1. leadership futures
Emerging Trends &
Emerging Markets
Division 13 – Consulting Psychology – MidWinter Conference
Friday, February 5, 2010
Panel
Karen Steadman, Ph.D., Leadership Futures
Lewis Stern, Ph.D., Foundation for International Leadership Coaching
Robert Edwards, Ph.D., Kenexa
Dirk Baxter, Ph.D., SPHR, Leadership Futures

2. Developed vs. Emerging
leadership futures
Markets
Map from wikipedia commons
•Regional economic powerhouses affecting the countries around them (+/-)
•Transitioning - Undergoing economic and political reforms
•World’s fastest growing economies
•“Key swing factor” – Critical for world political, economic, and social affairs

3. leadership futures
Index based on National Income and
Development of Market Infrastructure (FTSE)
Advanced Emerging Secondary Emerging
Markets Markets
– Brazil – Argentina (Frontier in 2010),
– Hungary Chile, China
– Mexico – Colombia, Czech Republic, Egypt
– Poland – India, Indonesia, Malaysia
– South Africa – Morocco, Pakistan, Peru
– Taiwan – Philippines
– Romania, Russia, Thailand
– Turkey
– United Arab Emirates (in 2010)
FTSE.org

4. leadership futures
Emerging Trends Impacting
the Work of Consulting
Psychologists

5. leadership futures
Panelists
Lewis Stern, Ph.D., Foundation • Providing access to pro bono
for International Leadership leadership coaching for government
Coaching and NGO leaders around the world
Dirk Baxter, Ph.D., SPHR,
• The Green Economy
Leadership Futures
Robert Edwards, Ph.D., • Global Survey and Operational Trends
Kenexa in Emerging and Frontier Markets
Karen Steadman, Ph.D., • Social Media and the Growing Impact
Leadership Futures of Informatization

6. leadership futures
Virtual Panelists
Shaina Wolcott, PhD
Maya Hu-Chan
Haitham Khoury, PhD
Carlos Paulet
Keith Robson
Michel Buffet, PhD

7. leadership futures
Shift Happens
Embedded video
Shift Happens V. 3.0 Karl Fisch, Scott McLeod and Jeff Brenman shifthappens.wikispaces.com

8. leadership futures
Keith Robson
• Head of Talent, Learning and
Development-Emerging Markets
• He covers 20,000 employees across 5
time zones in 14 countries
• Keith is an expatriate from
London, currently based in Dubai, UAE
since October 2008

9. leadership futures
Keith Robson
Embedded video

10. Providing access to pro bono leadership coaching
for government and non-government organization
leaders around the world who are committed to
having a positive global impact
Lewis Stern, PhD
www.leadershipcoachingfoundation.org
Copyright 2010 Foundation for International
Leadership Coaching

11. The Foundation’s Mission
• To develop great international leaders who will sustain our environment, promote
international peace, and create a high quality of life for all
• To educate and support these leaders with extraordinary senior leadership
coaches
• To educate and support leadership coaches who donate their coaching talents to
international leaders in government and international non-government
organizations
• To collaborate with others in educational institutions, governments, non-profits,
and businesses to help educate and support international leaders to make a
positive difference
• To promote an international community of leadership coaching for the benefit of
humanity
Copyright 2010 Foundation for International
Leadership Coaching

12. Why the Foundation Was Formed
• There is great benefit to leadership coaching as has been demonstrated in
both the private and public sectors
• Many leaders in government and 40,000 International Non-government
Organizations around the world do not avail themselves of leadership
coaching for a variety of reasons:
– Lack of information about coaching and its benefits
– Lack of resources to support the coaching they want
– Political or public barriers to openly participate in coaching
• Providing access to leadership coaching to those leaders who are committed
to global sustainability could significantly impact the future of our world
Copyright 2010 Foundation for International
Leadership Coaching

13. What is Happening Now?
• Recruitment of senior international leadership coaches to the Foundation’s pro
bono network
• Selection of Regional Coaching Coordinators and Supervisors
• Further development of our Board of Advisors
• Development of affiliations, collaborations and partnerships with other
organizations
• Fundraising
• Website expansion
• Building an ongoing communication network with our coaches
• Outreach to educate international leaders about coaching and inform them of
our pro bono coaching resources
• Development of our research plan and infrastructure
Copyright 2010 Foundation for International
Leadership Coaching

14. Details on Recruitment of Senior
International Leadership Coaches
• Over eighty senior coaches from eighteen countries have thus far agreed to
donate their coaching services and join our referral network
• Currently we have senior leadership coaches in our network from Eastern and
Western Europe, Africa, many parts of Asia, South America, the Caribbean,
and throughout the US (with the reach expanding weekly)
• Potential coaches provide the Foundation with their qualifications and their
commitment to our high standards of practice, our mission, values, and time
to provide pro bono coaching at least a half-day per month
• The Foundation seeks to enlist coaches from all parts of the world and with
expertise in all areas of leadership coaching
www.leadershipcoachingfoundation.org
Copyright 2010 Foundation for International
Leadership Coaching

15. Coaching Services Available to International Leaders
• Coaching is available through the Foundation’s network only to government
and international NGO leaders who are committed to global sustainability
• Pro bono coaching is planned to be available beginning in July, 2010
• This Coaching is targeted to those leaders who do not have access to funding
and/or face political barriers to seeking other coaching services
• All coaching will meet very high professional standards and guidelines for
confidentiality. Leaders will access our coaching network with complete
anonymity through our website to select a coach who best suits their needs.
Copyright 2010 Foundation for International
Leadership Coaching

16. There is a Growing Number of Organizations to Leverage
Leadership Development for Global Sustainability
• Educational Institutions and Executive Education Programs
• Foundations and other Non-profits
• Programs within Coaching and Training Companies
• Leadership Support as Part of Social Entrepreneur Initiatives and
Programs all Over the World
Copyright 2010 Foundation for International
Leadership Coaching

17. How You Can Support the Foundation
• If you are a senior leadership coach, apply at the website to join the network
and donate your talents to provide pro bono coaching to international leaders
who could not otherwise get the coaching they need
• Refer senior leadership coaches to the website to offer their services
• Refer leaders to the website from any government or international non-
government organization who are committed to global sustainability
• Encourage others who have contact with these leaders to let them know
about the Foundation’s work and website
• Provide financial support to the Foundation’s mission or refer other potential
funders
• For more information or to support the Foundation’s mission, please go to
our website or email Dr. Lewis Stern, the Executive Director at
lstern@leadershipcoachingfoundation.org
www.leadershipcoachingfoundation.org
Copyright 2010 Foundation for International
Leadership Coaching

18. leadership futures
Carlos Paulet
• BA, Economics – Indiana University
• MA, Political Science – Purdue
• Owns X-Factor Consulting Group, based in
Peru, Colombia and Brazil.
• New professor at ESAN in New York City (Escuela de
Administracion de Negocios para Graduados)
• Carlos lives in Lima, Peru, and is fully fluent in
English, Spanish, Portuguese and Quechua.

19. leadership futures
Carlos Paulet
Embedded video

20. Emerging Markets: Survey
Operations around the
World
Robert Edwards, PhD

21. Kenexa Overview
Founded: 1987
Employee Population: 1,400+
Revenue: $203 Million (FY 2008)
2008 R&D Reinvestment: $45 Million
NASDAQ Symbol: KNXA
Customers: 4,400 Customers, located in 200
Countries/Territories, speaking more than 80
languages
Expertise: Employee Research and Software
to help companies
- Hire the absolute very best people
- Optimize the organization’s performance by
• Increasing employee engagement
• Improving leadership effectiveness
• Serving customers better

22. How we do it

23. Global footprint

24. Client-centric marketing…

25. Normative Benchmarks
WorldNorms is Kenexa’s client-derived normative database with data gathered
from 400 projects across 300 companies
• The most up-to-date and robust in the industry
with data no older than 3 years
– 2006 Responses 2,664,360
– 2007 Responses 3,701,517
– 2008 Responses 4,630,886
• Number of employees per company ranges from
200 to over 450,000
• Over 80 countries and International Regions
• Ability to report “best-in-class” norms
– Forbes Global 2000 78
– Fortune Global 500 37
– Fortune 1000 76
– Fortune 500 56

26. Global Experience
ING
• 120,000 employees in 50 • 330,000 employees, 83
countries countries
• 150,000 employees,
• Global survey with a core • 23 survey versions 781 Cities, 148 Countries
questionnaire and business • 275,000 web surveys in • 89 Survey versions in 15
unit specific questions 25 languages languages
• 12 survey versions in • 55,000 paper/pen • Board Presentations
multiple languages surveys in 11 languages
• Athens
• 30 executive • 12,000 PDF and
summaries, presentations PowerPoint reports in • Beijing
and workshops five languages
• Berlin
• Fully interactive survey • 20 global executive
summary presentations • London
portal
• 18,000 Kenexa Survey • Luxembourg
• Kenexa Online Dynamic Scorecard® online action
Reporting (KODR) planning users • Mexico City
• Online action planning • Custom eLesson • Deep Dive Analysis for
technology technology China and Hong Kong
• 88% response rate

27. Emerging Trends in the Global Market
• Serving a cup of coffee vs. Solving • The “Joined up” Program with
world hunger Regional Flavor
– Enter the Strategic Buyer – Global efficiency with
dedicated regional support
• Who has my survey data?
– Global Politics, Logistical • Cultural Uniqueness and Adaptive
Challenges Consulting
• Travel, Customs – Cultural response patterns
• Localized providers – Life Time Employment
• Where is the data located? – Seniority-based Advancement
• Do we really need the survey
translated into Urdu?
– Balancing cost management
and cultural needs

29. leadership futures
Haitham Khoury, PhD
• PhD, Industrial/Organizational Psychology, University
of South Florida
• Fulbright Scholar
• Home Depot- Organizational Effectiveness Group
• As of Sept, 2009 - Assistant Professor of
Organizational Behavior at Olayan School of
Business - American University of Beirut
• Haitham is based in Lebanon and is fully fluent in
Arabic, English, and French.

30. leadership futures
Haitham Khoury, PhD
Embedded video

31. leadership futures
Shaina Wolcott, PhD
• Ph.D., Industrial Organizational
Psychology, Central Michigan University
• Global Enterprise Leadership
Development
• Responsible for Talent Planning for
Executive Population
• Based in Charlotte, North Carolina, USA

32. leadership futures
Shaina Wolcott, PhD
Embedded video

33. leadership futures
Emerging Trend: Green
“When things are this
tight, people see that
it’s about saving jobs
and money – there’s
no better time to
take action”
Dave Steiner
CEO, Waste Management
Dirk Baxter, PhD, SPHR

34. leadership futures
Trend Data - Greener Pastures
Energy Costs Cost of Cow
1980 1990 2000 2010 2020 2030

35. leadership futures
The Business Behind Green
The push for Green is not “The same strategies
solely political, it is rooted and tactics that
in Business Necessity. address long-term
environmental
challenges will help
Keys to a Green Recovery you survive today’s
economic
• Get lean conditions”
• Get smart
• Get engaged – Andrew
• Get creative Winston, Green
Recovery (2009)

36. Keys to Green Efficiency and
leadership futures
Recovery
Get lean • Facilities, distribution/fleet, IT, telework, waste
• Efficiency in Operations
• Supply Chain Management
Get smart • First one there wins
• Inform clients, employees, the world
Get • Build morale
• New engagement requires capturing “state of
engaged mind” (www.gallup.com)
Get creative • Redesign/Re-imagine your business - Innovation
• Ask dumb questions: What’s your heresy?

37. leadership futures
Critical Information for
Consulting Psychologists
• New Organizational Challenges
Requirements for • New Business Acumen (example:
recycling)
Organizations and • New usage of Leadership Competencies
Leaders • Risk Resilient Leaders
• Innovative Leaders
• Reputation Risk
Risk Management • Financial Risk
• Leader Risk - Political Savvy
Legislation, Social
• Resource Restrictions
and Political • Impact of Cap and Trade
Factors

38. leadership futures
Cap and Trade
www.climatelab.org

39. leadership futures
Client Case Study
• Strategic initiative to build green capability
– Engagement
• Leader
• Employee
• Customer
– Operational Efficiency
– Enhanced Brand and Reputation

40. Anchoring the Development
leadership futures
Framework
Assessment Performance
Internal External Succession
and Management
Education Programs Planning
Calibration Systems
Personal
Business Skills Leadership Skills
Effectiveness Skills
Business Company
Strategy Values

41. leadership futures
Maya Hu-Chan
• BA, National Chengchi University, Taiwan
• MA, Communications, University of Pennsylvania.
• Harvard Business School has chosen her book "Global
Leadership: The Next Generation" to be one of their
Working Knowledge recommended books.
• Maya is based in San Diego and travels frequently to
China, Taiwan, Singapore, Hong Kong, Korea and
Japan.
• She is fluent in English and Mandarin Chinese.

42. leadership futures
Maya Hu-Chan
Embedded video

43. Social Media and the Impact of
leadership futures
Informatization
The extent by
which a
geographical
area, an
economy or a Agricultural Industrial Information
Age Age Age
society is
becoming
information-
based

44. leadership futures
Michel Buffet, PhD
• PhD, Industrial/Organizational Psychology, University
of South Florida
• Managing Director, Fisher Rock - Consulting firm
providing solutions to organizations and their
leaders on organizational and talent management
issues
• Michel is based in New York and is fluent in
English, French and Spanish.

45. leadership futures
Michel Buffet, PhD

46. The Landscape of Social Media
46

47. Our Study
• Sent survey to 200 individuals with HR, Talent Management or leadership
roles
• Questions we asked:
– Role and organization size (employee # and revenues)
– Top 3 benefits and challenges in using social media for Talent
Management
– Use of social media for:
• attracting and recruiting new employees
• onboarding employees in new roles
• communicating and engaging with employees
• training and developing employees
– 3 organizational performance metrics
47

48. Survey Demographics
• 60 respondents
• 2/3 of respondents in companies of over $500
M in revenues and over 5,000 employees
• Most respondents in HR or Talent
Management, with a greater proportion of
managers and executives
48

49. Top Benefits in Implementing Social
Media in Talent Management
• Low cost of implementation
• Ease of use
• Increased organizational speed and agility
• Greater opportunities for communication and
engagement
• “Coolness” Factor
• Attractiveness to Millenials
49

50. Top Challenges in Implementing Social
Media in Talent Management
• Media overload
• Legal and data security risks
• Integration with existing systems and processes
• Quality and compliance issues
• Technology training needs
• Difficulty of computing ROI
• Exacerbated generation gap
50

51. The use of Social Media in Talent
Management
None of the below
51

52. The use of Social Media in Talent
Management (Cont’d)
None of the below
52

53. The use of Social Media in Talent
Management (Cont’d)
None of the below
53

54. The use of Social Media in Talent
Management (Cont’d)
None of the below
54

55. Use of Social Media and Perceived
Performance
Preliminary Survey Results
Level of agreement with statement (on 5-point scale)
We effectively leverage the knowledge
Employees are reporting
We attract high-quality talent and experience of senior leaders to
high levels of engagement
develop the next generation workforce
Use of Social Media…
…for attracting and recruiting new
employees
No 3.6 2.7
Yes 3.9 3.2
...for communicating and engaging
with employees?
No 3.6 3.4 2.7
Yes 4.1 3.7 3.5
...for training and developing
employees?
No 3.7 2.8
Yes 4.0 3.5
N=60
55

56. leadership futures
Me vs. Meez
www.meez.com

57. leadership futures
Karen Steadman, Ph.D.
Leadership Futures, Inc.
www.leadershipfutures.com
karen.steadman@leadershipfutures.com