globalEDGE Blog - By Tag: leadership

As someone who played tennis at a high-level from kindergarten into my 20s (plus engaged competitively in other sports), I have always believed my drive to do well vis-à-vis the competition (versus others and versus my own past accomplishments), in anything I set out to do, is rooted in a values-structure tracing to my competitive tennis days. Some even argue that tennis players make the best employees! Now, this is not about tennis; it’s about former athletes being global leaders.

But this is not any athlete. Most people play sports as a part of their upbringing. If you are like me, I had my children try out a bunch of different sports to see what they liked, didn’t like, and what could diversify their mindsets. This recreational, low-level sports engagement makes for well-rounded individuals, I believe, but doesn’t make them leaders per se. High-level sports, at least college sports or equivalent, and preferably some kind of professional level where you can at least make some money, is what sets the tone for global leadership.

Somewhat provocatively, let's pose the question: Are good dictators better for a country (and the world) than bad elected presidents?

Traveling the world, mainly for business-related reasons, has gotten me thinking about country governments, infrastructure-building, and the world community. The United Nations has 193 members, which means almost all countries in the world are UN members (54 countries or territories, recognized as such, are not, including notable exceptions such as Taiwan, Kosovo, Vatican City, and Palestine).

On my most recent trip to Kenya and the meetings of the United Nations Conference on Trade and Development (UNCTAD) and the World Investment Forum, there was a plethora of countries represented and numerous high-level officials. And, since the meeting was in Africa, most of the 55 countries in Africa and its 1.2 billion people were represented by officials. Africa has seen its share of “dictators” and elected leaders, and that begs the question of which is the best – it seems the answer should be easy, but is it?

What makes a company great? Journalists, universities, think tanks, and CEO’s themselves have been trying to find the formula for decades. The rise of the multinational corporation has only increased the desire to find what makes a company great. With companies that are so large and have such diversified products, the variables that enter into the equation seem infinite. In the book Good to Great, Jim Collins attempts to identify what allows companies to make the leap from being a good company to being a great company.

The reality of cultural diversity exists not just on the international business scene but also within an organization. As such, if they are to truly make use of the increasing opportunities and benefits that the global economy is providing, they have to make sure that their employees have sufficient intercultural competence. Communication is imperative for success in the business world, and most people would think of the language barrier as the largest hindrance. However, I’m here to argue that just knowing the local language will not help you be successful in an international setting.

On almost any business team, confrontation is something that is part of every meeting. It is a way to get ideas out on the table, and usher in new innovative solutions. Even at the university level, students are taught how to confront peers in correct ways, to empower team members and not scare them off. However, in the context of a team made up of multiple cultures, this typical American stance on confrontation could be viewed as downright rude and inconsiderate.

No. Well, at least not for a while, according to Xu Xiaoping. Xu ranks among China’s most prominent angel investors. He is also CEO of a NYSE-listed education company called New Oriental Group that helps prepare people from China to study overseas. There are many reasons why innovation has been lacking in China. Many of these reasons deal with cultural differences in comparison to other countries, where innovation is encouraged and embraced.

When speaking with U.S. business leaders about global leadership and cultural intelligence, I’m often asked, “Is anyone talking to people in China and India about their need for this? After all, shouldn’t this be a two-way street?”