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CSCLeaders Tomorrow’s Commonwealth

Developing Global Leaders A report from CSCLeaders 2015

CSCLeaders is a partnership between the international leadership development organisation, Common Purpose, and HRH The Duke of Edinburgh’s Commonwealth Study Conferences (UK Fund)


“I have been impressed by the calibre of the participants who bring their own experience and knowledge, and have opened their minds to new ideas and challenges. What I have witnessed has been transformational as the individuals overcome assumptions and form into high performing focused teams, and this is what makes the Commonwealth Study Conferences so special.” HRH Princess Anne, President, HRH The Duke Of Edinburgh’s Commonwealth Study Conferences


What is CSCLeaders?

CSCLeaders is an annual global leadership programme which assembles 100 exceptional, senior leaders selected from government, businesses and NGOs across the 53 countries of the Commonwealth. They collaborate to tackle challenges, build the global relationships and develop the Cultural Intelligence needed by the leaders of tomorrow. CSCLeaders is a partnership between the international leadership development organisation, Common Purpose Charitable Trust, and HRH The Duke of Edinburgh’s Commonwealth Study Conferences (UK Fund).

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Executive summary

This report assesses the impact of the CSCLeaders experience on participants. CSCLeaders brings together a unique group of senior and talented leaders from different sectors, countries, cultures and backgrounds across the Commonwealth. Participants include board-level executives from global businesses, Chief Executives, Permanent Secretaries of Governments, entrepreneurs, Pro-Vice Chancellors and civil society leaders. They all bring very different perspectives from across the Commonwealth, enriching discussions and enabling innovative approaches to problem-solving. CSCLeaders provides participants with a framework for improving their global leadership skills, enables them to build relationships globally, develop their Cultural Intelligence and broaden their horizons. Each year a Challenge is set which resonates with all. The CSCLeaders 2015 Challenge is: ‘What makes a city smart?’ The Challenge underpins the leadership learning on the programme. Participants tackle the Challenge and collaborate to develop practical proposals before presenting them to a panel of experts. As a result of CSCLeaders, leaders adopt a much broader perspective and have a greater ability to adapt to new situations and deal with complex problems within their own organisations. For many, their learning enhances how they work with their teams, clients and stakeholders both in their own country and beyond. They build deep relationships and establish their own global network, which creates opportunities for knowledge-sharing and collaboration across the Commonwealth.

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Moreover, many participants actively take a different approach to leadership and decision-making following the programme. CSCLeaders also provides an opportunity to develop practical project outcomes in response to the Challenge; projects which participants can work on and implement beyond the programme. As well as developing the behaviours and associated competencies crucial to operate as global leaders, this programme has proven itself to deliver a unique and memorable experience for participants and stakeholders alike. At the end of CSCLeaders Part One, participants were asked to complete an assessment to measure their leadership skills and competencies. In addition, participants were interviewed in-depth after Part One to gain a deeper insight into the impact and outcomes from CSCLeaders. Analysis of the results of both the assessment and interviews highlights changes in a number of key behaviours and competencies, demonstrating the impact of CSCLeaders on participants.


The overall impact from CSCLeaders is a combination of the following:

Leadership Learning

Broader Networks

CSCLeaders participants:

CSCLeaders participants:

• broaden their horizons • develop their Cultural Intelligence: the ability to cross divides and thrive in multiple cultures • increase their ability to lead beyond their authority

• are better able to spot connections on a global scale • develop a collaborative mindset

Better Decisions

Bold Innovation

CSCLeaders participants:

CSCLeaders participants:

• increase their ability to see the wider context in decision-making • thrive in complexity

• demonstrate out-of-the-box thinking • turn ideas to action and drive innovative projects

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Methodology

The assessment

The interviews

At the end of CSCLeaders 2015 Part One, participants were assessed on their learning from the programme, specifically their behaviour, leadership skills and competencies. This was a written assessment, which required participants to quantify the extent to which they had developed certain competencies as a result of their experience. It also provided space for them to share their key insights from the programme.

CSCLeaders conducted 20 in-depth one-to-one telephone interviews and ten video interviews with participants following Part One of the programme. The interviewees represent 30% of the total group and reflect a cross section of sectors, industries and countries.

The assessment questions for Part One are detailed in Appendix Two.

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The interview questions are set out in Appendix Three.


“CSCLeaders reaffirmed for me that as a leader there is never one single agenda. I feel better equipped to lead and influence with all the stakeholders in my city and to have those difficult conversations even when I am not in charge.� Alan Lau, Assistant Commissioner of Police / Regional Commander Marine, Hong Kong Police Force (CSCLeaders Alumnus)

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Leadership learning Develop broader horizons

Many participants emphasised the power of CSCLeaders to bring together a diverse group of people from different backgrounds, countries, sectors, industries and organisations and, in doing so, to expose participants to a wide range of views, perspectives, experiences and ideas. In addition, participants highlighted how the access to diverse city leaders through the programme curriculum increased their awareness of places, issues, trends and approaches.

Analysis of the results of both the assessment and the interviews shows that CSCLeaders helped to develop in participants the following competencies.

Competencies: Increased ability to spot opportunities: A number of participants suggested that making connections with people who work in other countries, cities and sectors and openly sharing experiences challenged their assumptions, made them question their biases and encouraged them to see the world from different perspectives. As a result of CSCLeaders, many participants said that they would be more openminded, more responsive to new ideas and more willing to learn from the unexpected. See difference as a strength to drive innovation: CSCLeaders gives participants the opportunity to meet diverse leaders and understand how they approach problems in their own environments. Many participants said that as a result of this exposure, they are more open to different views in their teams and organisations and are deliberately seeking out alternative perspectives and approaches to complex problems.

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Leadership Learning

Broader Networks

Assessment result: 94%

Better Decisions

spotted new opportunities for their organisation or city/country

Bold Innovation

“I am thinking about things in a more holistic way. CSCLeaders encourages you to open up to solutions and ideas which you may not otherwise have thought of.“ Paul Singer, Director Operations, Office of the Official Secretary to the Governor-General, Australia “The projects on CSCLeaders are very creative and innovative. They represent the wisdom of different perspectives. The process gave me confidence that a solution can be proposed from different angles and gave me the confidence to think out-of-the-box when solving problems.” Christoff Kuhn, Senior Project Management Specialist, Anglo American, South Africa “When we’re addressing a problem, we tend to look for a similar challenge. You are using comparative thinking but this means we’re forever benchmarking. Looking at the innovation process at CSCLeaders, this was much more about critical thinking - working with people who are not like you on something you know very little about so you have to start with what is on the table. The big questions in the world today require a different approach, a different sort of innovation – they need this critical thinking.” Jay Bakshi, President Chief Executive, Digiqom Solutions Pvt. Ltd., India “I now have more of an appreciation of the global stage. I am seeing connections, deeper links and wider perspectives and thinking about things in a broader way.” Khetiwe McClain, Partner, Brunswick, South Africa

“We often surround ourselves, either consciously or otherwise, with like-minded people. We naturally determine the success of our meetings by the number of those in full agreement. Because of my learning insights from CSCLeaders, I actively encourage a difference of views. I seek to facilitate well-led discord as a powerful tool to generate ideas and drive innovation. The result is overwhelming – a multitude of ideas, thoughts and aspirations that in other circumstances might not have been considered. I am more aware of preconceived biases and now approach issues in a far more open-minded manner – willing to ask why, or why not?” Paul Singer, Director Operations, Office of the Official Secretary to the Governor-General, Australia “There’s a perspective in my organisation that you bring a bunch of engineers together to innovate but you need different perspectives. CSCLeaders emphasises that diversity allows innovation to happen.” Peter Vert, VP of Engineering & Project Management, Weir Canada Inc “CSCLeaders widens your lens and broadens your perspective. It made me see that the more diverse the group of people, the more innovative the solution. If I want more innovative solutions in my organisation, I need a non-static, diverse group of people to work on them.” Jonathan Harvey, Group General Manager Executive Development and Resourcing, Australia and New Zealand Banking Group Limited (ANZ), Australia

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Develop their Cultural Intelligence: the ability to cross divides and thrive in multiple cultures The world needs leaders who can cross all types of cultural boundaries from geographic to religious to private sector to voluntary sector. CSCLeaders created an environment in which people were able to connect across many boundaries and, therefore, practise collaborative leadership.

Competencies: Better equipped to deal with the breadth and scale of diversity: Many of the CSCLeaders participants already work with people of different nationalities, but usually within their own sector or organisation. The scale of diversity at CSCLeaders gave participants a broader perspective and helped them understand the importance of crossing divides in order to work with people of all backgrounds, sectors, genders and cultures more effectively. Better equipped to deal with diverse stakeholders: Participants stressed that global leaders need to be able to put themselves in other people’s shoes to be able to see opportunities and challenges from different perspectives and better understand the needs of multiple stakeholders – in particular, their clients, teams and organisations. Increased ability to adapt to unfamiliar situations: In dealing with different people and experiences, participants recognised that they listened more and suspended their judgement.

“Cultural diversity permeates everything we do in South Africa but is often limited to views on race or gender. Seeing the diversity across the Commonwealth broadened my perspective of what diversity really means. The real value of CSCLeaders is engaging with the people in the room. Cultural norms impact how you choose to use your voice and others’ perceptions of that. Power plays out through this in interesting ways, often opening up or closing down a conversation and you see this play out at CSCLeaders.” Ilka Dunne, Head of Learning Architecture and Young Talent Development, Rand Merchant Bank, South Africa “Although I am pretty good at listening to clients’ issues, needs and ideas, I realised I was probably not doing it enough with my own team. In a high performance environment with tight timelines, leaders can fall into a more prescriptive style of leadership. But I realised if you do take the time to listen, you end up with something much better. It’s good to step back and let others take the stage – even if they are not as experienced - as they may bring value or a different perspective. This is particularly important when working in a hierarchical culture when you have to work harder to invite subordinates to come forward.” Manik Bhandari, Managing Director Accenture Analytics, Accenture, Singapore “As a result of CSCLeaders, I will be more inclusive of the opinions of other people. The week highlighted that no one person has all the perspectives needed to resolve issues. I will suspend judgement and preconceptions in my interactions on a daily basis.” Dorothy Mensah, Head of Compliance, Prudential Life Insurance Ghana

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Leadership Learning

Better Decisions

Broader Networks

Bold Innovation

“You like to think you have CQ when you’ve been in business for so long but this was about putting it into practice and really using it in decision making. The diverse mix was really helpful. You need to listen to people in business. I’d like to think I have a reasonable amount of flex but now, every time I have a conversation, I will think hard about where the other person is coming from, why are they saying what they are saying and try to put my preconceptions to one side.” Jeremy Deeks, Head of Financial Planning, Analysis and Management, Prudential plc, UK

Assessment results: 84%

developed their Cultural Intelligence

87%

are now better equipped to work with people who are different from them

“As a result of CSCLeaders, I have a better understanding of my own core, which is invaluable to me. I have realised what I am prepared to compromise and what I absolutely cannot flex on. That helps with dealing with others. I now need to understand the core and flex of the people I lead and of the firm itself.” Mai Chen, Professor (Adjunct) and Managing Partner, Chen Palmer Public and Employment Law Specialists, New Zealand

“We don’t usually in our work, interact intensively with so many diverse cultures as in the Commonwealth. On CSCLeaders, you get so many opportunities to exchange views and also listen to different people’s stories and perspectives. Building CQ is all about the ability to listen and making positive cross cultural engagements. We learnt to practise suspending judgement, looking at issues from different viewpoints and knowing our core and flex.” Richard Hoo, Deputy Chief Executive, Urban Redevelopment Authority, Singapore “In a lot of the group sessions, I realised I was more useful leading from the back. That transformation happened in the space of a week. In my part of the world, we get used to leading from the front and being visible but I now realise that sometimes you can make a real difference leading from behind.” Faraz Khan, Chief Executive and Co-Founder, Seed PVT Ltd, Pakistan “Over the week, I listened more. I practised leaving room for others to lead the conversation and I was amazed at how much I learnt about people when I wasn’t asking the questions.” Carolyn Burns, Analyst, Community Relations, Barrick Gold Corp., Canada

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Increase their ability to lead beyond their authority CSCLeaders reinforced for many that as the issues facing the Commonwealth become increasingly complex, global leaders will need to lead beyond their circle of control.

Competency: Enhanced ability to operate beyond their circle of control: Many of the participants have learnt, successfully, to lead in roles or circumstances where they have clear authority, budget and accountability. By working on an unfamiliar Challenge and visiting different cities – leading peers, partners and stakeholders as they worked on their ideas – they adopted different leadership styles or behaviours. In doing so, they realised that the skills that brought them success may not be enough and started to develop their ability to make positive change happen even when they are not in charge or the subject-expert.

“It’s very challenging working with the unfamiliar. If you look at the profile of CSCLeaders candidates, you have a lot of very successful and alpha personalities. How do you create team work and lead a group of very accomplished leaders? The interactions you have on CSCLeaders are different to a work environment. As leaders you usually lead people you already know – so you know when to listen and when to direct. Here you have a mission but you have to learn when and how to lead. It forces you to create synergy and momentum and to take into account different perspectives.” Richard Hoo, Deputy Chief Executive, Urban Redevelopment Authority, Singapore “It’s hard to be a leader amongst leaders – it tests your interrelation and communication skills and it’s difficult to move forward on complex ideas.” Paul Singer, Director Operations, Office of the Official Secretary to the Governor-General, Australia “I will now be more involved in finding viable and sustainable solutions to make my own community smart. I now have much greater confidence in scaling projects up globally and getting involved in tackling issues at a community level.” Patricia Muia, Managing Director, Kenya Conference Solutions, Kenya

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Assessment results: 88%

are more prepared to lead a project which takes them beyond the world they operate within

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Broader networks CSCLeaders has created a unique network of exceptional leaders – all of whom have in some way increased their ability to lead and connect globally.

Competencies: Are better able to spot connections on a global scale: Participants commented on the value of building relationships across the globe and how the network can be used to challenge and support their thinking in the future. By building relationships and sharing experiences with peers, participants are better able to spot connections and opportunities at a global level. Develop a collaborative mindset: Participants on CSCLeaders were exposed to different examples of collaboration on the study tours and were forced to adopt a collaborative approach to tackle the Challenge. A number of participants commented that CSCLeaders showed them the value of a more collaborative mindset for their teams, organisations and cities.

“The people have been inspirational. You can’t create this level of energy and richness without that level of diversity. The network I have now I would never have been able to achieve from where I work.” Sandamali Perera, Global Talent Director – Global Functions, Unilever plc, Sri Lanka “For me, the greatest benefit of coming on CSCLeaders was meeting and understanding the perspectives of a cohort of extraordinary and diverse professionals. The cross section of talent and backgrounds at CSCLeaders is striking. Inevitably, there are prejudices on each side at CSCLeaders but friendships create understanding. The better connected we are, the more we achieve.” James Bowder, Colonel, Chief of the General Staff’s Initiatives Group, British Army, UK “We are a global firm. We talk a lot about cross border teams – it’s one thing to say it but you have to act it. I’ve now reached out to others from the programme and I want to continue to connect with people. The network creates lots of possibilities. I now have more of an appreciation of the global stage. I am seeing connections, deeper links and wider perspectives and thinking about things in a broader way.” Khetiwe McClain, Partner, Brunswick, South Africa “What I have learned through CSCLeaders is that although in the Commonwealth group we all have common challenges and a common purpose, we’re all coming at this from a different starting point. You have to understand that a city in Australia and a city in the UK are very different to a city such as Kampala in Uganda. This appreciation is absolutely crucial to us in understanding leadership challenges in different settings and in solving problems on a global level.” Professor Elizabeth Elliott, Professor of Paediatrics and Child Health and Consultant Paediatrician, University of Sydney, Australia

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Leadership Learning

Broader Networks

Assessment result: 94%

Better Decisions

met people with whom they will stay in regular contact

Bold Innovation

“Spending time with leaders from other nations and sectors reminds one of the finite agency of one’s own organisation when working alone. It seems to me that given the complexity of future challenges and the contemporary distribution of power, we must build non-transactional lateral linkages and friendships across disciplines and borders.” James Bowder, Colonel, Chief of the General Staff’s Initiatives Group, British Army, UK “It has made me think about the additional value that a public-private collaboration brings to the table in terms of creating a win-win situation between corporates and communities. It takes people from different skills, talents and sometimes different objectives to work cohesively as a team to deliver practical and sustainable solutions which benefit business and society.” Manik Bhandari, Managing Director – Accenture Analytics, Accenture, Singapore

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Better decisions CSCLeaders participants often talk about how they have the confidence and ambition to make positive changes as a result of their experience. They also give examples of how their approach to decision-making and problem-solving is different following the programme.

Competencies: Increase their ability to see the wider context in decision-making: Many participants commented on how CSCLeaders has made them see how to consider their decisions in a wider context, to seek out multiple perspectives and to look at their choices from different angles. As aresult, they make better decisions. Thrive in complexity: Participants also describe how this approach to decision-making increases their ability to handle complexity. As well as making better decisions themselves, many participants highlight how the programme equips them to have a greater influence over complex policies within their organisation and cities. A number of participants specifically referred to how they are actively influencing other’s decision-making, applying successful models or approaches from other organisations or cities and influencing changes within their teams or organisation to encourage more collaboration and innovation.

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“I am starting to involve more people when forming ideas, in the lead up to decision making. Previously, I’ve typically tried to convince people about my own ideas so this marks a shift in my approach.” Charlie Ewen, Director of IT and Chief Information Officer, Met Office, UK “I am now braver and more ambitious for the level of change which can be achieved. I listen deeply and seek to engage a wide range of people in decision making.” Jackie Killeen, Director Scotland, Big Lottery Fund, UK “When recruiting, I tend to look for applicants who have worked in a development background with gender / HIV experience. Recently, I interviewed for a post and there was someone with a background in economics and I thought here is someone who could bring a different perspective. That has been a shift for me. Where before I’d be very clear what I am looking for, now I am looking for something different. I am beginning to see things differently, draw out others and recognise the contributions that every person makes to the organisation.” Bupe Auxilia Ponga, UN Women Country Representative to South Africa, UN Women, South Africa


Leadership Learning

Broader Networks

Assessment result: 88%

Better Decisions

are more prepared to lead a project which takes them beyond the world they operate within

Bold Innovation

“There are many useful insights on how London plans for smart growth and improving public transportation that resonates with our work in Singapore. For example, Singapore plans to make a big shift towards the use of public transportation over the next 15 years just like what other major cities like London, Tokyo and New York City have achieved. London focuses not just on making public transport more efficient but also as a better way for people to experience the city. ” Richard Hoo, Deputy Chief Executive, Urban Redevelopment Authority, Singapore “I’ve taken the opportunity to look at my team and identify gaps in the representations. I’ve hired two female engineers from different backgrounds. I’ve mixed up my teams and I’m encouraging them to work more collaboratively. I am reaching out more across the organisation and looking at how technology developed locally can be rolled out across the organisation – breaking down silos within the organisation.” Peter Vert, VP of Engineering & Project Management, Weir Canada Inc

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Bold innovation During the programme, CSCLeaders participants work in self-selected groups to devise bold and innovative ideas in response to the 2015 Challenge ‘What makes a city smart?’. On the final day of CSCLeaders Part One, project ideas were presented to HRH The Princess Royal and a panel of judges, including The Rt Hon. the Baroness Scotland of Asthal QC; Mike Short, Vice-President, Telefonica Europe; His Excellency, Carlos dos Santos High Commissioner for the Republic of Mozambique; Volker Buscher, Director, Arup and Julia Middleton, Chief Executive, Common Purpose Charitable Trust.

Competencies: Demonstrate out-of-the-box thinking: The learning outcomes from CSCLeaders indicate that participants broaden their horizons and seek out different perspectives when solving problems. The exposure to diverse people and the access to different perspectives, approaches and ideas encourages them to think outside of the box when they are developing innovative projects in the final two days of CSCLeaders. Turn ideas to action and drive innovative projects: Participants turn their bold and innovative ideas into action, developing practical projects which can be implemented across the Commonwealth. Many participants continue to work on these project ideas beyond the programme.

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The top three bold and innovative ideas in 2015: My phone is my home Context: Smart cities need digital equality, because digital equality ensures everyone stays connected and has access to critical information that will improve lives. Phones are increasingly important as a gateway to jobs, banking, healthcare, social services and as a means to stay connected with loved ones. Yet the International Energy Agency reported that in 2009, 1.3 billion people (or about 20% of the global population) still do not have access to electricity so charging a phone is a major issue. Idea: Publicly-accessible Charging Stations. As a public facility, conveniently located in well-lit, high foot traffic areas, people with no access to electricity can connect through their mobile devices. Open for charging anytime you like, the facility can become the new focus point for community gatherings, like the watering hole or public stand-pipe. As people wait for their devices to charge, we can configure the facility, depending on funding availability, to use as an educational resource to support civic education, financial literacy or to engage people with important information about their community – through basic bulletin boards to Wi-Fi connections.


Leadership Learning

Broader Networks

Assessment result: 94%

Better Decisions

would recommend the programme to a friend or colleague

Bold Innovation

Common-wealth Social Capital

Green Bench

Context: In the Commonwealth, the true ‘commonwealth’ we all share is the ability to make a positive contribution to our family, our neighbourhood, our community and our city.

Context: The green bench is a symbol of democracy across the Commonwealth (the colour of the benches in the House of Commons and in many other Commonwealth parliaments). This project derived from the group’s belief that smart cities and nations are those that engage their young people in the democratic parliamentary process. In doing so, the young people – our future leaders – are actively engaged in shaping their cities through the democratic parliamentary process.

Idea: The Common-wealth Social Capital is a concept that stimulates socially positive behaviour – a system that rewards what you put into society, not what you take out. The Common-wealth Social Capital (CSC) concept enables an individual, community organisation or business enterprise to earn CSC ‘Kudos’ by actively participating in society. It’s a new social economy that addresses the pyramid of needs to drive local action in response to local issues. The Kudos earned can be translated into real value by reducing tax liability, or reflected on a ‘Social CV’ that would make a student or low-income earner attractive for future employment or higher education. This idea is already being trialled at a local level. The group members are exploring ways to implement the idea within their workplace, at a local university and, more broadly, in their communities.

Idea: The long-term goal is to see an elected youth parliament in every Commonwealth country. To facilitate this vision, the Green Bench will be an umbrella organisation; an online community and resource centre that will do two things: provide support to help governments and cities that want to establish youth parliaments or forums to do so and act as an online community for young people across the Commonwealth.

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Appendix One: Participants

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First name David

Surname Allen

Role Chief Executive

Alex Agnes

Amolloh Atim Apea

Jay

Bakshi

Yannick

Beaudoin

Michael Manik

Bennett Bhandari

James

Bowder

Anne Simon Carolyn

Boyd Branigan Burns

Petra

Campbell

Apoorva

Chandra

Mai

Chen

Ling

Chew

Mary Nora Ann Paapa Jeremy

Cloake Colton Danquah Deeks

Roger Anne Marie

Donbavand Duffy

Chief Operating Officer Founder and Executive Director President and Chief Executive Senior Manager, Chief Scientist President Managing Director Accenture Analytics Colonel, Chief of the General Staff’s Initiatives Group Chief Executive Corporate Partner Analyst, Community Relations Founder and Chief Executive Head of Human Resources, Group 18 Head Office Professor and Managing Partner Director (Research and Strategic Planning) Chief Executive Deputy Vice-Chancellor Head, Administration & Legal Head of Financial Planning, Analysis and Management Principal Director of Qualifications

Ilka

Dunne

Dana

Easthope

Elizabeth

Elliott

Charles

Ewen

Rufina

Fernandes

James

Flannery

Leigh

Gibson

Ian Simon Nigel

Govendir Grainge Gray

Nontokozo

Hadebe

Jonathan

Harvey

Organisation Faculty of Public Health (of the three Royal Colleges of Physicians) Prudential Hope Development Initiative

Country UK

Digiqom Solutions Pvt Ltd

India

GRID-Arendal

Canada

Weir America Accenture

Australia Singapore

British Army

UK

Active Cheshire Linklaters Barrick Gold

UK UK Canada

Pacific Aid Australia

Australia

Prudential plc

UK

Chen Palmer Public and Employment Law Specialists Health Promotion Board

New Zealand

The Bluecoat University of East London Trades Union Congress Prudential plc

UK UK Ghana UK

RMD Consulting Council for the Curriculum and Examinations Assessment (CCEA) Rand Merchant Bank

Australia UK

Head of Learning Architecture and Young Talent Development Vice-President, Associate Sun Life Financial General Counsel and Corporate Secretary Professor of Paediatrics and University of Sydney Child Health and Consultant Paediatrician Director of IT and Chief Met Office Information Officer Group Head - Corporate GTL Limited Communications and CSR Director of Community Fusion21 Regeneration Director, Festivals and British Council Seasons Founder and Director Aids Orphan UK Trust Chief Operating Officer Emmaus Chief Executive Leeds North Clinical Commissioning Group Group Head, Group City of Johannesburg Strategy, Policy Coordination and Relations Group General Manager ANZ Executive Development and Resourcing

Kenya Uganda

Singapore

South Africa Canada Australia UK India UK UK UK UK UK South Africa Australia


Appendix One (continued): Participants First name Derek Yeong Thye

Surname Ho

Role Director-General, Public Health Deputy Chief Executive Chairman

Richard Traci

Hoo Houpapa

Harmke Mark Vimlendu

Immink Jennings Jha

Nihad

Kabir

Tukiya Faraz

Kankasa-Mabula Khan

Samukeliso

Khumalo

Jacqueline Barbara Christoff

Killeen Kokonya Kuhn

Biju

Kurien

Edwina

Lau

Annabell Bervyn Henry Paul

Lebethe Lee Liu Lynch

Sharon

MacLeod

Alan Riyaaz Hellen

Maine Makaney Makone

Caroline

Marsh

Hema

Marshall

Khetiwe David

McClain McCredie

Kieran

McPolin

Hjh Nor Hashimah Dorothy

MD Taib Mensah

Director Planning and Resourcing Assistant Solicitor General Head of Compliance

Joe Sarah Patricia Vasundhara

Morrison Mshiu Muia Padmanabhan

Chief Executive Senior Economist Managing Director Principal

Derek Daniel

Pang Pender

Sandamali

Perera

Bupe

Ponga

Deputy General Manager Capital and Commercial Director Global Talent Director – Global functions UN Women Country Representative to South Africa

Director and carbon advisor Managing Director Founder and Executive Director Senior Partner Deputy Governor Chief Executive and Founder Founder and Executive Director Scotland Director Managing Director Senior Project Management Specialist President Assistant Commissioner, Personnel Chief Executive Associate Dean of Students Vice President Regional Director, Government Relations Vice President Personal Care North America Head of Government Affairs Chairman Consultant, Management and Women Affairs Director Head of Strategy, Sales Acceleration and Skill, UK and Ireland Partner Chief Executive

Organisation National Environment Agency

Country Singapore

URA Singapore Federation of Maori Authorities Inc Promethium Carbon Investec PE Swechha

Singapore New Zealand

Syed Ishtiaq Ahmed and Associates Bank of Zambia SEED Ventures

Bangladesh

Women's Institute for Leadership Development Trust Big Lottery Fund Very Chic Ltd Anglo American

Zimbabwe

Manarcadu Social Service Society Hong Kong Police

India

The Market Theatre Foundation SMU Power Corporation of Canada Prudential Corporate Asia

South Africa Singapore Canada Hong Kong

Unilever

Canada

Pfizer Inc Aga Khan Education Service

UK India Kenya

Caroline Marsh Management Solutions Cisco

UK

Brunswick Australian British Chamber of Commerce Openreach, BT PLC

South Africa Australia

Attorney General's Chambers Prudential Life Insurance Ghana Northern Land Council Prime Minister's Office Kenya Conference Solutions K J Somaiya Comprehensive College of Education Hang Lung Properties Ltd Prudential UK

Brunei Ghana

Unilever

Sri Lanka

UN Women

South Africa

South Africa UK India

Zambia Pakistan

UK Kenya South Africa

Hong Kong

UK

UK

Australia Tanzania Kenya India Hong Kong UK

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Appendix One (continued): Participants

20

First name Prisca

Surname Regis-Andrew

Fiona Shirley

Robertson Rogers

Jennifer Parul Lindsay Gareth

Semakula-Musisi Shah Shields Simpson

Paul

Singer

Elaine

Skinner-Reid

Judith (Professor) Henry Pearl

Squires Tan Tiwari

Peter

Vert

Aileen

Walker

Hock

Yun Khoong

Lindiwe

Zikhali

Role Director and Dean: School of Nursing Director of Learning NHS Scotland Director of Workforce Executive Director Legal Counsel HR Operations Manager Director of Philanthropy & Strategic Partnerships Director Operations Head of Treasury and Market Services, Europe and Asia-Pacific Pro-Vice Chancellor Senior Director Joint President (CSR and Sustainability) Vice President of Engineering & Project Management Director of Public Engagement Assistant Chief Executive (Development) and Chief Data Officer Head: Transformation & Regulatory Affairs

Organisation Atlantic University

Country St Lucia

Scottish Government Scottish Government

UK UK

Kampala Capital City Authority Government of Canada Glencore Opportunity International

Uganda Canada UK UK

Office of the Official Secretary to the Governor-General Royal Bank of Canada

Australia

The University of Bristol Singapore Polytechnic Ambuja Cements Limited

UK Singapore India

Weir Canada

Canada

House of Commons

UK

Infocomm Development Authority of Singapore

Singapore

Anglo American

South Africa

UK


Appendix Two: Assessment questions

Appendix Three: Interview questions

Assessment One: At the end of Part One

1)

Please rate the following statements from 10-100% by circling the percentage that best represents how you feel:

2)

10% 20% 30% 40% 50% 60% 70% 80% 90% 100% • • • • • • • • • • • •

CSCLeaders has been good value for my time CSCLeaders has given me the opportunity to develop my Cultural Intelligence I am now more prepared to lead a project which takes me beyond the world I know and operate within I am now better equipped to work with people who are different to me Through CSCLeaders, I have met people with whom I know I will stay in regular contact – Yes/No Through CSCLeaders, I have spotted new opportunities for my organisation or city/country which I would not otherwise have spotted – Yes/No As a result of CSCLeaders, I have a greater understanding of my core values The biggest insight I’ve had is... The session/speaker/visit I found of most value was... What three things will you do (or do differently) as a result of CSCLeaders? I would recommend CSCLeaders to a friend or colleague – Yes/No Other Comments...

3)

4)

5)

6)

7)

8)

9)

What was your biggest learning insight on CSCLeaders? Subsidiary Questions: What was your greatest leadership insight as a result of CSCLeaders? – Expand on written responses How will you apply your learning in your organisation? Subsidiary Questions: What are you doing differently as a result of CSCLeaders? - Expand on written responses How has your CSCLeaders experience broadened your horizons (beyond your city / country / organisation / sector / expertise)? Subsidiary Questions: How will this experience help you / your team / your organisation deal more effectively in a global context? How do you think broader horizons will help you as a leader? Can you give some examples of the way you think your horizons have been broadened (people and / or places you now have a better understanding of, issues / trends that are now on your radar?) How has CSCLeaders helped you to develop CQ? Subsidiary Questions: Did anything surprise you about working in such a diverse group? Did you have to adopt any different behaviours or change your leadership style when working across cultures? If so, how? How do you think this will help you as a global leader? Why is that important to you / your organisation / your city / country? The feedback from CSCLeaders shows how many strong connections have formed across the participant group. What is the value of the relationships and networks you have developed through CSCLeaders? Subsidiary Questions: How do you think you will draw on these networks in the future? What can you use this network to achieve? What has CSCLeaders made you think about the sort of leaders and leadership skills that are required to deal with global challenges? What was it like to work on an unfamiliar Challenge? What did you learn about your leadership? Subsidiary Questions: How did it feel to visit organisations / a city which are different to your own? During the Innoventure process, what was it like work without clear authority / accountability? What worked well? What was challenging? What did you learn during this process? How do you think CSCLeaders has / will help you to think more innovatively when solving problems in your own organisation / city / country? Subsidiary Question: What role do you think the diversity of the group plays in finding innovative solutions? Has the learning from CSCLeaders affected your ability to lead change in your organisation / city / community? Subsidiary Questions: What skills do you think you have developed? How might you approach this differently now? How has CSCLeaders equipped you to lead change at a global level? How would you encapsulate your experience on CSCLeaders?

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cscleaders.org

“CSCLeaders gives our senior leaders from across the world the skills, connections and cultural intelligence they need to operate globally.” Keith Cochrane, Chief Executive, The Weir Group plc and Chair, CSCLeaders Selection Group

Headline sponsor

Contributing sponsors

CSCLeaders is a partnership between the international leadership development organisation, Common Purpose, and HRH The Duke of Edinburgh’s Commonwealth Study Conferences (UK Fund)

© The Common Purpose Charitable Trust | Company Limited by Guarantee 2832875 | Registered Charity 1023384. Images courtesy of Bill Knight, Richard Kalina and Alastair Fyfe.

07/15

CSCLeaders Developing Global Leaders Report 2015  
CSCLeaders Developing Global Leaders Report 2015  
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