July 21st, 2009
The world may be getting smaller, but it’s not getting simpler.
The demand for global leaders is going to outstrip the supply for a long time to come, and globalization itself, in fact, is a manifestation of complexity. Global mindset is not a quiver full of competencies but a very complex process – the process of influencing extremely diverse people to adopt and help you reach your goals. What knowledge a global leader integrates, and how, are a quantum leap from the old models for domestic or expat leaders, for whom "cultural awareness” was an adequate starting point.
In this Webcast you will delve into the interdependent characteristics of successful global business leaders, including:
- Behavioral flexibility
- Cognitive complexity: differentiation
- Cognitive complexity: integration
- Expert intuition
- Tolerance for ambiguity
- We will further consider what the three most critical elements are, and how organizations develop leaders in this direction mindfully.
About the Webcast Leader:
Dennis Baltzley, Ph.D., is deeply experienced in executive education design and delivery as well as coaching and facilitating teams at the most senior level. Dr. Baltzley is a psychologist by training and has spent a great deal of time inside large organizations helping senior leaders both with using learning as a lever and integrating mechanism for strategy, and with their personal effectiveness. Baltzley has particular interest in senior leader challenges of:
The mindset shifts required to be effective in the C-suite
Derailing characteristics of senior leaders (the "dark” side of a C-suite leader’s strengths)
Transition challenges coming into senior roles
The global mindset required of senior executives to lead across borders today
Baltzley is an executive director at Duke CE, where he manages large client interventions and designs and delivers interventions that range from small board-level accredited education to large-scale first-line leader virtual education. Prior to joining Duke CE, he was an expatriate for seven years in Europe. Baltzley was the Global Head of Leadership Development for Royal Dutch Shell and managed the Shell learning staff and Learning Centre in the Hague. While at Shell, he helped the organization create an enterprise-wide learning architecture and build leaders across all levels who are highly effective in moving Shell's businesses forward. Baltzley personally designed and ran Shell’s CEO-level development programs.
Before joining Shell, Baltzley had a wide-ranging career path as a police officer, human factors engineer, psychologist, HR director and managed 10 European offices of a consulting firm specializing in leadership development and talent systems from the firm's Geneva office. He holds a doctorate in industrial/organizational psychology from Tulane University.