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E&Y - Leading_across_borders - 21st Century...

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21 st Century Workforce series Leading across borders Inclusive thinking in an interconnected world
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t 03 04 08 12 20 Contents The new C-suite leadership agenda: three things for leaders to do now An inside look at practical techniques for leaders to hone their ability to benefit from multiple perspectives 1. Think differently: collaborate in the face of uncertainty Inclusive leaders must collaborate imaginatively to tackle the challenges of our increasingly volatile, uncertain, complex and ambiguous world Interview: Muhtar Kent, Chairman and CEO of The Coca-Cola Company, discusses his inclusive leadership strategy 2. Learn differently: seek out different experiences Immersion in a variety of perspectives and cultures is critical for the leaders and employees of tomorrow to compete globally Interview: Mansour Javidan, Dean of Research at Thunderbird School of Global Management, talks about the attributes of cross-cultural leadership 3. Act differently: sponsor people who are not like you Unintended biases are so ingrained that leaders must make conscious efforts to not only recognize and overcome them, but also stretch to change the face of their leadership team Interviews: Jean-Claude Le Grand, L’Oreal’s Consumer Products and Corporate Diversity Director, describes the company’s worldwide inclusiveness strategy Japanese parliamentarian Mieko Nakabayashi discusses social change Chinese entrepreneur Poon Wai, Chair of Ajisen (China) Holdings, speaks with Ernst & Young about collaboration and the importance of diverse viewpoints Ernst & Young globalization report: Winning in a polycentric world Following up: all the difference in the world
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think learn act 1
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3 If Google were a person, what kind of person would it be? Business psychologist Douglas LaBier has an interesting take on that question. Google displays “the model of a psychologically healthy adult in today’s world,” LaBier wrote in an article in The Washington Post . 1 “Its corporate culture and management practices depend upon qualities like transparency, flexibility and collaboration with diverse people; non-defensiveness, informality, a creative mind-set and nimbleness, all aimed at aggressively competing for clear goals within a constantly evolving environment.” Leaders should take note of this paradigm. Today, every leader knows that things need to be different. But not every leader knows how to be different. No doubt, companies have made some progress in incorporating diversity into their senior management teams. But they are still far from achieving a true balance of different perspectives. Women, for example, are significantly underrepresented on boards and leadership teams. Companies also have a long way to go when it comes to incorporating diversity of experience, skills, cultures and education — the basis of the flexible, open-minded and inclusive leadership essential to capitalize on global talent and propel the organization to success in a volatile world.
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