Global roles are complex, unpredictable, and loaded with ambiguity. What do effective global executives do to master their environment and deliver results? Being hard-charging and smart come with the territory. What else helps? What's the mindset in Global Mindset? Let's start with listening and reflection. Successful global executives know when to step back and cultivate their curiosity. They explore the world through experience, reading, and asking lots and lots of questions. Powered by curiosity, they listen to others, seek feedback, and reflect on their experience.
Leaders who are curious also tend to appreciate ambiguity. Rather than judge others or themselves, they face uncertainty with optimism and openness.
Take cultural curiosity. By engaging with people from other countries and suspending their own judgments, they learn about their own implicit cultural assumptions. Successful global leaders are culturally self-aware and understand how their behaviors land on others. With this, they can adapt their style to fit the situation and the needs of their colleagues. This is a core quality of global mindset and takes practice. Putting others at ease increases credibility. It helps with team building. (For relevant posts check out Ten Things Charismatic Leaders Do and Ten reasons why Asia is good for your career in my recent LinkedIn blogs.)
I once asked the Regional Head of Southeast Asia for a major multinational if she was willing to become better at adapting her style to meet the needs of others. "Yes," she said, "I can learn to do it, but I'm not sure I want to."
"Wanting to" comes from deep inside. You have to really want to do it. It can sap your energy.
This gets to another core quality. Physical and mental energy. Tenacity. Engaging with others across functions, boundaries, time zones, and cultures takes enormous resilience. The late night conference calls are only part of the story. But you can't influence executives half a world away without it.
Not surprisingly, it also takes confidence. Otherwise leaders would just throw in the towel.
I've seen executives increase both their confidence and their tolerance to ambiguity. How? We've noticed that by pausing, reflecting, listening and engaging with others, leaders begin to approach ambiguous and complex situations with greater confidence and credibility.
These global leaders are conscious of their strengths and weaknesses in their entirety and approach people and situations with humility (another core quality).
Driving for results is a given. What's under-appreciated is the need to reflect and manage ourselves amidst uncertainty, ambiguity, and heightened complexity. It takes consciousness. (Check out Daniel Goleman's Self-Regulation: A Star Leader’s Secret Weapon.)
The good news is that we can measure these qualities through our assessment tools. By openly presenting our assessment data to global executives, we build self-awareness, reflection, the commitment to change, and a greater sense of purpose. And purpose drives performance. This is the "mindset" we look for in Global Mindset.
For thirty years, Michael Bekins has lived and worked in Asia, Europe, and the US in global and regional roles, making almost a dozen cross-border moves. He is Managing Partner of CapitaPartners, an executive coaching and consulting firm specializing in Global Mindset and Purpose-driven Careers (see SpringBoard). Connect on LinkedIn. Follow Michael on @michaelbekins.