THINK AND ACT GLOBALLY
WHY IT MATTERS
From a business perspective, the once sprawling and expansive world is shrinking at an exhausting pace. The evolution of technology has made it possible to be in every part of the world in a single day. Competitors and customers now come from anywhere and at any time and can either make or break a business or organization. Leaders who think and act globally spread the success of their organization across borders. They don’t limit their work to a geography. They create success beyond their own backyards. Leaders who don’t know how to think and act globally risk not seeing the potential opportunities or threats that exist, and if they do, they risk responding to them in ways that do more harm than good.
WHAT IT LOOKS LIKE
Leaders that think and act globally recognize they are part of an increasingly interconnected world. They see their influence on the world and, in reverse, its influence on them. They know as expansive as the world is, it will only get smaller as technology advances allow the people to work together in new ways. They know the days are past when understanding your environment meant only knowing your local customers and competition. They know the greatest potential assets and threats to their work are now found across oceans.
Leaders that think and act globally learn about the global environment in which their organization exists. They understand how their global industry works. They seek out and form relationships with people in different parts of the world. They pay attention to current events in the news and media and consider their implications. They study the cultures and histories that make the world where they work what it is today. They rally partners around them who understand the world better than they do. They take advantage of every opportunity to become an informed global citizen.
Leaders that think and act globally pause to think about how their decisions will affect not just those most proximate to them, but how they will affect their stakeholders, customers, employees, operations, and competitors around the world. They are willing to counsel with those living in different parts of the world about how decisions will affect them. They want their help to unearth what might be overlooked. They respect the realities of those working in different parts of the world and are quick to follow their ideas and feedback.
Leaders that think and act globally teach their organizations to always ask questions. Rather than assume they know how their decisions will fair in some part of the world, they teach them to become informed. They continuously hold in front of people the need to be looking for the global opportunities they might take advantage of or the global hazards they need to avoid.
Leaders that think and act globally recognize and value the impact that differing cultures, norms, business practices, and social expectations create. They do their homework before doing business in new locales. They ensure they are extra sensitive to and are thoroughly informed regarding local business practices. They blend in, and gain the trust and respect of those they work with internationally.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
PSYCHOMETRIC 360 QUESTIONS
From a business perspective, the once sprawling and expansive world is shrinking at an exhausting pace. The evolution of technology has made it possible to be in every part of the world in a single day. Competitors and customers now come from anywhere and at any time and can either make or break a business or organization. Leaders who think and act globally spread the success of their organization across borders. They don’t limit their work to a geography. They create success beyond their own backyards. Leaders who don’t know how to think and act globally risk not seeing the potential opportunities or threats that exist, and if they do, they risk responding to them in ways that do more harm than good.
WHAT IT LOOKS LIKE
Leaders that think and act globally recognize they are part of an increasingly interconnected world. They see their influence on the world and, in reverse, its influence on them. They know as expansive as the world is, it will only get smaller as technology advances allow the people to work together in new ways. They know the days are past when understanding your environment meant only knowing your local customers and competition. They know the greatest potential assets and threats to their work are now found across oceans.
Leaders that think and act globally learn about the global environment in which their organization exists. They understand how their global industry works. They seek out and form relationships with people in different parts of the world. They pay attention to current events in the news and media and consider their implications. They study the cultures and histories that make the world where they work what it is today. They rally partners around them who understand the world better than they do. They take advantage of every opportunity to become an informed global citizen.
Leaders that think and act globally pause to think about how their decisions will affect not just those most proximate to them, but how they will affect their stakeholders, customers, employees, operations, and competitors around the world. They are willing to counsel with those living in different parts of the world about how decisions will affect them. They want their help to unearth what might be overlooked. They respect the realities of those working in different parts of the world and are quick to follow their ideas and feedback.
Leaders that think and act globally teach their organizations to always ask questions. Rather than assume they know how their decisions will fair in some part of the world, they teach them to become informed. They continuously hold in front of people the need to be looking for the global opportunities they might take advantage of or the global hazards they need to avoid.
Leaders that think and act globally recognize and value the impact that differing cultures, norms, business practices, and social expectations create. They do their homework before doing business in new locales. They ensure they are extra sensitive to and are thoroughly informed regarding local business practices. They blend in, and gain the trust and respect of those they work with internationally.
BELIEFS
- The first key to thinking globally is to simply stop and think. Don’t let the global perspective and questions get overlooked.
- What works in one part of the world might not work at all in another part of the world. Don’t assume anything.
- The differences in cultures, business practices, and business norms are to be appreciated and embraced, not lamented.
- The more you adopt, become like, and accept the people and culture you are entering, the greater success you will have.
- If you don’t know how a local culture or another country works, it will always pay off to find out, and cause problems if you don’t.
- Major opportunities have been lost due to unintentional cultural offenses and missteps, always do your homework.
- The best way to ensure success in another part of the world is to form an ally with someone who lives and works there.
- Trust the people who are on the ground. They will always know more about the local culture than you do.
BEST PRACTICES
- Ensure your decisions work globally.
- Segment global and local customers.
- Allow for localization of global decisions.
- Seek local perspectives on global issues.
- Always show respect to different cultures.
- Collect information from international partners.
- Appreciate different people and places.
- Participate in the customs of others.
- Adjust for differences in local business practices.
- Know how you fit in the world.
- Change your style based on where you are.
- Respect cultural and social differences.
- See the world through global lenses, not local.
- Play a global decision out before making it.
- Know the international threats to your business.
- Stay current on international issues.
- Think about how global issues may affect you.
- Look for global threats and opportunities.
- Manage across borders with sensitivity.
- Rely on local knowledge to enhance solutions.
- Consult with others when questions arise.
- Form allies in other parts of the world.
SELF-REFLECTION
- Do I pay attention to world events and their potential impact on my work, or do I think little of the world around me?
- Do I try and form relationships with like-minded professionals in different parts of the world, or is my network limited?
- Do I study the impact of decisions on those outside my native country, or is my vision limited to my own back yard?
- Do I counsel with those who will be directly impacted by decisions internationally, or do I take action blindly?
- Do I keep an eye out for potential global threats and opportunities, or do I not see what’s coming?
- Do I become familiar with the local business practices of different areas of the world, or do I fail to be informed?
- Do I set aside time to think about the bigger global picture, or do I rarely think past what I have to do today?
- Do I assume what works in one part of the world will work in another, or do I customize my approach as needed?
WORDS OF CAUTION
- Don’t spend so much time studying the world view that you lose track of what is happening in your own back yard.
- Don’t let programs become overly complex because you are trying to account for every potential global need at once.
- Don’t become too far out of balance in your strategic mix of global standardization and approved local customization.
PSYCHOMETRIC 360 QUESTIONS
- I know exactly how I fit into the world picture.
- Thinking about how the world works is exciting.
- Understanding other cultures is important to me.
- I keep track of world news.
- I like to learn about different cultures.
- Things happening in the world influence my organization.