Download - Global Leadership Challenge 2008 E. James Simon Global Leadership Challenge

Global Leadership Challenge

2008

E. James Simon

www.simonassociates.org



2008


2008

“… rigorous methodology … identifying the very best business leaders.”


2008

“There is a lot one person can do.”


2008

“There is a lot one person can do.”

Dennis Kozlowski (Tyco Int’l)Convicted - grand larceny, conspiracy, falsifying business

records, violating business law. Serving 8-25 year sentence at Mid-State Correctional Facility, New York


2008

“The only real values are the eternal ones.”


2008

“The only real values are the eternal ones.”

Bernie Ebbers (MCI World Com)Convicted- conspiracy, securities fraud, filing false

statements. Serving 25 years in Federal Prison, Oakdale, Louisiana.


2008

“…secrets to our success … creating big pockets of entrepreneurship throughout the company…”


2008

“…secrets to our success … creating big pockets of entrepreneurship throughout the company…”

Ken Lay (Enron)Convicted - conspiracy, fraud. Died before sentencing.


2008

”Once you think you can write down what made you successful, you won’t be.”


2008

”Once you think you can write down what made you successful, you won’t be.”

Lou Gerstner (IBM)


2008

“Americans are too informal in their dealings with their counterparts abroad.”

P.M. Forni, Johns Hopkins University

Bush Gropes Merkel


2008

• Grand Epic of Globalization• “Merger of equals”• It’s not just a US problem!

Daimler-Chrysler “Merger”

Jurgen E. Schrempp, Chairman


2008

Mergers & Acquisitions

LBO

Venture Capital

Hedge Funds

Private Equity + Debt

=


2008

Need to:

Rapidly!

Drop

Costs

Raise Revenue


2008

YR

1 $50m x 6 = $300m EBITDA MULTIPLE

5 $100mx 6 = $600m

+$75 millioninvestment

Private Equity


2008

• Creates thriving businesses• Clear vision, focus• Limited time horizon vs. “built to last”• Measurable goals

Private Equity


2008

• Aligns goals with compensation• Exciting ownership mentality• Renewed passion• Speed!

Private Equity


2008


2008

• Entrenched management• Inertia• Fear of change • Bond/Equity market concerns (Q2Q)• P/T Director oversight (vs. “skin in game”)

Traditional Company


2008

1. Overestimating “American Globalization”

Ten Deadly Cultural Sins


2008

PC, Internet, Workflow Software No boundaries Standardization Strategy

Borders Still Matter Customized, Localized Strategy Need to be Creative in Negotiating Around Cultural Differences

Defining Global Strategy

Today's Reality is Somewhere In Between


2008

2. Taking speaking English for granted



2008

3. Failing to perceive your own culture



2008

“Culture hides much more than it reveals and, strangely enough, what it hides, it hides most effectively from its own participants.”

Edward T. Hall


2008

“The failure to perceive yourself as operating in a culture subtly creates the dynamic that you’re operating in standard mode, and everyone else is deviant.”

Milton BennettIntercultural Communication institute


2008

4. Not standing in your host’s shoes



2008

5. Inability to “live with difference”


“We don’t see things as they are, we see things as we are.”

Anais Nin


2008

6. Not investing in relationships

Procurement, price-driven, “objectivity vs. only doing business with people you know!



2008

7. Jumping immediately from vision to action



2008

8. “Shock and Awe”



2008

9. Selecting the wrong people



2008

10. Everyone wants to learn - no one wants to be taught.



2008

Transformational Global Leadership


2008

“Leaders must understand the values and opinions of their followers — rather than assuming absolute authority — to enable a productive dialogue about what the group stands for and how it should act.”

Reicher, Haslan & PlatowThe New Psychology of Leadership

Scientific American Mind


2008

“The most effective leaders define their group’s social identity to fit with the policies they plan to promote, enabling them to position those policies as expressions of what their constituents already believe.”

Reicher, Haslan & PlatowThe New Psychology of Leadership

Scientific American Mind


2008

Leaders Shaping Vision

Leaders must:

Understand employees and reflect their needs and values

Help shape employees’ values and aspirations

“sweet spot” – successful vision


2008

• Emotional Intelligence• Primal Leadership• Social Intelligence


2008

• Emotional self-awareness: reading one’s own emotions and recognizing their impact.

• Emotional self-control: keeping disruptive emotions and impulses under control.

• Adaptability: Flexibility in adapting to changing situations.

Emotional Intelligence - EQ


2008

• Empathy: sensing others’ emotions, understanding their perspective, taking active interest.

• Relationship management: inspiring, influencing, guiding, change management.

Emotional Intelligence - EQ


2008

• Primal empathy: Feeling with others; sensing non-verbal emotional signals.

• Attunement: Listening with full receptivity; attuning to a person.

• Empathetic accuracy: Understanding another person’s thoughts, feelings, and intentions.

• Social cognition: knowing how the social world works.

Social Intelligence - SI


2008

• Synchrony: interacting smoothly at the non verbal level.

• Self presentation: presenting ourselves effectively.

• Influence: Shaping the outcome of social interactions.

• Concern: Caring about others’ needs and acting accordingly.

Social Intelligence - SI


2008

EQ + SI + Cultural IQ New Transformational Global Leader=

RFT*

*Rapid Financial Transformation


2008

The New Global Leader must balance the critical elements of

Emotional, Social & Cultural IQ – with the unrelenting drive for timely

financial performance & improvement.


2008

“Not everything that matters can be counted, not everything that can be counted matters.”

Albert Einstein

“You can’t number-crunch culture.”

Jack Welch


2008

“We think too much. We feel too little.”

Charlie Chaplin


2008

Thank You!

www.simonassociates.org

Download - Global Leadership Challenge 2008 E. James Simon Global Leadership Challenge

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