Developing Global Mindset Will Produce A Successful Global Leader

With Melissa Lamson, Interviewed by Hana Al-Abadi

Q: How would you define ‘global mind-set’?

A: Global mind-set means how does one understand the way the world works today. That is; the values, behaviors, and attitudes in business and how does that impact the interactions one has with others in a professional situation. Global mind-set is the next evolution of intercultural communication and diversity because it not only emphasizes those cultural or individual behaviors but goes beyond to investigate how it logistically and tactically works in other countries. For example how are vendors selected, what are hiring practices across countries, and what are other’s expectations in making presentations.

Q: How is a global leader different from a leader?

A: Today, I don’t think there are many leaders that don’t work internationally. And I believe that all leaders need to have the perspective of being able to work and negotiate out of the country context they’re in. But what’s different from a “local leader” is that global leaders are savvy when it comes to understanding how business works around the world and they truly empathize and understand how it works across multiple country locations.

Q: What are the top 3 skills a global leader needs to acquire? Can they do this on the job or is it something that needs to be intentionally trained?

A: Global mind-set can definitely be trained but it does start with a basic premise of will. Such as do I want to understand? Do I accept the fact that I don’t know what I don’t know. So I would say the first skill would be a good global leader asks the question “what don’t I know?” The second skill would be the ability to truly listen and to empathize and ask probing questions. I sometimes say to leaders “act like an anthropologist, observe, ask questions, probe, listen, and reflect back.” The third skill would be to be able to make decisions clearly and quickly in different types of contexts because if someone is too concerned about being sensitive to other cultures, then they are too afraid to make a decision. It’s critical to get to the point, get to the result, make a decision and move on and people respect that around in the world.

Q: You have traveled to numerous countries all over the world, out of all the countries you have visited (if you can choose one) which country do you think has the best way of doing business?

A: I can’t really evaluate “best” but I do like the business practices in the Nordic countries such as Sweden. They have a very strong emphasis on equality between men and women. They really emphasize life balance.  Denmark, for example, consistently gets #1 on the list for the “most content people in the world”. What I also found fascinating was when I was in India, the people have a combination of brain power, technical competence and are also amazingly good at social interaction. The combination of IQ and EQ is truly amazing to see. They are so people oriented and at the same time so incredibly smart.

Q: What about communication best practices? Is there a country or culture that excels in business communication?

A: It sounds a bit biased, but I do like the speed and convenience in the way  the U.S. communicates in business. I think it’s a strength that they take risks, quickly make decisions and move on. I also very much respect the fact that Germany will look at a problem from several different angles so that they understand something thoroughly before they take action.

Q: What is one tip that you don’t  hear about doing business globally that would help executives improve their global business interaction?

A: Leaders generally have a team that work for them – handlers, if you will – and it’s very important that that team is globally savvy. If leaders surround themselves with people like that, then they will look more competent in their messaging, scheduling, way of interacting. The first thing I would do as a leader is assess my entire team – the inner circle working for me – and ensure they know how the world works.

Find out more on Global Mindset and Global Leadership and what leaders need to do to develop both: https://www.youtube.com/watch?v=rXyRadt4Pg8

Effective Global, Cross Cultural Meetings

Join us for #GlobalMindsetChat, Thurs 9am PT / 12pm ET / 18:00 CET

This week’s topic: Effective & Productive Global, Cross Cultural Meetings

by Evelyn Eury @SageStrategist

Pitfalls of Global, Cross Cultural Meetings

Global meeting planning across cultures has many of the same pitfalls as traditional meeting organizing but is complicated by the cultural nuances of different offices, local customs and professional yet, culturally biased viewpoints. The savvy cross cultural meeting planner understands the cultural challenges and plans for them accordingly. In an August 2011 Gigaom.com article, Gary Swart pinpoints the first problem of planning and urges global leadership to make good decisions based upon analysis. He introduces a truth most managers already know: “managers spend between 30 and 80 percent of their time in meetings and more than 50 percent of them consider many meetings to be a ‘waste of time.’” (Swartz, August 28 2011) He asserts that effective meetings are rendered possible when planners first ensure that the event is vital to hold, carefully create an itinerary to be followed and that outputs should be evaluated post-haste in order to rate successfulness.

Challenges of Cross Cultural Virtual Meetings

Remote international meetings across cultures require all of these considerations but also necessitate cutting edge technology that allows real-time communication, the sharing of documents and data virtually, and ideally video to increase one’s ability to read other meeting participants non-verbal queues. Virtual meetings with international offices can also produce other hiccups: such as language barriers, divergence in availability due to working hours, varied holiday and leave schedules, and cultural nuance that impacts meeting participants level of comfort in speaking with other employees. New global, virtual meeting research shows that the number one barrier to global meetings across cultures are time-zones. Next comes lack of consistent moderation and cultural misunderstanding due to the inability of reading non-verbal cues.  In this case, meeting dates and time must be carefully selected in order to increase attendance, allow for translators where necessary and leadership must be aware of cultural variance in order to make all parties relaxed in communication style.

Questions for #GlobalMindsetChat, Thursday 9am PT / 12pm ET

Q1.  Should companies rely on internal translators to aid in meeting discussions? #GlobalMindsetChat

Q2.  Do you think it is more effective to work with a third party Translation Services vendor?  Any recommendations? #GlobalMindsetChat

Q3.  Do you think leadership should devise international office Holiday Schedules based solely on cultural sensitivity or also consider business needs? #GlobalMindsetChat

Q4. How does your company deal with time zone differences when scheduling meetings? #GlobalMindsetChat

Q5.  How important is cultural nuance when communicating remotely? Is it more or less important than true face-to-face meetings? #GlobalMindsetChat

Q6. If you fail to have cultural experts on staff that can speak to local sensitivities, how would you obtain intelligence to deal with this challenge? #GlobalMindsetChat

What is #GlobalMindsetChat?

Recent studies show that Global Mindset is the key competence leaders urgently look to develop in their workforce today.

Every week, Melissa Lamson hosts the varied and unique #GlobalMindsetChat on Twitter. The only one of its kind, #GlobalMindsetChat provides pertinent information on cross cultural, intercultural, and diversity topics that impact global business and the economy today.

How to join a twitterchat: www.Forbes.com