Management of globally distributed, international teams, and leadership of employees sometimes conducted from thousands of miles away – both are already the norm in many companies. A lot has happened since I started to train and advise teams and management staff in the area of global collaboration, over 10 years ago. In addition to the classic fixed-term project work, networked collaboration has become a standard in international organizational structures. This change has permanently transformed entire companies.
The new structures that form with globalization are controlled above all by management staff. Reason enough to deal with the specific requirements of successful leadership under intercultural and spatially distributed conditions. Global leadership starts with the attitudes, knowledge and tools that you bring as a leader for filling an international role and accomplishing the tasks that go with it.
“Examining your own assumptions, asking open questions, showing interest, expressing your own expectations and respectfully enquiring about those of others – for me, those are the foundations of culturally competent behavior!”
