Important lessons for hiring global leaders were revealed at LINK, talent measurement firm SHL’s second annual customer conference held in London last week.

Speaking to HR and recruitment professionals, Christoffer Ellehuus, managing director of member-based advisory firm CEB, debunked a number of common myths about the characteristics of great global leaders.

Based on a study of 10,000 business leaders, Ellehuus said that only 18% fell into the great global leaders category defined as those who not only met short-term business goals, but who also built long-term organisational capability. 

Based on the research, Ellehuus argued that many of the assumptions behind what makes a great global leader were incorrect, and this could have important implications for those identifying and hiring global leaders.

For example, it was commonly believed that the best global leaders were better at foreign languages. However, the research showed that they spoke exactly the same number of foreign languages as less highly regarded other global leaders.

Similarly, while it might be assumed that great global leaders aspired after a higher level position with a global remit, the study found that, yes, they wanted a higher level position, but it was not necessarily a global role. People fear that by going abroad they will be less visible and this may not be “the best thing for their career”, said Ellehuus.

He said the study confirmed that having greater cultural awareness made someone a better leader, however, he warned that there was also a danger that such a person could “be paralysed by their sensitivity of what is going on in that market” when what was required was someone to make bold decisions.

However, Ellehuus added: “Those who lack cultural awareness are the least likely to be great global leaders.”

He said that in today’s fast changing world, one essential trait for global leaders was the ability to influence others without having the resources, for example, of information about their market “to get things done”. 

“That is why people brought in from outside often struggle because they don’t have the networks to get things done,” he said.