Leading across new borders : how to succeed as the center by Ernest Gundling, Christie Caldwell, Karen Cvitkovich

By Ernest Gundling, Christie Caldwell, Karen Cvitkovich

"Leading throughout Borders takes up a more recent element of management that has emerged full-blown with the expanding significance of China, India, Brazil, Turkey, Indonesia, and different transforming into economies. businesses and their staff needs to now paintings in an atmosphere that's extra globally interconnected on a daily basis. This publication attracts upon deep sensible adventure, and clean facts to spot the precise demanding situations of best in Read more...


An insightful, real-world examine the abilities cutting-edge international management calls for top throughout Borders is the management consultant for the hot enterprise surroundings. The world's fiscal heart of Read more...

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Acquiring a vital base of cultural knowledge and practical skills requires that leaders remain open to new learning, welcome a constant exchange of information and ideas, build a deep sense of common purpose with global counterparts, and embrace shared insights or “aha moments” that stimulate higher levels of performance. Ingrid the banker, for example, has discerned that her organization is in the midst of a major change process and has adapted both culturally and politically to become a skillful agent of change herself.

What You Can Do Be prepared to recognize high-potential talent from anywhere. Consider what you personally can do to enable the transition from an outsourcing approach to a global talent approach. For each project try to match the objectives with the right global talent, with as few intermediaries as possible. Identify and address your own skill gaps and/or blind spots. As a fast-growth-market leader: Executive presence Micro versus macro Agile leadership As a mature-market leader: Recruiting Performance management Succession planning Reach out to cultivate future leaders in your own country or in another global location who are not in the “like-me” category.

How do local customers perceive the employee's performance? How do other local employees perceive the employee's performance? What are key needs for our organization to grow in the local market, and how is this employee contributing? Personal network with customers, suppliers, government regulators Sales and marketing skills Ability and willingness to develop more junior employees Loyalty of coworkers and subordinates (who might elect to follow this leader elsewhere in the event of a transition) Ability to influence others within the local organization Resourcefulness in getting things done regardless of obstacles Succession Planning The ultimate mark of effective leadership is finding and grooming a worthy successor, while ensuring that other leaders throughout the organization are doing the same.

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