In today’s blog we will explore how leaders of global organizations “ought to” know by now how to effectively navigate the collaborative, intercultural business environment, at least on a basic level. Yet many leaders are using Old Paradigm ways in a New Paradigm of global connectedness. Read on for an assessment and some strategies!
At a recent industry conference in Denver my colleagues and I were discussing the following scenario: A company finds one of us on the Internet. They call, interested in cross-cultural intelligence initiatives. Within the first five minutes they ask about the cost. Then they issue challenges about the value of the programs. “How do they impact the bottom line? Can you do a two-hour program on cultural competence? We don’t have much time to invest in this. Can you help us?”
The leaders of these companies seem to be standing on the border between the Old Paradigm and the New. They see the value of cross-cultural intelligence in theory, but they haven’t found a way to reconcile that with their Old Paradigm of “soft skills” not adding value to the bottom line.
Of course studies are rampant now that prove that intercultural agility is not a soft skill, it is a skill that costs hard dollars if not addressed, but that is beside the point.
The point is that global leadership requirements have undergone a drastic change out of pure necessity, and many leaders are struggling to even recognize the change has occurred.
So what are these Old and New paradigms of which I speak? Glad you asked, because I’ve made a handy chart. The information came from various sources, but I encourage you to seek out others, to make your own chart based on your experiences. I thank the leaders that inspired me to fill in the right side.
| OLD PARADIGM OF GLOBAL LEADERSHIP |
NEW PARADIGM OF GLOBAL LEADERSHIP
|
| Focused only on “doing” | Focused on doing and learning |
| Physically removed from the country nationals they lead | Living for at least two years in the countries of the associates they lead |
| Shares numbers for influencing others | Shares numbers and stories for influencing others |
| Expects justification in hard numbers for programs like Diversity and Inclusion, or cross-cultural competency | Sees those skills as basic and foundational for survival and growth in today’s market |
| Human Resources is in charge of global diversity programs | CEO is champion of global diversity programs |
| Expands into emerging markets for low-cost labor alone | Expands into emerging markets for cost savings, but also talent, differing perspectives, and market share |
| Emphasis on hard skills | Emphasis on people skills and emotional intelligence |
| Mono-lingual | Multi-lingual |
| Assumes diversity means the same thing across the globe | Recognizes that diversity is interpreted differently in different cultures |
| Reactive and focuses on the urgent | Proactive and focuses on what’s important |
Why are some leaders today struggling to shift into the new paradigm? Because it’s incredibly difficult to do. The shift can be scary and uncomfortable. Sometimes there is a resistance to reality. Leaders might believe, for example, that their Indian counterparts should be as direct as their German team leader. But if that is not what is, suffering will occur. Instead, that leader would be better served to find ways of increasing collaboration among differing communication styles. Leaders resting in the Old Paradigm may feel pressure to react only to what is urgent, or they may lack exposure to viable alternatives.
Whatever the reason, a lot of great role models exist out there to help us take one small step toward the New Paradigm of global leadership. You probably know one or two (or more) yourself.
- Why not ask them to mentor you if you are struggling?
- Watch a You Tube video about leadership in India or Austria to give yourself ideas.
- Read A Whole New Mind by Daniel Pink or any book by Malcolm Gladwell.
- Think of your best success story as a leader and share it with your employees. Encourage them to do the same.
- Ask country nationals to define leadership in their culture and give you tips on being effective there.
Whatever your small step, it is enough. You may just find that it leads you to another step across a bridge you never knew was there.
What is your definition of a great global leader? Comments are welcome!
