Chapter 25

Globally Savvy Leaders

Stephen H. Rhinesmith

In This Chapter

• What a “whole” leader looks like, and how using head, heart, and guts skills are necessary to meet the challenges of a complex, diverse, and uncertain world.
• Why a globally savvy leader must be a whole leader—a leader who is balanced in head, heart, and guts.
• Nine steps a leader can take to become a globally savvy leader.
• What a globally responsible leader looks like, and some of the emerging principles one must have to be a globally responsible leader.

 

The need for leaders who are comfortable dealing on a global level has never been greater, but the demand still exceeds the supply. In an increasingly complex, diverse, and uncertain world, leaders will have to use their head, heart, and guts in new ways to become globally savvy leaders. They’ll be challenged to rise to a new standard of leadership behavior during the years ahead, and they will be required to focus on the right issues and have the empathy, compassion, and capacity to achieve their financial and organizational objectives with the delicate balance needed for the world to develop in a collaborative and sustainable manner.

When Ian Cook became CEO of Colgate-Palmolive, he stepped into a role previously held by Reuben Mark, who had led the company during two decades of nearly unparalleled growth. Rather than leading in the same way, however, Cook recognized the new challenges of today’s global marketplace. He recognized that to maintain financial strength, ability to execute, and strong values, Colgate would have to find a blend of skills between the old model and the new requirements of the marketplace. As Cook has proceeded, he has been careful to analyze but not paralyze his company, and Colgate continues to grow—even during the recession of 2008 and 2009.

The late Anita Roddick, founder of the Body Shop, worked to advance social rights through a strong niche market. The company has provided onsite child care at its British location; campaigned against the scientific testing on animals; and been on the cutting edge of diversity issues. Roddick even wrote a book titled A Revolution in Kindness and founded the Social Adventure Network, a coalition of companies focused on “making business kinder.” Though her heart and compassion drove these initiatives, her passion for social causes would have gone unnoticed if her company had not been successful. But she balanced her compassion with intellect and risk taking to create a strong business as well.

In 1997, Steve Jobs returned to his position as CEO of Apple and shocked both the company and the world when he announced in his first speech that Apple would have to reach outside the company to other partners for help in innovation. He gave his people permission to find innovative ideas from anywhere outside the corporate culture, and in the process, took Apple from a sheltered technology organization to a global empire. As a result of this “open innovation,” Apple now has more than 200,000 companies worldwide creating Apple-compatible products. Jobs took a big risk that paid off.

Although it’s encouraging to read about the successes of a Cook, Roddick, or Jobs, the truth is that for every successful, globally savvy leader, there are dozens more who lack the skills to become the globally savvy leaders their companies need. The supply of these leaders is growing, but demand is moving at exponential speed. And the fastest growth of supply is in countries outside the traditional U.S. and European markets. Large populations of graduate students and young professionals in China, India, and other emerging countries are investing time, money, and attention developing the multilingual skills and the global cultural and business acumen that will allow them to operate effectively in a highly interdependent world.

What does it take to be an effective global leader in today’s fast-moving and complex business environment? And how can all leaders prepare to compete in a globalized economy with leaders who are more globally savvy every day? Let’s look at nine steps that leaders can take to become globally savvy:

• Develop a global mindset.
• Drive for the broader picture.
• Balance paradoxes.
• Develop cultural self-awareness.
• Develop cultural empathy.
• Lead and develop globally diverse talent.
• Clarify important values.
• Balance money and meaning.
• Become a globally responsible leader.

The rest of this chapter considers these steps within the framework of a model delineated below, organized within the realities of head, heart, and guts.

Whole Leadership

A few years ago my colleagues Peter Cairo and David Dotlich and I wrote a book in which we presented a perspective on leadership based on more than 50 years of collective coaching and training of leaders throughout the world. We called it Head, Heart and Guts: How the World’s Best Companies Develop Complete Leaders.

The formula is very simple, but it translates well across many cultures and levels of leadership around the world. We have found that the truly effective leaders with whom we have worked have some combination of the following:

• Head: They use their intellect to analyze business issues and develop a business vision, purpose, and strategy that allow their companies to be successful in a highly competitive and complex global marketplace.
• Heart: They use their emotional intelligence to understand global markets, a diverse workforce, and increasingly demanding stakeholders who present concerns about everything from child labor to carbon footprints to sustainable development.
• Guts: They make tough choices based on clear values and use their intuition and experience to guide them in balancing the competing interests of an uncertain world.

We call these leaders “whole leaders.” Partial leaders can be successful, but usually only under limited circumstances. Head-dominant leaders can dominate strategy. Heart-dominant leaders can generate the loyalty of workforces around the world. And guts-dominant leaders may be able to make bold moves based on clear beliefs. But when the business agenda changes, which it inevitably does, these partial leaders stumble if they are unable to use other skills to respond to new leadership demands.

Global Complexity, Diversity, and Uncertainty

The last 20 years have brought great evolutions in the world, making it vastly more complex, diverse, and uncertain than the world the leaders of the past had to face.

The world is growing more and more complex. The last 20 years have seen the emergence of China as a major economic power, India’s rise as an unparalleled service provider, and Russia beginning to reassert itself as a major political, military, and economic power. Other countries continue to develop new competitive companies on a global scale. The global banking crisis and subsequent recession have rendered business models obsolete in many industries, and leaders throughout the world are grappling with the need for continued growth in revenues and profits while simultaneously facing a shortage of new products and services and the need to reduce costs and gain greater efficiencies along the supply chain. We have seen the banking, automotive, airline, and pharmaceutical industries caught in the throes of new market and global dynamics in ways that leaders and analysts are only beginning to understand. And the business environment and businesses themselves have become so complex that without a good intellect it is practically impossible to be a successful leader.

The world is also becoming more and more diverse. There has been an explosion of cultural and generational diversity among consumers and workers. Oversight by regulatory agencies demanding attention to many new special interests has increased dramatically. And a wide range of regional and global interest groups have emerged demanding responsiveness to their concerns. As a result, leaders today must be able to identify with multiple perspectives while maintaining a focused agenda to sort through the demands being made on them. Being responsive to the forces of a diverse world while guiding an organization through increasingly competitive business shoals requires sensitivity on the one hand and resolute determination on the other—a balance not often found in most leaders.

And finally, the world is becoming more and more uncertain. Many leaders are facing greater uncertainty than ever as the challenges they confront often cannot be solved but must be balanced as unending dilemmas and paradoxes needing constant monitoring and attention. Balancing global needs for integration and coordination to gain economies of scale with local interests for customization and tailoring products to local interests and tastes is just one of a multitude of issues with which a global manager must continually deal. In such cases, vision, values, judgment, and experience become key factors in enabling leaders to find a path in uncertain times.

The Globally Savvy Leader

These two trends—the need for leaders with head, heart, and guts; and the need to deal with an increasingly complex, diverse, and uncertain world—can be organized in a model for the globally savvy leader, as represented in figure 25-1. Globally savvy leaders use their head, heart, and guts to deal with this more complex, diverse, and uncertain world. A leader today must have adequate cerebral intelligence to manage the challenges of a complex world; adequate emotional intelligence to respond to the diverse demands of global consumers, workforces, and stakeholders; and the foundational moral intelligence that allows him or her to make their way through the vagaries of choices that depend on a higher vision and purpose that provides light at the end of some very dark tunnels.

Although it is true that these challenges can be met by leaders who have these three characteristics, it is not quite this simple. A whole leader in the end must use all three components of leadership—head, heart, and guts—to deal with each of the global challenges— complexity, diversity, and uncertainty. For the purposes of this brief discussion, however, let’s focus on the use of head for complexity, heart for diversity, and guts for uncertainty. (A fuller examination of how head, heart, and guts each applies to these challenges is developed in Leading in Times of Crisis: Navigating Complexity, Diversity and Uncertainty to Save Your Business [Dotlich, Cairo, and Rhinesmith 2009].) Let’s look at each of these in more detail.

A Head to Manage Global Complexity

Senior leaders today face an unprecedented number of complex global issues that they must understand, with which they must identify, and to which they must respond. But for many leaders this is uncharted territory. Though having been raised in one country with skills honed on a domestic landscape, many leaders now find themselves facing global competitors, suppliers, regulators, and customers with a dizzying array of concerns and needs. The capacity to respond to this globally complex and interdependent set of variables requires leaders who have a strong intellect and a broad understanding of global social, political, and economic dynamics.

Developing a Global Mindset

The truly savvy global leader today must begin by developing a global mindset. It is estimated that substantially less than 10 percent of adults in the developed world have reached a level of personal development wherein they have a genuinely global outlook. Recent research by Mansour Javidan and others at the Thunderbird School in the well-known GLOBE (Global Leadership and Organizational Behavior Effectiveness) project have provided detailed analysis of a global mindset. They have found that a global mind-set requires what they call “intellectual, psychological and social capital.” The first of these, intellectual capital, “is all about having knowledge and cognitive ability to deal with complexity, because the global world of business is more complex than the national world of business,” says Javidan. This requirement to understand complex global social, economic, and political dynamics and their interaction is key for globally savvy leaders, who must develop strategies that anticipate global trends and reflect a close-up familiarity with different countries. They must develop products and services that will be accepted in wide-ranging markets around the world. And they must analyze the comparative advantages that can be gained in the complex supply chains needed to deliver the best quality to the most profitable market at the lowest cost under constantly changing market and competitive conditions.

Adrian Slywotzsky, a colleague of mine at Oliver Wyman, has written extensively about value migration and its effect on business strategy and organizational design. His basic hypothesis is that as consumer definition of value migrates from quality, to quality plus cost, to quality plus cost plus timely delivery, for example, an organization’s design and business strategy must constantly be updated. The complexity that this introduces into global organizations requires leaders who not only understand complex markets but are also able to manage complex organizational designs, systems, and processes to deliver efficient and effective products and services on a global scale.

Driving for the Broader Picture

I have often said that none of us was born global. We were all born local, but those of us who have lived globally can be characterized by a desire to drive for the bigger, broader picture and to understand the context of management challenges as well as the content.

Our organization did a study several years ago of CEO success and failure. We discovered that CEOs who focused on content—that is, being the smartest person in the room with all the answers—failed at a rate three times higher than those CEOs who focused on context— that is, understanding the broader picture and then utilizing the resources in the room to address areas where they did not have specific knowledge or expertise. Understanding the world with a global perspective is a lifelong journey. Global leadership learning never ends, because each year global leaders are faced with changing market conditions, business capacity, and personal conditions that mean that approaches to leadership that worked last year probably will not work this year, and definitely will not work as well in five years. If one is not a lifelong learner, one can never be a globally savvy leader.

Lifelong learning doesn’t have to be difficult. For many leaders, developing this perspective can be as simple as asking questions or admitting that more information should be gathered. Bill Weldon, the CEO of Johnson & Johnson, regularly invites feedback by asking his executives “How can I be more effective?” He’s also not afraid to say “I don’t know” when people ask what should be done. Mark Parker, the CEO of Nike, will often say publicly “I’m still learning.” These attitudes foster an environment of curiosity, openness, and willingness to discover that helps create a global perspective.

Balancing Paradoxes

Probably the best example of the complexity that leaders face in global organizations today is the challenge of managing global/local paradoxes. Paradox or dilemma management has become a basic skill of all effective global leaders. Paradox management requires the balancing of conflicting demands—what Joseph Badarocco at Harvard Business School has called choosing between right and right. He maintains that it is comparatively easy to choose between right and wrong, but choosing between right and right requires leaders to know who they are, what they are trying to achieve, and what they have the courage to be known for. This is one reason why global leadership training focuses more on the development of a whole leader with extensive self-awareness than merely on an executive who is knowledgeable about strategy, finance, or organization.

Balancing global and local interests requires a deep understanding of local interests on the ground and around the world. This means that a globally savvy leader must travel. It’s that plain and simple—and complex, because such a leader must not only travel but must also learn—and learn fast. He or she must have in place the analytical and conceptual frameworks that allow taking in enormous amounts of information around the world and seeing emerging patterns that can provide insights into how resources will be allocated and where competitive advantage can be gained. You cannot successfully manage a global organization in 45 countries if you have only been to 20 of them.

One study done at the Massachusetts Institute of Technology some years ago discovered that the single most important factor affecting a local organization’s willingness to accept the decision of global headquarters was a belief that the leaders making the decision at the global level understood the local conditions in their country. This is not going to happen if leaders do not travel. And this does not even begin to address the interpersonal aspects of trust that need to be developed in most relationship-oriented countries of the world.

Leaders who successfully balance the competing demands of global needs for efficiency and consistency and local needs for differentiation and customization must develop a point of view on a wide range of complex problems. A leadership point of view must be understandable, easily communicable across many cultures, and expressed in ways that are authentic and believable. To achieve this, a leader must be transparent in his or her decision-making process. Transparency in decision making and leadership communication consists of four basic steps:

1. Clearly state the problem or dilemma that one is trying to manage.
2. Describe all alternative solutions that have been offered by various constituents with a stake in the outcome of the decision.
3. Lay out the criteria used in making the final decision.
4. Describe how the problem will be solved or the dilemma will be managed by the choice that has been made.

Those familiar with paradox management will understand that the fourth step refers to the fact that only problems can be solved. Dilemmas or paradoxes cannot. They must be managed over time through a process of balance and understanding of the inevitability of both sides’ needs being met. Think of work/family balance as an example. One does not solve the work/family dilemma by choosing one side or the other (at least not if one wants to live with both parts in one’s life). Instead, work and family are balanced through an oscillating process that seeks to optimize the needs of both demands over time.

These three skills—developing a global mindset, driving for the broader picture, and balancing paradoxes—are basic for the globally savvy leader in dealing with complexity.

A Heart to Manage Global Diversity

There is perhaps no better example of the challenges of global diversity than the Disney experience in Paris, Tokyo, and Hong Kong. Disney has always stood for happiness, family, service, and fun in its theme parks in the United States. It has developed a wholesome image and an “efficiency with a smile” reputation that has seldom been matched in the entertainment industry. Disney assumed that global expansion would be reasonably easy because a large proportion of the people who visited its theme parks in the United States came from overseas.

But international tourists and local consumers are two different things. In Paris, the French interpreted the new Euro-Disneyland as American imperialism. In contrast, the Japanese and Chinese had no problem with the theme parks themselves, but very different ways of managing their employees and marketing the experiences. Although Disney has survived the challenges of its global expansion, it has learned a great deal about managing global diversity, and in the process has discovered that customs, beliefs, values, and perceptions make an enormous difference in experiencing “family entertainment.”

Disney’s global expansion reflects a lack of what I call “global emotional intelligence.” Daniel Goleman (1995) described emotional intelligence as the need for (1) self-awareness, (2) self-regulation, (3) empathy, and (4) social skills. I have extended each of these components to (1) cultural self-awareness, (2) cultural adjustment, (3) cross-cultural empathy, and (4) cross-cultural leadership.

Developing Cultural Self-Awareness

Cultural self-awareness is very simply the awareness of what it is to be from the country you are from. This includes an understanding of the characteristics, values, and behaviors peculiar to your country, and especially those that may prove helpful or pose problems in working with people from other countries. Cultural self-awareness includes an understanding of the values and prejudices you carry with you. These values and prejudices are not necessarily right or wrong, but they can create difficulties when you operate in radically different cultures.

Cultural self-awareness is hard to develop without spending some time outside your own country. Many companies have learned that until leaders are sent on overseas assignments, it is difficult for them to understand the merits and difficulties of transferring knowledge and skills across borders, cultures, and values. Overseas assignments also help managers better understand different worldviews and appreciate their impact on marketing, advertising, human resource management, product development, strategic planning, and many leadership activities critical for success in a global world.

Jack Welch, the former CEO of General Electric, recognized the need for a deeper understanding of cultural differences. In a speech to GE employees in 2001, he said, “The Jack Welch of the future cannot be me. I spent my entire career in the United States. The next head of General Electric will be somebody who spent time in Bombay, in Hong Kong, in Buenos Aires. We have to send our best and brightest overseas and make sure they have the training that will allow them to be the global leaders who will make GE flourish in the future.”

Developing Cultural Empathy and Adjustment

To effectively manage in other countries, leaders need “cultural empathy,” or the ability to “place themselves in another person’s shoes.” But while “cultural empathy” is useful as a general concept, it isn’t quite enough when working in different countries around the world. Companies and leaders must be willing to make necessary adjustments that will allow them to hold true to core company values while enabling them to adjust to local environments and remain attractive to the local populations.

McDonald’s has achieved a good balance between core values and local traditions as it has expanded worldwide. The company has developed common standards for food preparation, purchasing, and customer service, but it still allows local franchises to establish different menus, product promotions, and pricing.

Arun Sarin, CEO of the Britain-based Vodafone, sums up cultural empathy as it is practiced at Vodafone this way: “Less than 5 percent of our operating profits come from the U.K. We’ve had to fundamentally redesign this company as a global company. In Germany, we feel German. In Italy, we feel Italian. In Spain, we feel Spanish. In India, we feel Indian. Here, we feel British. But there are [still] common values and common skills we look for.” Vodafone has 60,000 employees across 25 countries.

Without empathy and the willingness to adjust expectations, it is impossible to truly understand people, to gain their trust, or to provide products and services that respond to their needs. Empathy is also required to understand the strategies of competitors, to negotiate with governments, and to be credible to the people with whom you work day by day.

Leading and Developing Diverse Talent

Cross-cultural leadership, the final challenge of cross-cultural effectiveness, requires the ability to understand and manage diverse talent. Leaders must use their “heart” skills to understand and manage the diversity of talent in an increasingly global organization.

At Novartis, CEO Daniel Vasella, MD, wanted to implement assessment and performance rating tools that would help create a performance culture worldwide. Yet such an ambitious plan meant that he and his leaders would have to confront not only various cultural challenges to the “pay-for-performance” standard but also roadblocks in nations with a history of high inflation or strong union representation. In Turkey, for instance, the company demonstrated to the unions that not only were base salaries already high compared with international competition, but also that employees would have the potential to earn greater wages if allowed to work under the pay-for-performance system. In 2007, the company successfully negotiated with the union to install the pay-for-performance system among all its unionized employees in Turkey.

Even attracting top talent can present challenges. For example, to attract and keep top talent in the United States, Nike demonstrates the career benefits of being at Nike and gives employees rewards and personally challenging career paths. In China, however, recruitment has proved more challenging. Many times, career decisions are a family issue in China, and the decision to join a company is made by the family, not the individual. For Nike, talent strategy in China must rest on a recognition of the importance of family in Chinese culture and how the family influences an individual employee’s career.

These three skills—developing cultural self-awareness, developing cultural empathy, and leading and developing diverse talent—are all basic for the globally savvy leader in dealing with diversity.

The Guts to Manage Global Uncertainty

Uncertain times place enormous demands on leaders. It is clear by now, however, that when the world has become so complex that it cannot be understood through analysis and so diverse that all the needs and demands of various stakeholders cannot be met, then some other criteria, other than head and heart, must be used to make decisions and find a way forward. Thus, managing uncertainty through guts is a process whereby leaders learn to understand their values, develop a vision that is based on these values, and create an agenda that is ultimately resonant with broader, globally responsible goals. I call this moral intelligence.

Clarifying Important Values

In January 2009, at the nadir of the global economic recession, I was invited to speak about leadership to the 150 Young Global Leaders at the World Economic Forum in Davos, Switzerland. The World Economic Forum has become the annual gathering of world leaders across many sectors and continents to discuss the state of the world and how people can work cooperatively to meet the challenges of a changing world.

The Young Global Leaders Program was developed some years ago for a select group of the world’s leaders under the age of 40 who have had distinguished accomplishments in their fields of endeavor. It is a wide mixture of artists, politicians, royalty, entrepreneurs, business people, leaders of nongovernmental organizations, and others from around the world who come together to share their views on a wide range of global topics. I was asked to speak about leadership and the need for whole global leaders.

After my lunchtime remarks, I spent the rest of the day with the group as they discussed what they felt had led to the economic crisis and the best path forward. There were many ideas discussed and debated, but there emerged a general consensus that the global economic crisis had at some level been created by leaders who had lost their way on values. They felt the current leadership had failed to achieve an intergenerational perspective with a sense of long-term responsibility and commitment to the greater global community. In other words, the global economic system had lost its way due to a lack of moral intelligence on the part of thousands of leaders around the globe who had focused on short-term personal monetary objectives over longer-term global community needs. There was a feeling in the room that it was their generation’s responsibility to clarify the important values for leadership in an ecologically fragile and economically interdependent world, and that as leaders, they were obligated to speak out about the need to rebalance the priorities that many global leaders had failed to observe.

Balancing Money and Meaning

At the same time, there was a sense that leaders at all levels of all society had lost touch with the fact that people go to work for meaning more than for money. These leaders shared a belief that for the world to regain its economic balance, it needed to regain its moral balance—a feat that would require leadership to focus once again on those issues that are preeminent for the world’s ability to sustain itself not only in the present but also in the future.

Although the room at the World Economic Forum in Davos was filled with a healthy number of millionaires, and even some billionaires, there was an acknowledgment that the global wage structure had gotten out of balance and that the multiples of salary distance between the highest- and lowest-paid workers in organizations in many parts of the world had exceeded any reasonable number. This disparity, combined with a global economic recession, was leading to rising tensions between a super-rich class and a middle class losing its grip on its ability to continue living in a manner that it had achieved with a lot of work, sweat, and tears. The implications of this kind of gap, exacerbated by the poverty of spirit and soul into which it forced people, were felt to be not only politically unsustainable but also at some level immoral.

The need for moral intelligence in the world has been great at many times during history. But today anyone in a position of global leadership needs to be prepared to consider fundamental questions of human collaboration and coexistence, not only for the world today but also for the world of tomorrow.

Becoming a Globally Responsible Leader

In 2004, senior representatives from companies, business schools, and centers for leadership learning formed the Globally Responsible Leadership Initiative as a partnership to define what globally responsive leaders should do (see Globally Responsible Leadership Initiative 2005). They concluded that globally responsible leaders at all organizational levels face four key challenges:

1. They should think and act in a global context.
2. They should broaden their corporate purpose to reflect accountability to society around the globe.
3. They should put ethics at the center of their thoughts, words, and deeds.
4. They should transform their business education to give corporate global responsibility the centrality it deserves.

They described this leadership as globally responsible leadership—“the global exercise of ethical, values-based leadership in pursuit of economic and societal progress and sustainable development.” They continued: “It is based on a fundamental understanding of the interconnectedness of the world and recognition of the need for economic, societal and environmental advancement. It also requires the vision and courage to place decision-making and management practices in a global context. . . . Decisions made by globally responsible leaders rely both on their awareness of principles and regulations and on the development of their inner dimension and their personal conscience” (Globally Responsible Leadership Initiative 2005).

This group of leaders recognized that there was no world consensus on what was globally responsible leadership, but they also acknowledged that progress was being made. They wrote that “decisions regarding what [is] globally responsible and ‘right’ are continuously evolving. There may be no single solution. In such cases, a core aspect of decision making is the degree to which an individual leader has developed his or her own level of consciousness and awareness of both the external global context and the inner dimensions of themselves. This is the starting point that defines the extent to which they are able to determine, with others, the right action in a global setting” (Globally Responsible Leadership Initiative 2005).

They also noted that there was general agreement among those attending the meeting that there were emerging principles for what constituted globally responsible behavior. These principles included

• Fairness: justice, fair play, and evenhandedness
• Freedom: the right of free expression and accountability n Honesty: integrity, truthfulness, openness, keeping promises
• Humanity: recognition of mutual dependence, care for the needy
• Solidarity: care for the environment, responsible use of power
• Tolerance: respect for what is different
• Transparency: open communication and proactive dialogues
• Sustainable development: meeting the needs of the present without compromising the ability of future generations to meet their own needs.

The world is moving toward some common standards for ethical behavior. A sampling of 52 different international agreements include the Organization for Economic Cooperation and Development’s Guidelines for Multinational Enterprises and its Principles of Corporate Governance, the International Chamber of Commerce’s Business Charter for Sustainable Development, and the International Labor Organization’s declaration on Fundamental Principles and Rights at Work.

These three skills—clarifying important values, balancing money and meaning, and becoming a globally responsible leader—are all basic for the globally savvy leader in dealing with uncertainty.

Conclusion

Globally savvy leaders will be challenged to rise to a new standard of leadership behavior during the years ahead. With growing complexity, diversity, and uncertainty, only these leaders will be able to respond effectively to the needs of the world. By using their head, heart, and guts, they will, it is hoped, be able to focus on the right issues and have the empathy, compassion, and capacity to achieve their financial and organizational objectives with the delicate balance needed for the world to develop in a collaborative and sustainable manner.

Further Reading

David Dotlich, Peter Cairo, and Stephen Rhinesmith, Head, Heart and Guts: How the World’s Best Companies Develop Complete Leaders. San Francisco: Jossey-Bass, 2006.

———, Leading in Times of Crisis: Navigating Complexity, Diversity and Uncertainty to Save Your Business. San Francisco: Jossey-Bass, 2009.

References

Dotlich, D., P. Cairo, and S. Rhinesmith. 2006. Head, Heart and Guts: How the World’s Best Companies Develop Complete Leaders. San Francisco: Jossey-Bass.

———. 2009. Leading in Times of Crisis: Navigating Complexity, Diversity and Uncertainty to Save Your Business. San Francisco: Jossey-Bass. Globally Responsible Leadership Initiative. 2005. A Call for Engagement, 2005. http://www.grli.org /index.php/ component/ docman/ doc_download/ 10-grli-call-for-engagement-2005-in-english.

Goleman, D. 1995. Emotional Intelligence. New York: Bantam Books.

House, R., M. Javidan, P. Hanges, and P. Dorfman. 2002. Understanding Cultures and Implicit Leadership Theories across the Globe: An Introduction to Project GLOBE. Journal of World Business 37, no. 1: 3–10.

Rhinesmith, Stephen. 2003. Global Leadership and Global Emotional Intelligence. In The Many Facets of Leadership, ed. Marshall Goldsmith, Vijay Govindarajan, Beverly Kaye, and Albert Vicere. Upper Saddle River, NJ: Financial Times / Prentice Hall.

———. 2005. Learning to Live with Paradox: A Manager’s Guide to the Survival of the Most Cooperative. Mercer Management Journal, no. 20.

About the Author

Stephen H. Rhinesmith, PhD, is a senior advisor to Oliver Wyman and a founder of Oliver Wyman Leadership Development. He is the founder of Stephen Rhinesmith, Inc., holds a professorship at the Asian Business School, Tianjin University of Finance and Economics and a director of the Nasbitt China Institute where he is conducting research on Chinese leadership mindsets and skills. He is one of the world’s leading experts on global leadership and has taught global leadership for Samsung, Mitsubishi, Novartis, Ford, Bank of America, Merck, Avon, Burberry, Grupo Santander, and Saudi Aramco. He is the author or coauthor of 4 books and 30 articles on leadership development and brings to his consulting practice 20 years of senior international management experience. He also served for 10 years as a senior leadership consultant to the World Bank and was U.S. President Ronald Reagan’s coordinator for U.S.-Soviet exchanges, with the rank of ambassador.