Leading Globally

In the 1990s we talked about what it took to work around the world, and we explored the cultural diversity and education required. For most of the people with whom I worked, it was a concept that seemed to be on the horizon. Most conversations centered on the issues of the difference of cultural norms and appropriate manners. We all learned how to properly exchange business cards in Asia, sit and eat properly in the Middle East, or negotiate in Russia. The book Kiss, Bow or Shake Hands (Morrison, Conway, and Boden, 1994) was on the required reading list. Now, most of my clients have the word global somewhere in their title or job description. Some have operations in well over one hundred countries. All will tell you that it takes far more than a basic understanding of etiquette and customs to create and sustain these global relationships. Most recognize that understanding the customs is important and moving gracefully in and out of these countries is definitely critical, but there is a basic aspect of humanity that needs additional focus.

Still, there are few consistent definitions of what it means to be a global leader. The most common and obvious issue expressed is that we are working 24/7, all around the world. It is an obviously pressing tactical issue to maintain ongoing operations on a global basis, but managing this most basic issue does little to guide a leader in how he works with his global organization. At its worst, a global organization throws off circadian rhythms, as some work from four in the morning until midnight, trying to manage in the same ways they did when their organization was in fewer time zones—or even just on the same hallway. The number of different holidays observed by their workforce fills their calendars, and they spend an unnecessary amount of time scheduling phone conversations. A planning consideration becomes how to effectively use thirty-hour trips halfway around the world.

It is one thing to prepare for a business trip to another country to negotiate a contract or find local support for a project; this can be planned and has a beginning, middle, and an end for the leader. Altogether different is the global structure of an ongoing operation with direct reports in different countries, all of whom are of different nationalities and trying to create a common end. The ability to control and be physically connected drops exponentially in these cases. Now, we work vastly by influence and by communications mediums of reduced effectiveness, such as phone calls and emails. It seems that these issues can cloud the larger issue at hand that occurs through these business relationships.

Quite simply, the global business climate is opening a portal into new possibilities for overall global relationships. The way in which these multi-national and global companies operate actually establishes cultural relationships more quickly than has happened through political actions and alliances. These relationships create great change around the world, as well as serving to redistribute wealth and influence. The fabric of these agreements can serve us globally—or not. It is incumbent on leaders of today to look beyond the immediate implications and imagine what the best results can be for our world. We can live in an “and” world, and accomplish business objectives and have everyone ultimately win. It falls to our new generation of transformational leaders to create these conditions. 

One further caveat here: I am talking about leaders who lead globally, not just leaders of global enterprises.