If you have read anything about leadership in the last 10 years, the case for leadership at all levels of an organization is clear. Executives, managers, and employees must all use personal leadership skills in their various functions and departments to accomplish goals and build relationships along the way. Curiously, though, we are hesitant to widely embrace the notion of global leadership.
During a recent networking event, a few of my senior human resources professional colleagues asserted that it is the domain of the expatriate, globetrotting executives, or those with “global” something in their titles. Despite the fact that their companies had operations, employees, supply chains, or customers in other countries, my colleagues were hesitant to call themselves global leaders.
What is global leadership anyway?
Based upon the extensive research done at the Najafi Global Mindset Institute at Thunderbird School of Global Management, the definition is pretty simple. Global leadership is the ability to influence individuals, groups, and organizations who are unlike yourself.
Do you work with people unlike yourself? People from different backgrounds or cultures? I know I do. Our notions of diversity continue to expand as our world becomes more connected through technology and business. Most of us are global leaders whether we recognize it or not. Recognizing it is the first step. Knowing how to develop your global leadership skills comes next.
Stay tuned to my blog for research-based tips on how you can fine-tune your global leadership skills.