The New Global Manager: Tools and Tips For Success!

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So you’ve made it! You’re a new global manager. Congratulations. These are exciting times. Our world is changing, becoming more and more connected–and as a new global manager, you will face challenges your predecessors didn’t. Are you ready for this?

Who is the New Global Manager?

Let’s talk about this. A global manager is defined by the work he or she is doing, frequently within a company with a global presence or operations. A global manager is responsible for managing teams of employees or business operations across diverse cultures and time zones, which calls for new skill sets and capabilities.

And, the new global manager is almost everyone working as a manager today.

Whether you’re working for a local, national or international company, you’re working across cultures, languages, regions or countries. You have to be savvy at quickly assessing needs, reading others and ensuring interactions are successful to meet deliverables and accomplish your goals.

There is a New Global Environment!

Business today is conducted in an almost borderless, boundary-free marketplace, made of multiple countries, cultures, languages, ethnicities and time zones. The number of companies with international offices and plants continues to grow as people from a broad range of countries move and settle in new locations.

Technology connects all of us 24/7 to geographic locations about which we’ve only just begun to learn. In truth, you’ve probably already noticed that the number of people you work with or come in contact with on a daily basis, has changed. Your employees and co-workers may well have backgrounds that are very different from your own.

There are three significant reasons for this.

Let’s start with the most obvious. The first: An increasing number of U.S.-based companies are doing business internationally. For example, more than sixty-eight percent of the top 250 U.S. retailers have foreign operations, according to a report published by Deloitte. And, according to the World Trade Organization (WTO), global trade growth is projected to stay above-trend. This growth in international operations is expected to continue.

The second reason for the new global environment is U.S. Demographics have changed dramatically. According to the Pew Research Center, immigrants are driving overall workforce growth in the U.S. New foreign student enrollment at U.S. colleges and universities doubled between 2008 and 2016, from 179,000 to 364,000, far outpacing growth in overall college enrollment. As the report stated, “Once arrived, rising shares of immigrants have become citizens, and naturalization rates are up among most of the largest immigrant groups.”

Finally, the third reason for the new global environment is that more American managers work for companies that are headquartered outside the United States. Companies like Burger King, Budweiser, Medtronic, Purina, McDermott, Seagate Technology, Good Humor, Frigidaire, and Actavis/Allergan are among the iconic U.S, company names that have moved headquarters from the United States to other countries in the past few years, according to a report by CNBC.

In the new global environment, managers work with teams of people from different cultural backgrounds, locations, and levels of experience. This rapidly changing global environment, with diverse customer demands, new markets, and digitalization means managers need to react quickly in situations of extreme complexity and ambiguity.

Mastering the Art of the New Global Manager: OAR and 4DCulture Tools

As I explain in my new book, The New Global Manager, to be a successful New Global Manager, you’ll need to incorporate a combination of skills and new tools–like the OAR process. Use the three following steps, Observe/Ask/React, to quickly assess any situation more accurately.

The basic rule for OAR is that when someone behaves unexpectedly, instead of responding immediately you stop, and Observe. What did they do or not do that surprised you? When another person’s behavior doesn’t match your expectations, it’s time for the second part of OAR. It’s time to Ask Questions. Once you’ve gathered more information, then React.

Another tool New Global Managers are employing is called 4DCulture. When you know you’re going to be in a situation with someone whose culture is different from your own, you should do some homework. The 4DCulture tool will help you analyze the cultural forces that may be in play. The tool gives you a way to make your first determination about how you’re going to act and then to ask the questions and analyze the situation so that you do better.

The New Global Environment is all around us.

Suffice it to say, immigration and globalization trends will not reverse any time soon. They will drive the environment you work in every day. Advances in technology further stir the pot, making it more likely that you will have frequent contact with people with diverse norms, perceptions, and values. You will, of necessity, need to develop a global mindset and perfect your global management skills. This is an exciting and challenging time for all of us.

Do you need help getting up to speed as a new global manager? Contact me. I have more than 20 years of experience in international leadership development, coaching, and team-building, and have helped countless individuals and organizations to be more equitable, productive, and happy. I can help you too.

Ten Never Fail Strategies for The New Global Manager:

  1. Check your assumptions at the door
  2. Slow down, speak clearly, and use slang sparingly and carefully
  3. Add ‘in country X’ to indicate you are thinking globally
  4. Memorize five facts about another country or culture
  5. Act like an anthropologist: Observe and listen
  6. Seek out global news sources
  7. Travel adventurously, but take precautions
  8. Ensure everyone contributes in meetings
  9. Give constructive feedback but consider the receiver
  10. Alternate meeting times to accommodate time zones

A version of this post was first published on Inc.

Photo: 123rf.com

Cultivate a Global Mindset For a Better Bottom Line

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The face of business has changed. You may have employees working globally, doing business with people from other regions or countries, or you might be relocating executives across cultures. The fact is, the global industry is the new norm. And your team needs to cultivate a “global mindset.” In today’s global marketplace it is critical for people to efficiently work together across borders and time zones to achieve business success.

Even more, we have a moral and ethical business obligation to be savvy about how the world works. By this I mean we need to be aware of the nuances of political systems, cultural norms, and the psychological mindsets of those whom we do business with and for. Without this savviness, we can’t truly understand the world and what it needs to run successfully.

Still, studies show many leadership programs fail at preparing future leaders with the skills needed to excel in today’s global business world.

What are these programs lacking?

The tools necessary for employees and organizations to cultivate a global mindset. A global mindset describes one that has a genuine desire, knowledge, and the skills to operate effectively in business today. One needs to know how to negotiate with vendors, sell to customers, and lead productive teamwork across regions – often in multiple countries at the same time.

This is just as important as legal counsel, marketing, sales, or a business strategy. Cultivating a global mindset shouldn’t be optional, as it fills a strategic, tactical need of operating in today’s global business. It is just as important as other business operations.

The number one agenda item

The number one agenda item for today’s corporate leaders looking to sustain business success should be finding talent with a global mindset. The team that cultivates a global mindset will be able to:

• Assess new markets

• Understand customer behavior

• Negotiate with vendors

• Secure contracts and commitment

• Navigate cultural nuances

• Build long-term business relationships

• Run complex projects

• Manage high-performing teams

Start cultivating a global mindset with these four tips

1. Get off your computer and get on a plane. As much as we might like to believe that the internet makes experiences like “study abroad” unnecessary, this kind of enriching experience is invaluable for understanding how cultural differences shape business and purchasing decisions. Opening your own mind to the differences among cultures will help you comprehend the kinds of perspectives you might encounter in global expansion, international sales negotiations, or hiring discussions for a new regional vice president.

2. Cultivate a global mindset at every level of the business. While making it a priority starts with upper management, executive staff aren’t the only people involved in implementing a global mindset across a company. Personnel in human resources, public relations, and corporate communications support those executive leaders. Making global mindset a priority for the entire staff, not just those who often travel internationally, will ensure both every day and long-term business actions are sensitive to the needs of other cultures.

3. Play memory. If you’re working in a new region of the world, do some research online and memorize five facts about the country or culture. When interacting with colleagues or business partners, use those facts as ice-breakers. In new sales or vendor meetings, you’ll be credible. And by making an effort to learn about their culture, you’ll gain respect by showing genuine interest in your new associates.

4. Share your experiences. When you travel, read global news and books, or watch international films, and share your experiences. By sharing your experience with friends, families, and co-workers, you plant the seeds of a global mindset within them. Create excitement about learning about the world.

Ready to go global?

Are you—and your employees—ready to go global? You can find out by taking the Global Mindset Inventory (GMI) assessment. The GMI measures Intellectual, Psychological, and Social Capital to reveal both strengths and areas to develop. GMI also coaches individual assessment-takers to interpret their results and create a plan of action. Learn more about the GMI assessment here.

Cultivating global mindset isn’t only a business benefit; the growth and enrichment that comes with cross-cultural experiences can be as personally rewarding as it is professionally. But if your team needs help with global business skills, contact me. I can help.

A version of this post was first published on Lead Change Group 

Image: Antonio Quagliata from Pexels