As many as 25% of employees who come back from an overseas posting resign within a year, according to a survey by the Centre for International Briefing. After two years the figure rises to a staggering 40%. Some find that no new role has been defined for them and look in vain for appreciation of their new skills which often includes a second language ( McLuhan, 1999 ). This chapter looks at some of the challenges of developing international high flyers. It highlights some of the changing organizational requirements of people in international roles and some of the dilemmas facing both companies and their employees. The skills of international high flyers are discussed and a number of approaches to development are outlined. One of the biggest challenges is ensuring that the skills of international high flyers are put to good use beyond their immediate project or assignment.