Training Industry Magazine - September/October 2017 - 46

G L O B A L
OUTLOOK

GOING GLOBAL

CREATING A GLOBAL MINDSET AT WORK
BY NEAL GOODMAN, PH.D.

All organizations, regardless of the
country where they are headquartered,
are struggling with the development
and movement of talent to deal with
the globally dispersed and culturally
diverse workplace and marketplace. To
a large degree, the success or failure of
global business lies in the hands of the
training department.

CULTURAL
INTELLIGENCE
TAKES OVER
WHERE
EMOTIONAL
INTELLIGENCE
LEAVES OFF.

Based on over 34 years of working with
over 300 Fortune Global 500 companies,
only a handful have a coordinated and
strategic training approach to going
global. This has resulted in billions
of dollars in lost revenue due to
culture clashes, inappropriate product
development, inefficient global teams
and humiliating public relations. With
headlines such as: "Home Depot Pulls
Out of China"; "Wal-Mart Leaves Korea";
"Lockheed Martin Loses Out on Contract
in India"; 'Puma Sneakers Offensive in
Multiple Markets," one would think that
organizations would grasp the necessity
of understanding the buying habits,
cultural customs and negotiation styles
necessary for success in the global
marketplace. Yet, these headlines
will continue until organizations take
seriously the need for global mindset
and cultural intelligence (CQ) training
across their organizations.
Harvard Business Review reports that
CQ is the most important competence
for successful global business. HBR
reports that CQ takes over where
emotional intelligence (EQ) leaves off.

| 46

The Economist reports that 70 percent
of international JV's and acquisitions
fail due to cross-cultural differences.
There are many ways to create a
global mindset. While there are
integrated approaches, here are a few
successful strategies used by Fortune
Global 500 corporations.

1 | GLOBAL MINDSET TRAINING 101
Everyone in today's organizations
needs a core understanding of how
to work effectively with associates,
clients and suppliers from various
cultural backgrounds. A core course to
meet this requirement should cover
cultural awareness of self and others,
ethnocentrism, the consequences of
cultural assumptions, ways to promote
effective working relations, reward and
recognition, vacation policies, styles
of doing business globally, cultural
differences in communication styles,
the impact of virtual communications
on intercultural understanding, an
overview for each major region, and a
review of available resources for more
in-depth information. Such a course
is part of the leadership curriculum
of many organizations and the core
competencies for promotion are
directly linked to the program's learning
objectives. Participants can become
global mindset leaders who take the
initiative to bridge cross-cultural
misunderstandings. By the very nature
of the topic, these programs should
be in-person and highly interactive for



Table of Contents for the Digital Edition of Training Industry Magazine - September/October 2017

https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210708
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200304
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190304
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180304
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