Download The Global Business Leader: Practical Advice for Success in by J. Brown PDF

Download The Global Business Leader: Practical Advice for Success in by J. Brown PDF

By J. Brown

This new e-book introduces up and coming leaders to the abilities and methods had to reach todays, and tomorrow's, firms. protecting parts akin to networking, development groups, main issue administration and the work/life stability, it is a useful and available advisor. Written with 25 years of management event, this is often a useful advisor for fulfillment.

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Extra resources for The Global Business Leader: Practical Advice for Success in a Transcultural Marketplace (INSEAD Business Press)

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And you must figure out what aspects of the situation you have the power to influence. I think prejudice is something a leader just has to fight against. There are times when you can’t go along with the local custom. But there are ways to do this respectfully. In cases where differences seem 13 THOUGHTS ON LEADERSHIP unbridgeable and tempers start to show, I always ask for a time-out to let everyone cool down. And I try to be subtle and calm, but persuasive and persistent. Persistence is what creates the win-win; people usually come around.

Today, some might read that as a carte blanche for looking out for number one, but I think it’s more meaningful as a reminder to be clear about what you believe; to know the kind of person – the kind of leader – you want to be; to understand the difference between right and wrong, and to have a firm idea of what is nonnegotiable for you. Over the years, I’ve adopted the term “mirror test” to describe this. I’m sure you’ve heard similar phraseology – it boils down to a question: Can I look at myself in the mirror and know I’ve done the right thing?

But because the very nature of mentoring does not violate but reinforces respect for seniority, if the company encourages it, mentoring can flourish in such cultures. From what I’ve seen, some European countries don’t emphasize mentoring much at all. The top-ranked people tend to come by their positions based on their years of service and, perhaps because of this, they seem less concerned about developing the next generation of leaders. Perhaps this will change with time, as the new generation of transcultural leaders emerges within these companies and countries.

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