1 personal reflection on global leadership preparedness

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Question:

Review the Global Mindset model in our materials this week.  Look at each of the 9 dimensions and 35 underlying capabilities.  Reflect on your level of readiness for global leadership using these as a point of reference.

Answer:

The article “Developing a Global Mindset” provides a roadmap for skills that one can build upon to prepare for leading global organizations (The Thunderbird School of Global Management, n.d.). I am using this article as a backdrop for discussing my personal readiness for global leadership. Developing a global mindset can be done by:

1. Developing self-awareness or cultural acumen – It is vital for a leader to develop their global mindset by being aware of their own cultural biases (Javidan et al., 2010). I believe that I am a very self-aware person; however, unfortunately, I am sure that I have unconscious biases. I am cognizant of my “American-ness” in working with colleagues across the globe. I have developed this skill over 29 years of working for a British-based company.
2. Being curious, practicing thinking globally, and never stopping learning – develop intellectual and psychological capital through exposure to different cultures via travel or developing relationships with people in other countries (Javidan et al., 2010; Mendenhall et al., 2018; The Thunderbird School of Global Management, n.d). I have been fortunate to travel to over 70 countries and visit all the continents where I have had so many personal and professional learning experiences. Furthermore, I love learning which is what brought me to Indiana Tech.
3. Being adaptable with an open mind – “intellectual flexibility” is the ability to adapt or adjust one’s behaviors to fit different circumstances even when they might be uncomfortable (Mendenhall et al., 2018, p. 138). I did significant work with a Japanese company. They needed information far in advance of any meetings to consider options, have meetings before the larger global meeting, and interpret the content in Japanese. The “American” way of jumping into meetings with little preparation was not successful in working with the Japanese.
4. Learning a new language – develop social capital by greeting people in their local language (Javidan & Walker, 2013; The Thunderbird School of Global Management, n.d.). I wish I could turn back time and learn to speak another language fluently. I traveled to Mexico regularly for several years, and I was able to attend meetings without translators. However, I lost much of what I learned when I stopped traveling there.

I am a global leader – I have employees in the U.S., Ireland, Norway, Germany, and Thailand. Nevertheless, I am highly aware that I can and should continue to develop my global leadership skills.

References:

Javidan, M., Hough, L., & Bullough, A. (2010). Conceptualizing and measuring global mindset®: Development of the global mindset inventory. Thunderbird School of Global Management.

Javidan, M., & Walker, J. L. (2013). Developing global readiness before leaving home. Mobility Magazine.

Mendenhall, M. E., Osland, J. S., Bird, A., Oddou, G. R., Stevens, M. J., Maznevski, M. L., & Stahl, G. K. (2018). Global leadership: Research, practice and development (3rd ed.). Routledge Taylor & Francis Group.

Thunderbird School of Global Management (n.d.). Developing a global mindset.

https://thunderbird.asu.edu/thought-leadership/insights/developing-global-mindset