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August 28, 2016

Mindsetting vs Jetsetting: Global Competencies Development, Part 2

Mindsetting vs Jetsetting: Global Competencies Development, Part 2

So many voices are speaking to the topic of global leadership development. But do those who claim to know really know? What pieces are essential for developing a leader who can operate globally, who truly thinks globally?

Inter-Cultural Intelligence and intrapersonal skills are not derived merely from traveling the world and getting to experience a glimpse of life in other cultures (i.e., glimpsing those other cultures as they are filtered through the lens of your own Color of Worldview). No matter how many stamps you might have in your passport, or how many passports you've filled up, a global mindset isn't something that can be tacked on, nor even something that will automatically accrue for you over time as you expose yourself to new cultural experiences and make friends from every ethnic group. You cannot absorb nor instill global leadership competencies merely by occasional dips into a new host culture, nor even necessarily by long-term immersion.

How CAN we cultivate Inter-Cultural Intelligence and advance the development of People Skills in global leaders?

Again, Stephen Rhinesmith reminds us that a global mindset is not the same thing as a set of skills you can collect and add to your CV, like so many merit badges for a Boy Scout. To develop a global mindset is to develop a way of being.

To affect long-lasting upward change—the kind that brings about a whole new way of orienting people to the world around them—our organizations' HR/OE leaders must take the initiative to discover and become proponents of the world's optimal resources for global competencies training.

(It might even be a wise, cost-effective step for your organization to invest in your people by enrolling both HR/OE representatives and managerial representatives in a Inter-Cultural Intelligence Certification Workshop facilitated by KnowledgeWorkx—what benefits there would be to having an in-house ICI Certified Practitioner!)

Organizations can help take their greatest assets—their people—to to that next level by developing a global competency development model that encompasses both Inter-Cultural Intelligence and People Skills.

Think about it? Would you rather be a mere manager, or a leader with a global mindset? Whom would you rather employ?

Organizational consultant and author Warren Bennis has delineated numerous important distinctions between someone who merely manages and someone who leads with a global mindset (e.g., the difference between administration and innovation; between a focus on systems and structures vs a focus on people; relying on on control or inspiring trust; etc.).

When it comes to talent development, particularly talent development toward global mobility, KnowledgeWorkx believes in combining thought leadership from the likes of Rhinesmith, the Kozai Group, and others.

KnowledgeWorkx are certified trainers of the Kozai Group’s GCI, and we supply the support needed to upgrade traditional leadership development thinking, which incorporates advanced competencies and measurements that global leaders feel they need.

If you personally desire to become that talent who is globally mobile and poised for globally competent leadership, or if you are a decision-making leader in your organization and want to shift focus toward an intercultural perspective—contact us about global competencies and meta-competencies development that is imperative to the success of today’s global manager.


Quickly becoming the global preferred choice for Inter-Cultural Intelligence development, KnowledgeWorkx promotes mutual understanding of other cultures and perspectives in the workplace, and helps teams to develop the intercultural capacity necessary to thrive in a globalized world.

Another ICI Certification Workshop will be facilitated in Dubai, UAE from 14-17 November.

Certification in DUBAI, November 14-17, 2016

© 2010 - 2016 KnowledgeWorkx. The text of this article is licensed under a
Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License

Last modified on Monday, 13 November 2017 10:45

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