Our executive coaching clients often tell us about their challenges in running a global or cross-border business. We hear comments like, It's hard for me to motivate people in other countries, I'm losing my confidence and motivation, I have no work-life balance, I'm not having enough impact on strategy, I'm constantly exhausted.
In Asia, for cultural reasons, a leader’s willingness to project charisma strikes many as chameleon-like, a bit disingenuous and risky.
Coaching uncovers our behaviors and mindsets, some pleasing, others not, and places them out on the table for observation and introspection.
I didn’t start out with the ambition to achieve what I have. Over time, with each new step, I slowly realized what I love to do, what I am good at, and what’s most important in my life.
Many expatriates voluntarily bail out of their expat status, recognizing it as a symbol of an outdated colonial mindset and a costly burden for their employer.
Managing people has mostly to do with how we manage ourselves. As we move into 2014, here is the inspired wisdom of some of my friends and clients across Asia.
Studies show that global roles are different. Global executives experience far more complexity, flux, and ambiguity in their jobs than do domestic executives. They deal with a multiplicity of stakeholders across diverse cultures and boundaries. Intelligence alone doesn’t lead to success.
Leadership is visceral. It requires interaction and reaction, trial and error. Leaders touch their teams and push them forward. And they develop in their people the capacity to thrive in this new volatile and ambiguous world.
It would be a mistake to assume that KC needed to be someone he was not in order to succeed in his new role. That was KC's fear. Through coaching, he figured out how to use his strengths while learning new skills.