As globalization has evolved from being the latest corporate buzzword to a basic economic reality, more and more organizations are realizing that they need managers with skills that translate well to the international arena. But unfortunately many organizations do not know how to identify and develop people for such complex responsibilities. This book-from the Center for Creative Leadership, ranked #1 worldwide in leadership education in a BusinessWeek survey-shows how. Success for the New Global Manager explains what new global managers-those who manage across distance, countries, and cultures- look like and presents four explicit skills they must have to succeed in this new reality. It shows managers how to identify and grow these new capabilities and how to adapt the skills they already possess to a broader global context. And it advises organizations on how they can help managers acquire these important capabilities.
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Maxine Dalton is director of the Leading in the Context of Difference practice area at the Center for Creative Leadership (CCL). Chris Ernst, a research associate at CCL, focuses on globalization issues and changing demographics. Jennifer Deal is a research scientist at CCL, concentrating on executive selection and global leadership issues. Jean Leslie is Manager of Instrument and Development Research at CCL, where she studies the impact of multirater feedback and assessments on individuals, teams, and organizations.
As globalization has evolved from being the latest corporate buzzword to a basic economic reality, more and more organizations are realizing that they need managers with skills that translate well to the international arena. But unfortunately many organizations do not know how to identify and develop people for such complex responsibilities. This book-from the Center for Creative Leadership, ranked #1 worldwide in leadership education in a BusinessWeek survey-shows how. Success for the New Global Manager explains what new global managers-those who manage across distance, countries, and cultures- look like and presents four explicit skills they must have to succeed in this new reality. It shows managers how to identify and grow these new capabilities and how to adapt the skills they already possess to a broader global context. And it advises organizations on how they can help managers acquire these important capabilities.
In the new economy, almost everyone's work is global in scope, whether they travel the world in several different jobs or spend their entire career in one city. Global experience is becoming essential for managers and an economic reality for organizations. Yet many senior leaders cite as their major obstacle to global effectiveness not a lack of money, products, or strategies-but a shortage of people who are prepared to manage and thrive in the face of globally complex situations. Success for the New Global Manager helps managers understand not only what skills are needed to manage globally but also how to develop them.
The authors-- from the internationally recognized Center for Creative Leadership-- draw on both quantitative and qualitative research on managers from a variety of jobs, industries, and cultural backgrounds to create a dynamic framework for acquiring effective global management capabilities. This four-part framework shows how managers can use their own skills, traits, experiences, and capacities to help determine what they need to know, use what they already know, learn new capabilities, and assess what their organizations can do to help them. Each chapter includes examples and tools that help managers in the international arena develop themselves and those for whom they are responsible in ways that will enhance their prospects for success.
For practicing managers and those who are responsible for developing them, Success for the New Global Manager is essential for enhancing effectiveness in a newly complex business environment.
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