Photo: Flickr / terrypresley
As the world becomes increasingly global, the need for true global citizens to lead organisations in business, nonprofits, and government is far greater than in decades past.Global citizens who understand the importance of cultural nuances are able to bring people together across organizational boundaries and are more effective working and collaborating anywhere in the world.
Becoming a global citizen requires that aspiring leaders spend time living in different countries early in life, so they can appreciate cultural differences, incorporate what they learn into their work lives, and build networks of global relationships. A key to the success of IBM’s Sam Palmisano, for example, was the understanding he gained by living in Japan that enabled him to create IBM’s “globally integrated enterprise” in 2006.
Corporations seek leaders who are comfortable in many cultures; they want those who can speak multiple languages and understand the nuances of doing business outside their home regions. In fact, many global companies have formal international rotation programs to build such global leaders. German consumer company Henkel requires its leaders to work in at least two countries to be considered for promotion.
But the benefits aren’t just organizational. Living in different countries and cultures can lead to a rounder, more fulfilling life. Take our experiences, for example. Bill had formative experiences living with his family in Belgium in the early 1980s and in Switzerland 10 years ago. Leading global businesses since the early 1970s and serving as a board member of two European companies, Bill’s travels throughout the world shaped his ideas for developing global leaders. John found working abroad in Europe and the Middle East not only improved his understanding of the importance of cultural and regional differences, but also helped him build a global network of friends and colleagues and lasting memories of the places he visited.
For aspiring leaders who want to become global citizens and increase their global fluency, here are some suggestions to get started:
Read the rest of the story at Harvard Business Review >
This post originally appeared at Harvard Business Review. It is part of a series of blog posts by and about the new generation of purpose-driven leaders.
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