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Issue link: http://digital.hylandmagazine.com/i/117711
E merging markets are set to expand dramatically in the coming decade. As a result executive mobility has become a vital component in the successful implementation of corporate growth plans. The hottest markets for international assignments today are China, India, Russia and Brazil. Although vibrant economies, each presents their own set of assimilation challenges for executives and their families. Success in international assignments is an important issue for organizations since expatriates are a population of employees in which they have invested heavily. If not managed properly the costs of a failed relocation can run hundreds of thousands of dollars. When considering senior executives as potential candidates for an international assignment most organizations tend to look for a leader with a global mindset and a willingness to relocate. That job description ultimately leads companies to select the wrong person for the position. The competency that actually differentiates global leaders is their ability to influence others and their capacity to adapt to uncertainty. This reality calls into question the basic assumptions that most organizations use to determine the best candidates for global leadership roles. HYLAND