THE ART OF DEVELOPING TRULY GLOBAL LEADERS Talent: its an art and science Talent shortfalls the problem

oblem starts with senior leadership with lack of international experience That force companies to poach talent from rivals high turnover and salary inflation Talents science: based on experience. Candidates for promotion to higher management position must have done stints outside their home markets. This in turn suggests that the processes by which high potential are developed and international assignments are given should be integrated. Other practices: aligning individuals career goals with overall business strategies, establishing uniform metrics for talent management and investing in globally consistent learning platforms Its not enough lacks the ART ART: values and habits hard to measure or to learn by a process commitment to inclusive leadership They encourage discussions, engage conflicting points of view, inspire teams to think creatively. It takes time to listen to people express ideas in unfamiliar accents or styles. It takes humility to accept that someone else might have a better idea

DEVELOPING A GLOBAL LEADER The shift from a country--centric corporation to a more global one will have a radical impact on leadership development. Most successful leaders will not be those with the highest IQ, theyll also need a high level of cultural and emotional intelligence Global leader characteristics: o Intellectual understanding of the global business context o Global and local perspective (impossible to achieve without experience living abroad) o Overcome the dominant thinking (requires empathy and passion to learn from other cultures) o Kanck (maa) for cross-boundary partnering you need to feel confortable engaging a team in India and giving them as much power as a team in Germany. o Values, sense of purpose, flexibility and ability to empower others o Develops internal and external networks (vertical or horizontal)

3 SKILLS EVERY 21ST CENTURY MANAGER NEEDS 1. Code switching between cultures It is not enough with having a global-mind set or specific cultural intelligence. It is necessary a skill call cultural-code-switching: the ability to modify behavior in specific situations to accommodate varying cultural norms. It requires capacity to manage psychological challenges that arise when someone tries to translate cultural knowledge into action E.g. an Italian manager in India thinks that the leader has to be respectful, soft with their employees, but actually the leadership they are used to is more authoritative. So even this actuation goes against the Italian culture, he has to do it. Steps to overcome this problem: 1. To diagnose the challenges you face 2. Adapt your behavior to reduce your distress: making small but meaningful adjustments appropriate in the new setting and true to your own values 3. fully appreciate the value of code-switching By focusing on how the desire outcome aligns with your personal goals and values By viewing your code-switching from the perspective of the other culture

Being culturally fluent means being able to enter a new context, master the norms, and feel comfortable doing so.

2. Wielding digital influence Less well understood is how managers can use these networks to gather information and wield influence in an increasingly interconnected, collaborative, and less hierarchical workplace. To build an effective online network you need to focus on reputation, specialization, network position Reputation is how you get people youve never met to seek you out, give info and collaborate with you. In virtual world you build reputation by offering interesting content, drawing attention to your web presence and motivating other to circulate and act on your ideas. Specialization involves demonstrating deep knowledge, establishing links with other experts, committing to learn from them, being willing to offer relevant information and referrals to others Network position: Focus is important, but the best online networkers also position them as bridges between unconnected groups to increase influence and to identify potential collaborations You can also use your network to test proposals and strategies, inside and outside your organization. Float an idea and see how many likes it gets. Or direct certain groups of people to an online survey. The feedback might help you persuade a reluctant boss or client to come around to your point of view. How important it is to develop our contacts and influence through social networks 3. Dividing attention deliberately Once their focus on a given task has been interrupted, it takes an average of 25 minutes to return to it. We cant blame technology for our failure to focus, because our brains are built to multitask. Success in 20th-century factories and offices may have required paying strict attention to systematic tasks and taking those tasks to completion. But not now. Such controls on information streams do help some people in some situations feel more focused and productive. But its not clear that their feelings reflect reality. A study shows that people who use Internet at work for personal reasons think they are less productive, it actually increases productivity 9% (false for internet addicts) A break to surf the web can provide a cognitive refresher that improve performance. This is call WILB (workplace internet leisure browsing) Another productivity- enhancing strategy is to deliberately divide attention and harness it Multi-inspiring: we can be concentrated in different things at the same time Monkey-mind: you can do many things, but you cannot focused on all the things with the concentration it needs. CULTURAL INTELLIGENCE An outsider that has the ability to interpret someones unfamiliar and ambiguous gestures in just the way that persons compatriots would, has CULTURAL INTELLIGENCE Companies also have different cultures behavior patterns Cultural intelligence related to emotional intelligence o A person with emotional intelligence approaches what makes us human and different from one another. Manage emotions o A person with cultural intelligence can tease out of a persons or groups behavior those features true for all groups, those peculiar to this person or group. Understanding the others world

Components of cultural intelligence: the cognitive, the physical and the emotional/motivational Cultural intelligence resides in the head, body, heart Cultural intelligence profiles: o THE PROVINCIAL can be effective when working with people of similar background but turns into trouble when venturing farther afield. o THE ANALYST: deciphers a foreign cultures rules and expectations by resorting to a variety of elaborate learning strategies. o THE NATURAL: relies on I intuition rather than on a systematic learning style. He is rarely wrong by first impressions o THE AMBASSOR: may not know much about the culture he has just entered, but he convincingly communicates his certainty that he belongs there. His confidence is a very powerful component of his cultural intelligence o THE MIMIC: high degree of control over his actions and behavior. Mimicry puts hosts and guests at ease, facilitates communication and build trust. Dont confuse with imitation o THE CHAMELEON: possesses high levels of all 3 CQ components and is a very uncommon managerial type. He even may be mistaken for a native of the country. Tiene altos niveles de las 3 caractersticas y puede ser confundido incluso por un nativo. Cultivating your cultural Intelligence: o STEP 1: examine CQ strengths and weaknesses o STEP 2: training focusing on her weaknesses o STEP 3: the general training set out above is applied o STEP 4: the individual organizes her personal resources to support the approach she has chosen o STEP 5: The person enters the cultural setting he need to master. He coordinates his plans with others, basing them on his CQ strengths and remaining weaknesses. o STEP 6: the individual reevaluates hew newly developed skills and how effective they have been.