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| KOREAN VERSION COMING SOON |
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Table
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| Introduction
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IN
THE BEGINNING, A GLOBAL LEADERSHIP JOURNEY …
My own Leadership without Borders journey began
in 1988. I was 29 years old and didn’t even
have a passport. I met my wife Priscilla through
our work together. We each owned training businesses.
We decided to merge our businesses together and,
over time, our lives. When Pris and I selected
our wedding date, we were faced with a key decision;
where to go for our honeymoon. We agreed the ideal
place would be Europe. At the time, our company,
Innovative Resources, based in Orlando, Florida
that was new, profits were slim, and a trip to
Europe was more of a dream than a real possibility.
Nevertheless, Pris has always believed in the
law of attraction and simply said, "we should
put it out there. Something good was sure to happen."
The next day I was teaching a
computer course when a participant approached
me and asked whether Innovation Resources would
be willing to consider a barter agreement. She
explained that she worked for an international
airline. "We would like to attend more courses,
but our budgets are rather tight just now. How
about we trade? We could take a few computer courses
with your company in exchange for credit toward
travel on our international airline." I know this
sounds bizarre but it really happened!
The day after our wedding, November
19, 1989, passports in hand, Pris and I boarded
our international flight. We landed in Luxembourg,
stepped off the plane, walked to the immigrations
desk, where I proudly handed over my shiny new
passport to the immigrations officer. Thirty seconds
later, I had my very first international travel
stamp! Two tattered passports, more than 150 stamps,
and 8 visas later I have had the opportunity to
visit and / or work in 32 countries*, many of
which we continue to return to.
(* Aruba, Australia, Austria, Barbados, British
Virgin Islands, Canada, Curacao, Denmark, Dominican
Republic, France, Germany, Hungary, Iceland, India,
Italy, Jamaica, Japan, Luxembourg, Malaysia, Mexico,
Monaco, Netherlands, Panama, Republic of Kiribati,
Singapore, South Africa, Switzerland , Thailand,
United Arab Emirates, United Kingdom, United States,
and Vietnam.)
Each new country, each new encounter,
offers a unique opportunity. Knowing how to maximize
those opportunities is what separates the best
global leaders from the rest of the pack.
The Leadership Without Borders
research came about as a result of our relocation
from Northern Virginia, in the United States,
to Hyderabad, India. In Northern Virginia, I had
been the strategic leader for Booz Allen Hamilton's
corporate university, which took the number one
spot in 2006 Training Magazines Top 100 ranking.
Then, Satyam Computer Services came along and
made me an offer I found impossible to refuse;
move to India and develop a world-class leadership
and research development program complete with
a 240,000 sq. ft, brand new facility waiting for
the new leader to complete the interior design.
Satyam is a global consulting and IT services
firm, offering a wide array of solutions, from
strategy consulting right through to implementing
IT solutions. When I was first approached, I was
extremely impressed by Satyam's commitment to
learning. The company's vision was to launch the
Satyam School of Leadership to develop the top
leaders in the company and fuel the leadership
engine, in order to maintain the company's phenomenal,
sustained growth. When Satyam first listed on
the Bombay Stock Exchange in 1991, they had 100
associates and had just tipped the US $ one million
revenue mark. In 2001, when it listed on the New
York Stock Exchange it had 10,000 associates.
Today, there are more than 35,000 associates located
throughout the world and Satyam has tipped the
US $ one billion mark. This type of growth requires
the right people, processes, and technologies
to sustain it. More importantly, from my perspective
as a learning leader, it requires a solid commitment
from the top that acknowledges the importance
of strong leaders and learning.
Early in the process, I had the
opportunity to meet with the chairman of Satyam,
Ramalinga Raju - or "Raju," as he is called. Raju
and his brother, Ramu, who is the firm's managing
director, founded Satyam and inspired its growth
from a small company to a global player in the
enterprise solutions marketplace. Raju's passion
for leadership and learning was clear and contagious.
He described for me the concept of full life cycle
leadership, and explained how leaders at Satyam
were empowered to run full life cycle businesses
as Chief Executive Officers of their own businesses.
This sense of independence and interdependence
resonated with me. This represented a true shift
for how leaders manage in global, knowledge-based
firms.
Pris (Who is now Satyam's gloabl
head of executive coaching and mentoring) and
I were so sold on the value proposition of the
Satyam School of Leadership, we sold our home
and our cars, packed up our belongings, and with
our 15 year old daughter, MacKenzie, and Jasper
the Schnoodle (half poodle, half schnauzer) boarded
a flight to India to begin our global adventure.
As I wondered what competencies,
behaviors, and values would be expected of me
in my new role, I realized I have many questions
about leadership for which I sought answers:
- How do successful global leaders maximize
people differences?
- How do successful global leaders maximize
technology?
- What insights cold other global leaders provide
to ease the transition of new global leaders
and enhance the experience current global leaders?
- What advice do successful global leaders have
for future global leaders?
Once we were settled in Hyderabad, the fifth-largest
city in the country and known both for its rich
history and culture, and for being the technology
center of India, my new team, along with the research
team at the American Society for Training and Development
(ASTD) launched a Global Leadership survey. We sent
it to senior executives around the world, received
responses from executives who, in total, have lived
and worked in approximately sixty countries. We
followed this up with extensive interviews of more
than fifty global leaders representing a multitude
of countries, industries, and backgrounds. The insights
collected from the global leadership survey and
interviews form the basis of this book.The detailed
analysis and report from the Global Leadership Survey
is available from ASTD at
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Chapter
1: The New Global Frontier
The New Global Frontier provides context for prioritizing
global leadership competencies and an overview
of the five key areas leadership characteristics,
global business acumen, worldview, people leadership
and business leadership. |
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Chapter
2: Global Leadership Characteristics
Global Leadership Characteristics presents information
on traits “- Who you are” and core
values - “How you are”. |
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Chapter
3: Global Business Acumen
Global Business Acumen presents the eight most
critical areas for leaders to understand including
business terminology, regional and global economics,
global finance awareness, strategic marketing,
organizational behavior, enterprise knowledge
management, operations management and business
innovation. |
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Chapter
4: Worldview
Worldview identifies the importance of gathering
information from multiple sources and demonstrates
how you can enhance and maintain the broadest
perspective of the world. |
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Chapter
5: Global People Leadership
Global People Leadership presents, from the perspective
of the complexities of global leadership, views
on how world-class leaders adjust their style,
expectations, and timelines to achieve the same
outcomes as they would in their country of origin.
They recognize of power of harnessing the strengths
of the team s background, experiences, cultures,
and traditions within the context of what will
work in each situation and each market. |
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Chapter
6: Global Business Leadership
Global Business Leadership presents, from the
perspective of the complexities of global leadership,
views on business complexities, strategy and vision,
usage of technology, alignment, structure and
change, extreme networking, and prioritization
of time and outcomes.
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Chapter
7: Artistry and Science of Global Leadership
Dr. Mukesh Aghi, Chief Executive Officer, Universitas
21 Global (U21Global), Singapore, provides insights
into the artistry and science of global leadership
by taking us back to the roots of global leadership.
Mukesh shares stories, both personal and from
others, that address the manner in which globalization
has changed the world; coupled with the explosion
of technological advances over the last few centuries,
and its impact on the global nature of leadership
today. |
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Chapter
8: Satyam: the Creation of a Global Company
Ramalinga Raju, founder and chairman of Satyam
Computer Services, India, takes us on the journey
through six orbits that have solidified the success
of this global company.
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Chapter
9: Transitioning to a Global Mindset
V. Shankar, global head corporate finance of Standard
Chartered Bank, Singapore provides history, context
and perspective on how companies around the world
are transitioning to a global mindset. V. Shanker
shares the need for large organizations, as opposed
to a few individuals, to transition to a global
mindset, how if organizations are viewed as a
collection of individuals united by a common purpose
combined with the forces of globalization, technology,
and information explosion have changed the economic
landscape. |
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Chapter
10: Booz Allen Hamilton's Global People Strategy
Dr. Ralph Shrader, chairman and chief executive
officer, Booz Allen Hamilton, United States, provides
a first-hand account of the transition from several
distinctly different cultures to one global culture,
Ralph provides historical perspective and stories
to illustrate the steps taken in the next evolution
of their global people leadership strategy. |
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Chapter
11: Global Risk Strategies
Geoff Taylor, director of risk management, Nike
Europe, Middle East & Africa Region, Nike
European Operations Netherlands BV discusses the
business case for how global businesses must have
a new focus on risk awareness and management.
Geoff provides concrete steps for developing a
solid enterprise risk management Strategy with
the right support from the top to ensure its success.
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Chapter
12: Vodafone Change Leadership
Antonio Aleman, business unit managing director,
Vodafone Spain shares key elements for success
and the lessons learned, of a local subsidiary's
s integration into the multinational group. Antonio
demonstrates how applying the benefits of globalization,
without losing local identity and at the same
time transitioning its employees to a global mindset
in an international environment result in greater
long term results.
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Chapter
13: Managing Your Global Leadership Development
Frank-Jürgen Richter, president, HORASIS,
Geneva, Switzerland and Marjan Bolmeijer, chief
executive officer, Change Leaders, Worldwide provide
insightful learning activities for current and
future global leaders to expand the bandwidth
of your cultural sensitivity, get the right global
feedback, and chart the cultural mosaic of your
world.
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Chapter
14: Conclusion
Conclusion provides guidance for future global
leaders and final views from the more than fifty
world-class leaders who have lived and worked
in more than sixty different countries who contributed
to this book. |
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About the Book