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Developing Global Leaders A report from CSCLeaders 2014

CSCLeaders Leaders is a partnership between 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

“We are giving the opportunity to some of our brightest in-country talent to go on CSCLeaders to help them make the transition to global.” Hayden Majajas, D&I Director, BP, Asia Pacific

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 leadership development organisation Common Purpose Charitable Trust and HRH The Duke of Edinburgh’s Commonwealth Study Conferences (UK Fund).


Executive summary

This report assesses the impact of the CSCLeaders experience on participants’ leadership skills and competencies. CSCLeaders aims to expose leaders to different perspectives and approaches, to provide them with a framework for improving their global leadership skills, to enable them to build relationships globally, to develop Cultural Intelligence and to broaden their horizons as they collaborate on a common challenge. Each year a Challenge is set which will resonate with all. The CSCLeaders 2014 Challenge is: ‘How do you get societal – as well as economic – value out of technological innovation?’ The Challenge underpins leadership learning. Participants tackle the Challenge and develop practical proposals before presenting them to a panel of experts. As a result, leaders have a greater ability to adapt to new situations and deal with complex problems within their own organisations. For many, it will enhance how they work with their teams, clients and stakeholders in their countries and beyond.

“Organisations spend time and money building global brands and organisations, but not the global leaders to lead them. These are leaders who can deal with problems that demand multi-stakeholder solutions. IQ will help some of the time, EQ (Emotional Intelligence) will be important but CQ (Cultural Intelligence), especially for leaders who are operating globally, will be essential.” Julia Middleton, Founder and Chief Executive, Common Purpose Charitable Trust

At the end of CSCLeaders Part One, participants were asked to complete an assessment to measure their leadership skills and competencies. Common Purpose also conducted in-depth one-to-one interviews after Part One with a diverse range of participants to gain a deeper insight into the impact of CSCLeaders. A further assessment is conducted after Part Two. Analysis of the results of both the assessment and interviews highlighted four key behaviours and showed that CSCLeaders helped participants to develop the following competencies which support these behaviours: 1.

Develop broader horizons • Better equipped to deal with stakeholders • Increased ability to spot opportunities • See difference as a strength to drive innovation

2. Develop Cultural Intelligence: the ability to cross divides and thrive in multiple cultures • Better equipped to work with the breadth and scale of diversity • Able to apply a global mindset • Increased ability to adapt to unfamiliar situations 3. Build long-lasting relationships across the globe • Ability to acquire networks at scale and speed • Know how to use and leverage networks • Developed a collaborative mindset 4. Develop a stronger impact beyond their circle of authority • Increased ability to operate effectively outside their usual sphere of control As well as developing the behaviours and associated competencies crucial for participants to operate as global leaders, this programme has proven itself to deliver a unique and memorable experience for participants and stakeholders alike.

“Whilst internal programmes offer valuable networking opportunities, CSCLeaders was powerful and different in that it allows for broad networks to be developed that are uniquely diverse in that you get to interact with thought leaders from NGOs, NPOs, public and private sector and discuss, deliberate and be part of impactful conversations and also have the opportunity to influence perceptions on a broad range of topics.� Vanessa Naicker, Head of Asset Optimisation Anglo American, South Africa



The Assessment

The Interviews

At the end of CSCLeaders 2014 Part One, participants were assessed on the impact of the programme on their behaviour, leadership skills and competencies. This was a written assessment, which required participants to quantify the extent to which specific competencies had changed as a result of their experience. It also provided space for them to share their key insights from the programme. A second assessment is conducted after Part Two.

Common Purpose conducted 24 in-depth one-to-one interviews with nearly 30% of participants, representing a cross section of the sectors and countries attending the programme.

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

The interview questions are set out in Appendix Three.

“CSCLeaders is a genuinely powerful experience. Great opportunity to be exposed to new people, new thinking and new opportunities.� Aileen McKechnie Director: Culture and Heritage Scottish Government, UK


Analysis of both the assessment and the interviews shows that CSCLeaders helped to develop in participants the following competencies. These competencies are grouped under four key behaviours.

1. Develop Broader Horizons Competencies: A. Better equipped to deal with stakeholders

B. Increased ability to spot opportunities

Interview Analysis: Many 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.

I think we get complacent thinking people are the same but being exposed to senior people who think differently, who are from different backgrounds and countries and have different worldviews, makes you think harder about the other person; that is valuable in any kind of business where you are negotiating and influencing. Aileen McKechnie, Director: Culture and Heritage, Scottish Government, UK I am more mindful of the broader context in which people make recommendations and of the need to identify the views of all those who will have an opinion. Brad Fitzmaurice, Executive Director, NSW Department of Planning and Infrastructure, Australia The programme increased my understanding of how other leaders think and operate in different parts of the world, as well as in different sectors. This exposure to different ways of thinking will be very useful while dealing with external stakeholders. Rajeev Kumar, Director, Regulatory Affairs & Business Development, BP, India

A number of participants suggested that making connections with people who work in other countries, cities and sectors and openly sharing experiences challenges your assumptions, makes you question your biases and encourages you to see the world from different perspectives. As a result of CSCLeaders, many participants said that they would be more open minded, more responsive to new ideas and more willing to learn from the unexpected.

Meeting the extraordinary people from around the world on CSCLeaders energised me. I realised that there is a major project about which I have been procrastinating. The experience has jolted me to go back and explore it. I would not have had the courage, drive or impetus to start the project without CSCLeaders. Kate Nash, Director, Kate Nash Associates, UK Seeing how challenges are dealt with in different contexts has helped me to bring new perspectives and ideas to my work. Peter Xavier, Mine Director, Sudbury Integrated Nickel Operations (Glencore), Canada The diversity of the participants on CSCLeaders opened my eyes to a space I did not play in, given my narrow focus on my role and industry. By continuing to find opportunities to broaden my thinking and horizons further I can become more aware of my blind spots, see opportunities for the organisation and be a more impactful leader. Kathy Ann Jerry, Head of Finance, BP Trinidad and Tobago, Trinidad and Tobago

Assessment results: 96% 80%

have spotted new opportunities for their organisation or city/country which they would not otherwise have spotted believe the next project they take on will have input from two sources they would never have considered prior to CSCLeaders

C. 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.

I saw how other people think about issues. It has made me think about how in Singapore we sometimes frame issues and approaches a certain way and don’t realise that there is another approach. CSCLeaders has broadened my perspectives by giving me the opportunity to converse with individuals trying to solve problems and seeing how they approach these. Beng Seng Chan, Deputy Chief Executive, People’s Association, Singapore An important aspect of the study tours was to see the world through other people’s eyes and to let go of partronising attitudes. We all face different challenges and the ways of dealing with them may be different, but they are no better or worse than ways we might be familiar with and you can’t be reminded of that often enough. Rev Sam Wells, Vicar, Church of England, St-Martin-in-the-Fields, UK CSCLeaders gave me a real insight into the value of diverse perspectives and seeking opportunities to widen your diversity pool when developing solutions to problems. Kathleen Alleyne, Head of Finance for Operations, BP Trinidad and Tobago, Trinidad and Tobago


2. Develop CQ: the ability to cross divides and thrive in multiple cultures Many participants emphasised the power of CSCLeaders to bring together such a diverse group of nationalities as well as sectors and organisations and in so doing, to expose participants to a wide range of views, perspectives, experiences and ideas. 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 practise collaborative leadership.

Competencies: A. Better equipped to work with the breadth and scale of diversity

B. Able to apply a global mindset

Interview Analysis: 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 has helped participants to understand the importance of crossing divides in order to work with people of all backgrounds, sectors, genders and cultures more effectively.

I realised during the programme that I had to work on my listening skills. I had to pay attention and listen because I was hearing things I was not used to listening to. I genuinely developed a sense of empathy for what people were saying and the diverse ideas that emerged from our discussions, even if I didn’t necessarily agree with them. Dr Fahima Aziz, Vice Chancellor, Asian University for Women, Bangladesh The Cultural Intelligence learning is hugely important to me. As an organisation, we aim to embrace diversity and inclusion which enables you to build more powerful relationships to support or build a sustainable business. In the global roles I support, I will use CQ to build and deploy talent and to build and engage relationships across the many business and people we work with. Rob Bain, Commercial Operations Manager, BP, UK I believe I have a higher level of CQ now. I work with a very diverse team and everyone responds differently to different drivers – CQ enables me to get the best out of people. Mark Pickles, Regional Director – Asia Pacific, The Weir Group, Singapore

CSCLeaders reinforced for many that to be an effective global leader you need a global mindset.

When you are together with 100 people from so many countries, immediately you are not the same person. Your conversation can never be the same again. The visits involved seeing and absorbing so much, so that my horizons were stretched even further. This had a huge impact and caused me to think about how I can make changes like these in my own domain. It also allowed me to see so many possibilities in such a short time. Mabel Mungomba, Chief Executive, Belcomm Ltd, Zambia CSCLeaders exposes the commonality of our challenges as well as the differences in our views. We are all tackling the same big issues around the world – we’ve got less money, disengaged youth and an aging population; we’re grappling with these same issues but coming at them within the constraints of our own countries. Ben Carblis, State Leader NSW, Mission Australia, Australia The world is narrower; I need to leverage CQ to drive impact as a leader. I am much more able to have conversations with people with whom I have nothing in common and who share different expertise. Tswelo Kodisang, Chief HR Officer, Tiger Brands, South Africa CSCLeaders enables organisations to build a level of knowledge and understanding so that they can engage and operate in a more culturally sensitive way. It also gives organisations a better sense of where they fit in a global context. Sina Wendt-Moore, Chief Executive, Leadership New Zealand, New Zealand

Assessment results: 70% 76%

identified behaviours they need to change to become a global leader can describe the core values and behaviours that, wherever they are, they should not change

C. Increased ability to adapt to unfamiliar situations

In dealing with different people and experiences, participants recognised that they listened more and suspended their judgment.

Since CSCLeaders I have tried to step back, listen more, acknowledge the limitations of my own knowledge, recognising that my views are only one part of the picture. Tony Farley, Executive Director, Catholic Commission for Employment Relations, Australia CSCLeaders exposes you to a whole range of people across the spectrum who think and act differently to the way you do. People are driven by their particular value systems – when you’re in a corporate environment, you make different compromises to what you might do in a different environment. The experience has made me reassess myself and evaluate what I will do differently as a result. Faried Sallie, Head of Technology, DeBeers, UK As an organisation, we are engaging and influencing more internationally and having in-depth and high level engagement with other countries. To do this successfully, you have to get into other heads and hearts. If you want to influence meaningfully, you have to understand other cultures and backgrounds and you have to think differently in order to engage them. Aileen McKechnie, Director: Culture and Heritage, Scottish Government, UK The learning on CSCLeaders has made me more patient as a leader. I am pressing the pause button more, listening more, suspending judgement and taking a step back before I respond. It is making me much more strategic as a leader and less task orientated. Braema Mathiaparanam, President and Founder, MARUAH: The Working Group for an ASEAN Human Rights Mechanism, Singapore 9

3. Build long-lasting relationships across the globe CSCLeaders has created a unique network of exceptional leaders – all of whom have in some way increased their ability to lead and connect globally. 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.

Competencies: A. Ability to acquire networks at scale and speed

B. Know how to use and leverage networks

Interview Analysis: Many participants commented that Common Purpose’s approach provided a space to build relationships quickly.

It has made me think about how I position myself as an individual in society. I now feel like a global citizen who has access to people worldwide. Michelle Constant, Chief Executive, Business and Arts South Africa, South Africa You can’t hide what you are at CSCLeaders. People are very open and the process encourages you to be. That is very powerful and unique; it makes for great learning and enables you to build relationships quickly. Chief Adam Tampuri, Chairman, Fairtrade Africa, Ghana I really appreciated the calibre of leaders that CSCLeaders brought together and the diversity of experiences: I was struck by how much can be achieved in a short space of time if you create an environment where people feel they can share their thoughts and ideas. I made life-long friends. Mabel Mungomba, Chief Executive, Belcomm Ltd, Zambia

Whilst it is too early for many participants to know exactly how they will use the networks, there was an agreement that these networks are essential for innovation and opportunity. Having such a diverse network will generate new business and be a source of knowledge and new ideas.

CSCLeaders gave me exposure to leaders I would never have met in my day to day role. It expanded my thinking about what might be possible and helped me realise how I could be doing things differently; using and leveraging connections in a positive way. Sina Wendt-Moore, Chief Executive, Leadership New Zealand, New Zealand There were people here I could bounce ideas off and go to for their opinions. It was evident that people were objective and non-judgemental. This is very useful as I now have a dynamic group of peers whose advice I can seek. David Rampersad, Executive Director, Regional and International Affairs, University of the West Indies, Trinidad and Tobago

Assessment result: 70%

have met eight people with whom they will stay in regular contact

C. Developed 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 own teams and organisations.

CSCLeaders made me see that collaboration can be very powerful. There was no designated leadership position; people interacted at an equal level. There is a great opportunity to really leverage the collective brain to address common problems. Tswelo Kodisang, Chief HR Officer, Tiger Brands, South Africa Throughout the programme we saw the positive and fruitful impact of collaboration. We cannot succeed without collaboration and I would champion a bit more of this in my area of work. Organisations and countries need to get together more to solve problems instead of competing for individual rewards. Kathy Ann Jerry, Head of Finance, BP Trinidad and Tobago, Trinidad and Tobago When you bring like minded people together, it’s a catalyst for action. Everyone was so committed to a common goal despite their own commitments. Vandana Saxena Poria, Co-Founder and Chief Executive, Get Through Guides, India At every visit we saw collaboration. This was a strong reminder of and reinforced my belief in how important this is in the way we have to work in the future. Beng Seng Chan, Deputy Chief Executive, People’s Association, Singapore


4. Develop a stronger impact beyond their circle of 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: Increased ability to operate effectively outside their usual sphere of control Interview Analysis: 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 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.

When participating in conversations on controversial issues, CSCLeaders has helped me realise better how to go about harnessing the energy of disagreement without fearing it. Rev Sam Wells, Vicar, Church of England, St-Martin-in-the-Fields, UK CSCLeaders made me realise that I don’t need permission to influence society. I can find my own space to lead and make a difference. Kate Nash, Director, Kate Nash Associates, UK I am determined to think much bigger than I did before the CSCLeaders experience. I am determined to use my experience, my gifting and my talents, to reach a wider community than I had ever imagined I would have a chance to reach. I am determined to network outside of my comfort area (academia and geology) to accomplish bigger things than I ever imagined! Dr Gillian Drennan, Associate Professor, Geology; Assistant Dean, Faculty of Science, University of Witwatersrand, South Africa

Assessment result: 87%

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


Appendix One: Participants

Surname Adamou

First name Marios

Job Title Doctor




Ali Alleyne

Mohammed Kathleen



Chief Executive Head of Finance for Operations Director



Vice Chancellor





Bin Damithan




Commercial Operations Manager Head of Surgery and Consultant Anaesthetist Director, Account Management Vice President



Carblis Chan Chance

Ben Beng Seng Wayne







Advocate, Constitutional Litigation Unit State Leader, NSW Deputy Chief Executive Commander (Operations) Lt Colonel, SO1 Strategic Engagement (A) Midstream Discipline Engineering Manager Chief Executive



Chief Operating Officer



Dove Drennan

Claire Gillian





Communications Director Chief Executive Associate Professor: Geology; Assistant Dean: Faculty of Science Regional Programme Management Office Lead Executive Director



Executive Director

Gohil Goldberg

Arvinda Alex

Hayward Holgate

Claire Kate



Chief Executive International Intercultural and Interreligious Advisor Senior Geologist Partner, Head of Singapore Chief Executive



Investment Principal


Kathy Ann

Head of Finance

Organisation South West Yorkshire NHS Partnership FT The Samosa Project/ RSA Pakistan Calling QED Foundation BP Trinidad and Tobago

Country UK

Women in Prison Advocacy Network (WIPAN) Asian University for Women BP


Royal United Hospital NHS Trust DP World


Ontario Secondary School Teachers’ Federation Legal Resources Centre


Mission Australia People’s Association City of London Police

Australia Singapore UK

British Army


BP Exploration and Operating Company Business and Arts South Africa Amar International Charitable Foundation Madrinha Trust


Blackburne House University of Witwatersrand

UK South Africa

BP Trinidad and Tobago

Trinidad and Tobago

Catholic Commission for Employment Relations NSW Department of Planning & Infrastructure Emmaus UK American Jewish Joint Distribution Committee


BP Exploration Brunswick Group LLP

Norway Singapore

Local Councils Association of the Punjab (LCAP) Investec Asset Management BP Trinidad & Tobago


UK UK Trinidad and Tobago

Bangladesh UK

United Arab Emirates

South Africa

South Africa UK UK

Australia UK UK

UK Trinidad and Tobago

Surname John Jorgensen

First name Bobby Hugh

Job Title Deputy General Manager G20 Studies Centre Research Associate Team Leader Founder and CEO

Kalungu Kamath

Sampa Shalini





Kodisang Kumar

Tswelo Rajeev



Le Blanc




McNeill Mahil

Judith Narayani



Director: Culture and Heritage Grants Director Director Corporate Communications Executive Director

Massawe Mathiaparanam

Dorothy Braema

Managing Director President and Founder




Mehrotra Mihowa

Sangita Linga




Robert James

Director Executive Assistant to the President Senior Vice President – Group HR General Secretary









Team Leader and Chief Executive Executive Director



Managing Partner

Nash Ng’ambi

Kate Daisy

Director Permanent Secretary

O’Neill Oscar

L-J June

Senior Executive Chief Executive



Vice President (Advancement)

Business Development and Innovation Director Research Director Global HR Professional Director, Regulatory Affairs & Business Development MPA Program Director, School of Policy Studies General Secretary

International Government Relations Manager Permanent Secretary

Organisation HDFC Lowy Institute for International Policy Talent Africa Shalini Kamath and Associates Weir Minerals

Country India Australia

Bangladesh Enterprise Institute


Zambia India Malaysia

BP Exploration

South Africa India

Queen’s University


National Union of Domestic Employees Scottish Government

Trinidad and Tobago

Comic Relief BP

UK India

Ubunifu Associates Limited Dede Investments Ltd MARUAH: The Working Group for an ASEAN Human Rights Mechanism Youth Empowerment and Transformation Trust (YETT) Intergold Diamonds Government of Malawi




Communication Workers Union of Malawi Anglo American



Tanzania Singapore

Zimbabwe India Malawi


Public Service Management Division Belcomm Ltd


Moving the Goalposts Kilifi Levy Mwanawasa and Company Kate Nash Associates Ministry of Gender and Child Development Montrose Associates Marninwarntikura Fitzroy Women's Resource Centre The University of Alberta



Zambia UK Zambia UK Australia Canada


Appendix One (continued): Participants

Surname Park Pickles

First name Jeunesse Mark

Job Title Founder and CEO Regional Director – Asia Pacific Geophysicist Executive Director, Regional and International Affairs Trustee, Chief Coordinator Co-Founder and Director

Ramnath Rampersad

Sholan David





Sallie Saxena-Poria

Faried Vandana

Serunkuuma Shah

James Farida



Slater Tampuri Tee

Nick Adam Steve

Executive Director: Development Planning Mining Manager Board Chairman Professor of Nurse Education and Associate Dean Education



Chief Executive



Executive Director

Van Garderen


National Director

Van Straaten


Chief Operating Officer

Ward Wells

Lawrence Sam

Serjeant at Arms Vicar

Wendt-Moore Wightman-Beaven

Sina Kathryn



Wright Xavier

Anthony Peter

Chief Executive Director, Global Corporate Responsibility Deputy Secretary General Director Mine Director



Chief Executive

Head of Technology Co-Founder and Chief Executive Head of Production Unit Council Member

Organisation Food & Trees Africa Weir Oil and Gas

Country South Africa Singapore

BP Trinidad and Tobago University of the West Indies

Trinidad and Tobago Trinidad and Tobago

Comprehensive Trauma Consortium Kiran Energy Solar Power Pvt Ltd DeBeers Get Through Guides


Vision Group Academy of science for developing countries (TWAS) City of Johannesburg

Uganda Malaysia

Bulga Open Cut Fairtrade Africa Florence Nightingale School of Nursing and Midwifery, King’s College London Liverpool Women’s NHS Foundation Trust Institute for Oil, Gas, Energy, Environment and Sustainable Development (OGEES) Lawyers for Human Rights CIVICUS: World Alliance for Citizen Participation House of Commons Church of England, St Martin-in-the-Fields Leadership New Zealand DP World

Australia Ghana UK

Sierra Leone Labour Congress Canterbury Museum Sudbury Integrated Nickel Operations (Glencore) NANGO

India UK UK

South Africa

UK Nigeria

South Africa South Africa UK UK New Zealand United Arab Emirates Sierra Leone New Zealand Canada Zimbabwe

Appendix Two: Assessment Questions

Appendix Three: Interview Questions

Assessment One: At the end of Part One

Q1: As a global leader, what would you say was your biggest learning insight from CSCLeaders? (Discuss and expand on written response)

Please rate the following statements from 10-100% by circling the percentage that best represents how you feel: 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% • • • •

CSCLeaders has helped me identify behaviours I need to flex/ change to enable me to develop international relationships I am now more prepared to lead a project which takes me beyond the world I know and operate within The next major project I take on will have input from two sources which I would never even have considered involving prior to CSCLeaders As a result of CSCLeaders, I can describe the core values and behaviours that, where ever I am, I should not change

Through CSCLeaders, I have met eight 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) The biggest insight I’ve had is: (Written response)

Subsidiary questions: What was your greatest leadership learning from CSCLeaders? Q2: How will you apply your learning in your organisation? (Discuss and expand on written response) Subsidiary questions: How will this experience help you/your team/ your organisation deal more effectively in a global context? What are you doing differently as a result of CSCLeaders? Q3: How do you think that your CSCLeaders experience has broadened your horizons (beyond your city / country / organisation / sector / expertise)? Subsidiary questions: How do you think that will help you as a leader? Why is that important to you / your organisation / your country? Where else have you had such a broadening opportunity (does that make you want to reconsider your score?) Can you give some examples (people and / or places you now have a better understanding of, issues / trends that are now on your radar, greater understanding of dealing with complex, messy problems)? Q4: How has CSCLeaders helped you to develop your Cultural Intelligence: the ability to cross divides and thrive in multiple cultures? Subsidiary questions: Did anything surprise you about working in such a diverse group? Did you have to adopt any different behaviours / change your leadership style when working across cultures – and if so, how? How do you think this will help you as a global leader? Why is that important to you/your organisation/your country/the Commonwealth? Q5: 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: What can you use this network to achieve, what/how would you want to work with someone you have met on CSCLeaders? What has CSCLeaders made you think about the sorts of leaders (and leadership skills) that are required to deal with international challenges? What do you think will get in the way/ barriers that will need to be overcome? Q6: How would you encapsulate your CSCLeaders experience?


“As leaders of global businesses and organisations, we are increasingly challenged to lead across multiple cultures. Leaders who are adept at this will thrive in the future. I consider CSCLeaders to be a vital opportunity for experienced leaders to engage with a global network of talented leaders across the Commonwealth.” Sir John Parker, Chairman, Anglo American


CSCLeaders is a partnership between 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 Isabella Betkowski.


CSCLeaders Developing Global Leaders Report 2014  
CSCLeaders Developing Global Leaders Report 2014