Senior leaders should be focused on how to expose high-potential leaders to more culturally distant markets and which global experiences would be best suited to them. Consider two lists of candidates: an “A list” that includes people who have already demonstrated an ability to take on the developmental experience, and a “B list” that contains people who have not yet shown the ability but could benefit most if given the opportunity. The assessment process can be leveraged to determine who needs which experiences, and which experiences are needed to build the necessary competence for the organization.