligence: by acting in response to… Others’ emotions China Hong Kong India Their own emotions Singapore

13. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL The Double Pivot Pay-off 13 Team leaders whose EP has won them the credibility and the trust of their global team enjoy greater career advancement Employees whose EP has won them credibility and respect in headquarters enjoy greater career advancement HORIZONTALVERTICAL

14. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Tactics Demonstrating Authority Take time to get to know a team member in his/her own context.

15. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Tactics Demonstrating Emotional Intelligence Ask questions, listen carefully to the answers – Nobody trusts a know-it-all. Demonstrate you’re respectful of knowledge that exceeds your own and won’t act without soliciting it Show vulnerability to create trust – Offer up stories of your own miss-steps: it telegraphs self awareness, humility, courage, and confidence Be flexible in your style – Realize that every culture has a different way of leading with impact; adaptability is key in becoming an effective global executive

16. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL 16 Communicating Effectively

17. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Communication is key 17 Gravitas Appearance Communication Top communication behaviors that confer EP globally (All markets) 1.Speaking well (65%) 2.Delivering a compelling message (58%) 3.Commanding a room (55%)

18. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL How to Demonstrate Superior Speaking Skills 18 For women By speaking English well By speaking multiple languages fluently For men US UK Women in Hong Kong should speak multiple languages, men should speak English China Hong Kong India South Africa Singapore US UK Singapore Hong Kong China India South Africa

19. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL How to Deliver a Compelling Message 19 For women By sharing the conclusions directly By guiding listeners to the conclusion For men US UK Men can direct, women should guide China Hong Kong India South Africa Singapore USUK Singapore Hong Kong China India South Africa

20. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL How to Command a Room 20 For women By being loud or forcefully showing presence By being soft-spoken and facilitating others’ dialogue For men US UK Men in Hong Kong, China, and Singapore need force to command a room China Hong Kong India South Africa Singapore US UK Singapore Hong Kong China India South Africa

21. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Tactics Communicating Effectively Be as clear and simple as possible about what you intend to accomplish together – Allow the other party to rephrase what you’ve said, to ensure you’re on the same page Acknowledge the possibility of misunderstanding – Miscommunication happens so acknowledge when you or your team member may be confused Express yourself in culturally appropriate ways – Be aware of cultural norms around greetings and business interactions Have awareness of cultural differences in virtual and face to face interactions

22. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL 22 Nailing your Appearance

23. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Appearance is the first filter 23 Communication Gravitas Appearance Top appearance behaviors that confer EP globally (All markets) 1.Looking polished (40%) 2.Exhibiting style and flair (37%)

24. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL 24 Virtual EP

25. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Challenges for Global Leaders: the Virtual Environment 25 Biggest challenges of working virtually with team members on video- and voice-based systems: -Technological problems (71%) -Not everyone pays attention (47%) -It is hard to gauge people’s emotions (43%) -Not everyone contributes (42%) While on a business-related conference call: -61% of employees have responded to emails -53% of employees have surfed the internet

26. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Tactics Optimizing Virtual Collaboration 26 Distribute pre-reads that communicate key talking points and allow for careful reading before the meeting Share an explicit agenda prior to the meeting Record meetings and make them available afterwards Use meetings to discuss rather than present information Insist everyone is video-enabled and visually present

27. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Know when to meet in person 27 Millennials are more likely than Gen Xers to say that initial meetings and impromptu socializing are necessary to do in person Initial meetings Team building Conflict resolution Performance reviews Based on our study, the following interactions should been in person to convey competent leadership and build team bonds:

28. © 2015 Center for Talent Innovation Embargoed research- CONFIDENTIAL Next Steps 28 Available online as softcover and eBook Follow the Center for Talent Innovation @TalentInnovate and Sylvia Ann Hewlett @SAHewlett #globalexecs2015 Visit our web site to view infographics and key findings from our research http://www.talentinnovation.org http://www.talentinnovation.org Email us for questions on this or future Master Class sessions events@talentinnovation.orgevents@talentinnovation.org