MAYA HU CHAN

MAYA HU CHAN

M indset of THINKING GLOBALLY creating
A ppreciate CULTURAL DIVERSITY
Y es! Develop TECHNOLOGICAL SAVVY
A LLIANCES & PARTNERSHIPS building

H ave collaboration - SHARING LEADERSHIP
U se Personal Mastery

C hange embrace
H  elp ensure CUSTOMER SATISFACTION
A chieve competitive advantage
N ow!

Tune to Josh Groban's "You Raise Me Up"

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BECOMING AN EFFECTIVE GLOBAL LEADER
by Maya Hu-Chan, Jeremy Solomons, and Carlos E. Marin


five key behavioral characteristics of effective and influential corporate global leaders.

These characteristics are as follows:
trustworthy, respectful and caring, balanced between “doing” and “being”, emotionally literate, and culturally self aware.

Trustworthy
Leaders are viewed as dependable, sincere, nondeceptive promise keepers.
They show integrity and moral fiber. In many countries, paying government
officials to get a project off the ground is part of doing business, but true global
leaders are those who would rather walk away from "a deal" than compromise
their own or their company's integrity. In this way, they earn high levels of
respect.

Respectful and Caring
Global leaders demonstrate a high regard for the dignity, worth, well-being, and
autonomy of all people, including themselves. They are genuinely interested in
learning from other cultures, and they are able to demonstrate cultural empathy
by consistently "seeing the picture" from various cultural points of view, including
his or her own. These leaders also show their desire to learn and "communicate"
in the local language.
Many negative examples of global leadership show up in managers who view
their assignments as "temporary". If the assignment is temporary, why should
they go to the trouble of communicating and becoming more acquainted with the
locals and their culture? Unfortunately, these leaders do not see their learning as
an investment in their global leadership skills.

Balanced between "Doing" and "Being"
A global leader has the sensitivity and skills to manage attitudes, values, and
expectations around issues of performance and results in the cultural context of
those he or she leads. For example, in Latin American and Middle Eastern
cultures, there is much more of a "being" than a "doing" orientation. In terms of
hiring or buying, who a person is and what sort of character he or she has may
be considered more important than technical competence.
The global leader works effectively to accomplish the goals of the organization,
while aware of this balance. The trust the leader inspires in others gives him or
her license to set the performance bar on both variables: "being" (quality of life)
and "doing" (business success).

Emotional Literacy
Emotional awareness, resilience, and persistence are important for global
leaders. Especially under difficult or stressful circumstances, these leaders are
aware of the source of their feelings and emotions. They are capable of sensing,
understanding, and responding effectively in situations that are emotionally
charged, and they can "witness" or view themselves on the cultural stage and
direct their responses from this vantage point.

Cultural Self-Aware
Global leaders demonstrate the ability to recognize, and then learn from, the
different behavioral expectations required of different roles, both in their own
culture and in the cultural context in which they are operating. They learn to
recognize and deal effectively with the different attitudes, values, and
expectations placed on cultural variables such as power, competitiveness, time,
space (physical proximity), individualism, performance, formality, and structure.
This information gives them knowledge required to establish meaningful and
effective relationships and to work successfully with people who operate from
different cultural orientations.


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FIGURE 30.1 GLOBAL LEADERSHIP: THE NEXT GENERATION

1. Thinks Globally
2. Anticipates Opportunity
3. Creates a Shared Vision
4. Develops and Empowers People
5. Appreciates Cultural Diversity
6. Builds Teamwork and Partnerships
7. Embraces Change
8. Shows Technological Savvy
9. Encourages Constructive Challenge
10.Ensures Customer Satisfaction
11.Achieves Competitive Advantage
12.Demonstrates Personal Mastery
13.Shares Leadership
14.Lives the Values

Source: The Global Leader of the Future research project. 1999 © Anderson Consulting and
Keilty, Goldsmith & Company



http://www.mayahuchan.com/publications/coaching4leaders.pdf