FROM: The Center for Creative Leadership

Businesses that are committed to building a global presence have been selecting and developing leaders remotely for some time. As a result, our consultants have been involved in delivering remote assessments since around 2005. Since covid, more and more businesses have realised that leaders in global businesses have to lead people and generate teamwork remotely, rather than face-to-face. When we speak of leadership today there is no longer an assumption that people will be in the same room. It's vital to realise that leading people from a distance places different demands on a leader and makes new demands of the team. If you're looking for people to lead geographically distributed and remote-working teams you really need to assess their leadership capability in that context. Our consultants have assessed hundreds of senior leaders using remote assessments. It offers many advantages. A well-designed remote assessment enables you to create a truly immersive experience that faithfully represents the demands and challenges of the role you're recruiting for. This matters matters. Research shows that assessments that take into account the context in which leaders are being asked to perform are four times more accurate at predicting leadership potential than generic assessments. This means that the combination of bespoke content and realistic assessment methodology ensure your potential leaders and hires are demonstrating their capabilities in a simulation setting that is highly predictive of their actual capability and potential. Here's one example of such an assessment - a leadership simulation called SkyFly, co-created with a client to represent their specific business context:

Tasked with identifying how an organisation of 700 employees in a global pharmaceutical organisation could become more effective, our colleague, Dr. Julia von Onciul, swiftly earned the trust of the leadership team and helped them take a radical approach. The challenge It quickly became apparent to Julia that the departments had developed in silos as part of what can be called ‘natural’ departmental growth, i.e. technical specialists, growing into the roles of managers and then the business leadership, whilst managing their own areas from a specialist, rather inward oriented perspective. As a result the senior leadership team was firefighting; managing their individual departments through day to day challenges. "Leadership" meetings were high-jacked by the need to manage issues that were making the interfaces of departments ineffective. The leadership team was simply not making time to work at a strategic level. What was missing Julia quickly realised what was missing . The first was an overall strategy for the whole organisation and vision setting for its future growth. The second was a leadership structure committed to that vision and supportive of talent movement and development in pursuit of it. Holistic interventions Julia helped the leadership team obtain a more strategic remit and become more effective at managing outside stakeholders. In addition, a new managing team was hand selected - and allowed to mature into their roles before going live. Having split the role of the leadership team in two, both teams were provided with support around communication, team effectiveness and running highly productive meetings. Individuals were coached both for their own development and around their role in the team. These (and other) structural changes were fundamental to allowing talent to grow and in ensuring alignment with new business objectives. Bottom line result As a result of these new leadership structures and the team effectiveness work enabling people to collaborate across the silos more effectively, synergies were created that led to significant savings in procurement costs. The organisation began to pull together towards a common strategy. Julia was given the feedback that as a result of the consultancy and support she had provided several processes had become much more efficient, and the internal and external profiles of the organisation had markedly improved. So much so that this approach and new leadership structure was transferred as best practice to the US leadership team. A comprehensive talent strategy, organisation development, strategic leadership coaching, and a team development approach came together in an holistic intervention that moved the whole organisation forward significantly.