Leading others has mostly to do with how we manage ourselves. Here are some concrete ideas for succeeding in global roles. 1. Get on top of your job.
Why? When we enjoy our jobs, it shows. Getting on top of our jobs allows us to focus on strategic thinking, building critical relationships for the future, and influencing up. But here’s the rub: Studies show that cross-border, cross-cultural, and multi-functional global roles in Asia are different. They are high in complexity and uncertainty as Asia grows in size and importance. And often there is no playbook. Our challenge is to manage this surge in complexity by becoming more versatile in the way we manage data and interpersonal relationships. Listen for feedback. By becoming more self-aware of your strengths and limitations, how you make decisions, and how you relate to people, you can more effectively manage through others. (See Getting on top of the job in Asia)
2. Make your voice heard at Head Office.
Why? As the global center of gravity shifts to Asia, Asian leaders need to demonstrate greater influence on global strategy. There is a vacuum to fill and CEO’s expect you to fill it. But it’s hard, especially for Asian leaders with no experience in headquarters. One Head of Asia described her mindset shift to me. “Before I was promoted into this job, I used to think that “Corporate” decides the strategy and Asia’s job is to execute. Today I understand that there is no Corporate. Corporate is us.” Many of today’s CEOs want Asia to take the lead in strategy formulation, given the growing impact of Asia on growth and earnings. But winning a seat at the table is hard for Asian leaders. By learning influencing skills, thinking systemically across the organization, and building key global relationships, executives in Asia can begin to speak up and make their voices heard.
3. Become the go-to person across the company.
Why? Being the go-to person is a visible sign of influence. Think about it. To whom do you ask for ideas and why? By demonstrating value in everyday conversations and contributing to the effectiveness of others, you are demonstrating soft leadership. These are the leaders who get promoted.
4. Build a reputation for innovative solutions.
Why? Creating innovative third-way solutions require us collaborate with others without regard to status or who owns the ideas. At CapitaPartners, we use the term, “win-win-win solutions: I win, you win, we win.” Yong Nam, the big-thinking former CEO of LG Electronics, cultivates this enlarged definition of “we.” He once said to me, “I look for leaders who win in collaboration with customers and suppliers. The entire value chain wins." Another friend, the CEO of a large Asian telecommunications company, says his company built their leading market share in China by ensuring that Chinese consumers won. And they did this by helping the Chinese government build the necessary infrastructure. So what does it take to create innovative solutions? My friends would say hard work, lots of humility, and an enlarged definition of "we."
5. Build versatility in decision-making styles.
Why? Managing effectively is mostly about making good decisions. We make decisions all the time, big and small—from where to go to lunch, to how best to manage a critical meeting, to whom to hire. Minor decisions can be made on the fly. Bigger decisions, involving multiple stakeholders require an aptitude for integrative thinking—the ability to source others for data, consider multiple solutions, and connect seemingly unrelated dots. Savvy executives use multiple decision-making styles, depending on a decision’s urgency and complexity. Versatility in our decision-making styles allows us to consciously use the decision style that best suits the situation. This takes practice.
6. Build your empathy.
Why? Research shows that effective senior executives demonstrate higher levels of empathy, cultural self-awareness, and interpersonal adaptability than their less effective counterparts. Empathy allows us to step into another’s shoes. Another former colleague uses the word “executive maturity” to describe these qualities. We can grow our ability to empathize with others, starting with active listening, becoming culturally self-aware, and demonstrating respect for others. But it’s hard. The Asian virtues of humility and respect provide good starting points.
7. Find your purpose.
Why? Your purpose is your compass, your true north. Purpose puts meaning and potency into your everyday actions as a leader. It is said of Jeff Bezos, CEO of Amazon, that his success as a leader has much to do with his relentless search for truth. This in turn has shaped the Amazon culture. President Obama said of Nelson Mandela that he moved South Africa toward justice and in so doing moved billions around the world. Leaders with purpose embrace their strengths and limitations, convictions and doubts in their entirety. They speak to what is best inside us. For these leaders, promotions, security, and reputation are the not the goals but rather the results of purposeful leadership. As the ancient Chinese philosopher Lao Tzu said, “He who knows others is wise. He who knows himself is enlightened.” We may not all achieve this. It's the journey that counts.