글로벌 리더의 조건

[Keny]

◎글로벌 리더의 조건◎

Global leadership?

Existing definitions of global leadership Table 1 provides a representative sample of definitions of global leadership that have been applied by scholars in the field. They include one or more of these component categories: vision; purpose (e.g., goal achievement); behaviors (e.g., influencing, motivating, change agentry, building community and trust, boundary spanning, intercultural competence); MNC job responsibilities (e.g., global integration, strategy, architecting); target audiences (e.g., individuals, groups, organizations, global community); global component (e.g., global work, international job); performance measures (e.g., effectiveness, competitive advantage, world class performance, improved quality of life, positive change); and descriptions of the global context (e.g., cultural, political, institutional, geographical differences, multiple authorities, complexity, ambiguity).

[X1] 

SUMMARY

BY:	CONDITIONS OF A GLOBAL LEADER
James G. Clawson	Overseas[X2]  experience: transcending your own cultural perspective and learning how business is done in different contexts is essential Deep self-awareness: Understanding your beliefs and knowing where they might differ from others’ Sensitivity to cultural diversity: have an intense interest in the lives and cultures of others, recognizing that your culture and background are not inherently superior, to master the global business arena. Humility: a belief that other lands and cultures have figured out very interesting answers to life’s problems. willingness and ability to listen well and with real intention Lifelong curiosity: Staying abreast of new learning opportunities Cautious honesty: balance the need to be cautious in different contexts while demonstrating they can follow through. Global strategic thinking: understand how the business world works on a global scale. Patiently impatient: be in a hurry and yet be patient enough to allow the local and regional processes to unfold as they are meant to Well-spoken: Clear communication is a powerful leadership trait to have on the global stage. Good negotiator: Doing business across ethnic, national and regional boundaries Presence: dress, self-confidence, energy level, interest in other people and comfort with the challenges at hand. you must respect the identities and affiliations of others
Lawrence G. Hrebiniak	Ø  leaders focus on the same issues they would focus on with any type of diversification: planning and implementation Ø  leaders must address the implementation phase: “How do we control performance? Do we use expats or country managers, and what incentives must be developed to ensure attention to both global and local needs? Do we have worldwide systems, and are modifications to our IT processes necessary to support those systems? What kind of organizational structure should we have? What decisions are made at headquarters and which ones are made at the country level? Ø  Leaders learn from their mistakes and built upon an acquired core capability, they were able to successfully expand into new global markets Ø  need to understand not just the culture and markets of other countries, but also how to manage the diversity that results from those differences. “They should ask themselves: ‘How do I organize myself to handle country differences but still have a coordinated thrust worldwide for my product? How do I create a structure that builds in local control, side by side with international or global control?
Stephen Kobrin[X3]	Ø  Being a leader is a wrestling with a basic paradigm: the trade-off between integration and fragmentation Ø  question for leaders revolves around the tension of achieving a balance between responding differently in different markets and benefiting from scale efficiencies.” Ø  able to find a balance between extremes. “One extreme is thinking that everyone will understand English if only you talk a little louder, and the other is assuming that every country is so different that you can’t possibly intervene and that you need to leave management entirely to locals. You have to find the happy medium and understand that there are differences to be respected, but that you can also have commonalities across borders.” Ø  Travel is essential
J. Stewart Black	Ø  successful leaders exhibited “a unique global mindset Ø  see and think about the world differently than those who would be overwhelmed and exhausted by the challenge of global business Ø  The key trait of a global leader is inquisitiveness.
Guillén	Ø  need to revisit many of their assumptions about all kinds of things, “from the development and design of products, to HR policy, to marketing. There are so many variations on the ground level that need to be managed. If you ignore those variations, you are likely to underperform.” Ø  Leaders also need to make sure the management team they have on the local level is making the right decisions at the right time, “and that mechanisms are in place so that everyone else in the company can learn from those decisions.
William[X4]  W. George	·        intellectual understanding: an ability to comprehend just how complex it can be to do business around the world. ·        develop a global and local perspective ·        able to overcome the dominant thinking at headquarters: requires a tremendous amount of intercultural empathy and a passion for diversity in life experiences ·        cross-boundary partnering ·        self-awareness and self-assurance when it comes to one's values and sense of purpose.
Maya Hu Chan	A Global leader: 1. Thinks Globally 2. Anticipates Opportunity 3. Creates a Shared Vision 4. Develops and Empowers People 5. Appreciates Cultural Diversity 6. Builds Teamwork and Partnerships 7. Embraces Change 8. Shows Technological Savvy 9. Encourages Constructive Challenge 10. Ensures Customer Satisfaction 11. Achieves Competitive Advantage 12. Demonstrates Personal Mastery 13. Shares Leadership 14. Lives the Values Five key behavioral characteristics: 1. trustworthy, 2. respectful and caring, 3. balanced between “doing” and “being”, 4. emotionally literate, and 5. culturally self aware.

How to be a global leader?

James G. Clawson

• Overseas[X5]  experience
• Deep self-awareness
• Sensitivity to cultural diversity
• Humility
• Lifelong curiosity
• Cautious honesty
• Global strategic thinking
• Patiently impatient
• Well-spoken
• Good negotiator
• Presence

Overseas Experience

Many global executives understand what doing business in a flat world is like because they’ve lived overseas, sometimes for decades at a time. If you want to become a successful international business leader, transcending your own cultural perspective and learning how business is done in different contexts is essential.

Deep Self-Awareness

Understanding your beliefs and knowing where they might differ from others’ is critical to global executive success. Without this key characteristic, you will not be able to adapt to and tolerate the deep-seated beliefs of others — and business opportunities will evaporate. Beware of the “I’m right; you’re wrong” assumption.

Sensitivity to Cultural Diversity

Are you willing to eat raw fish? Snake? Raw monkey brains? Can you adjust your eating and sleeping habits to match the local executives’ routines and patterns? In other countries, seemingly minor things can be off-putting, such as sticking your chopsticks in your rice or touching someone with your left hand. Much of this insight comes from experience. You must have an intense interest in the lives and cultures of others, recognizing that your culture and background are not inherently superior, to master the global business arena.

Humility

Being interested in other cultures and how people in those cultures do things, especially with regard to business, implies a certain humility. Humility here means a belief that other lands and cultures have figured out very interesting answers to life’s problems. As a good international business person, you must be open to and fascinated by those answers. This trait requires a willingness and ability to listen well and with real intention.

Lifelong Curiosity

The world is constantly evolving. Without an intense curiosity and a desire to learn, you will be left behind and increasingly unable to converse, much less keep up, with your peers. Staying abreast of new learning opportunities requires a humble awareness that what you know is not enough and that you always have more to learn.

Cautious Honesty

Surprisingly, the definitions of “honesty” and “truth” vary widely in the business arena. People sometimes omit information or only tell the truth they think other people need to know. However you design your ethics and morality in your personal life, in global business settings, executives need to know they can count on you. If you don’t deliver on your business promises, your reputation will suffer. Effective global leaders can balance the need to be cautious in different contexts while demonstrating they can follow through.

Global Strategic Thinking

When you have a global perspective, you think strategically about managing business using the best people from around the planet. Much of your ability to do this comes from a lifetime of networking at the highest levels in global boardrooms and your aptitude for seeing how various pieces of global industries play out internationally. To make strategic decisions for your company, you need to understand how the business world works on a global scale.

Patiently Impatient

How do you become patiently impatient? You must be in a hurry and yet be patient enough to allow the local and regional processes to unfold as they are meant to. Time and pace are not the same in every country. Balancing the demands of hot competitive and technological trends with the pace of local cultures can be frustrating to the uninitiated.

Well-Spoken

Given the challenges of working via interpreters or fumbling through conversations in more than one language, the ability to say clearly what you mean is a key global business skill. If you converse with others in their native language, you usually earn brownie points — however, if what you have to say is obscure or unintelligible, you’ll quickly be in a deficit balance. Clear communication is a powerful leadership trait to have on the global stage.

Good Negotiator

Doing business across ethnic, national and regional boundaries requires strong negotiating skills. If you can add these skills to an innate enjoyment of the gamesmanship involved in negotiating, you will become a highly effective negotiator.

Presence

A certain charisma surrounds you if you are an influential global leader. Part of it — but only part — is position or title. The bigger portion is dress, self-confidence, energy level, interest in other people and comfort with the challenges at hand. You may not want to believe these things matter, but they do.

As a global business leader, you must respect the identities and affiliations of others. Some people can do that; many or most cannot. Do you have what it takes to become a global business leader?

Lawrence G. Hrebiniak (Wharton management professor )

Stephen Kobrin[X6]  (Wharton professor of multinational management)

J. Stewart Black

Guillén

1. Born Global

Global leadership “is not about doing business abroad. It’s about managing an integrated enterprise across borders where you encounter different cultural, legal, regulatory and economic systems,” says Stephen Kobrin, a Wharton professor of multinational management. “It’s about operating in multiple environments trying to achieve a common objective.”

To achieve that common objective, Wharton management professor Larry Hrebiniak suggests that leaders focus on the same issues they would focus on with any type of diversification: planning and implementation. “Consider carefully the country or countries you are going into. What are the barriers to entry? Who are the competitors and what is the degree of concentration in the industry? Who are the customers? What cultural issues are relevant and what government regulations apply? Should I consider alliances or joint ventures, or is it more logical to make an acquisition in order to acquire the distribution channels I need to compete?”

Once these and other due diligence issues have been settled, Hrebiniak says, leaders must address the implementation phase: “How do we control performance? Do we use expats or country managers, and what incentives must be developed to ensure attention to both global and local needs? Do we have worldwide systems, and are modifications to our IT processes necessary to support those systems? What kind of organizational structure should we have? What decisions are made at headquarters and which ones are made at the country level?” For example, if a company is a multinational with many divisions and a diverse product line, the answer might be to have a global structure where divisions are independent and relatively self contained. But if there is a need for a coordinated global strategy, similar to that of [Zurich-based] ABB, P&G or Citibank — “in many different countries with many different pieces of product or information that move across borders to be part of a larger product or service — this would require a matrix-type structure with a lot more coordination and integration.” 

Toyota, Hrebiniak says, has managed the process well. “When they came to the U.S., they entered into strategic alliances. They spent time getting to know the country, the industry, the competitors and the unions. It meant that when they finally made their move and started building and producing here, they were well prepared.”

Honda managed the process well also, but only after some early mistakes.When entering the U.S., they initially focused on big motorcycles rather than the smaller versions they sold in Japan. “They didn’t do adequate competitive analysis,” Hrebiniak says. “People in the U.S. didn’t want to buy Honda’s big motorcycles because they were buying Harley Davidsons and BMWs. Honda also had early quality problems. They didn’t realize that driving a motorcycle in the U.S. is different than in Japan. Here, there are more open roads and people can go faster more quickly, which stressed the machines’ components and created quality problems.” But Honda recovered. They eventually developed a core competency in engines and power trains that could be applied, not just to motorcycles, but to autos, generators, outboard motors and other products. “Because they learned from their mistakes and built upon an acquired core capability, they were able to successfully expand into new global markets,” Hrebiniak adds.

Kobrin frames the question of global leadership as one of “wrestling with a basic paradigm: the trade-off between integration and fragmentation. Do you respond differently in each market? Or do you operate as one entity? Should the economies of local environments dominate?” How one responds in each individual market depends on the commonalities across markets, he adds. When it comes to technology, for example, “environment matters less. Computer chips are used in the same way by the same sorts of people regardless of what culture they are in or what language they speak. So the question for leaders revolves around the tension of achieving a balance between responding differently in different markets and benefiting from scale efficiencies.”

Kobrin takes exception with the term “going global.” Very few companies, he says, “go global. Instead, international businesses evolve gradually. They begin exporting, then set up licensing arrangements and so forth. They tend to move from cultures and political systems that are more familiar to those that are least familiar. It’s not a big boom, where they go immediately from one country to 50.”

The exceptions, he says, “are some of the newer high-tech firms. For them, the phrase is ‘born global.’ They are driven by technology that requires them to expand in many countries at once. They need scale economies; they need first-mover advantages. The Apple iPod is an example. Any place that has computers understands the iPod immediately.” Companies that are born global, he adds, “tend to have high-tech products that immediately find acceptance in many different cultures and societies. The differences in selling across countries is not as important as they might be if you are selling toothpaste or packaged food or clothes.”

2. The world is not flat

Whatever the challenges, observers note that running a global company differs significantly from running a domestic one. “A German company that operates only in Germany can manage in a certain way,” says Guillén. But leaders of an international firm, depending on where it operates, need to revisit many of their assumptions about all kinds of things, “from the development and design of products, to HR policy, to marketing. In spite of globalization, the world is not flat. There are so many variations on the ground level that need to be managed. If you ignore those variations, you are likely to underperform.”

And who is likely to perform better than you? Local companies, says Guillén. “You can’t sell products in Germany unless you take into account the local competition. Wal-Mart found this out. They are the largest company in the world, with good management. They are a formidable competitor.” Yet they have floundered in several of their global initiatives. “Leadership was part of the problem,” Guillén notes. For example, “in some countries they acquired existing local supermarkets, then replaced the management quickly and brought in people from other countries.” 

Indeed, a lack of flexibility in dealing with local demands may partly explain why Wal-Mart has faced a series of setbacks in its global expansion. In 2006, the company withdrew from Germany and South Korea, while its Japanese unit has struggled this year, and market share has fallen even in Britain, once its showcase for international sales. “Wal-Mart has this wonderful business model, and they said, ‘Let’s go take over the world.’ What they found is, it’s not so easy,” says Guillén, pointing, for example, to the company’s automated restocking system, which led to nonsensical results like skis being sold in Brazilian stores.

Some of the problems Wal-Mart encountered were cultural, according to Robert Slater, author of The Wal-Mart Decade: How a New Generation of Leaders Turned Sam Walton’s Legacy Into the World’s #1 Company. “In Germany, Wal-Mart wanted to keep the doors open seven days a week, but the Germans said ‘no’. Their culture has stores open only five or six days a week. Wal-Mart couldn’t change German culture, so they didn’t really have any options.” Ironically, Wal-Mart’s unwillingness to adapt to local conditions may reflect a shadow side of one of its greatest strengths — its cohesive internal culture. “Culture to Wal-Mart is a vital part of its business, and if it can’t get Wal-Marts in Germany to do things the Wal-Mart way, that really makes it hard,” Slater notes.

The best global leaders, adds Wharton’s Kobrin, are able to find a balance between extremes. “One extreme is thinking that everyone will understand English if only you talk a little louder, and the other is assuming that every country is so different that you can’t possibly intervene and that you need to leave management entirely to locals. You have to find the happy medium and understand that there are differences to be respected, but that you can also have commonalities across borders.”

3. House calls to local families

J. Stewart Black, Singapore-based director of the INSEAD Center for Human Resources in Asia, conducted research among global business leaders in the late 1990s. He discovered that successful leaders exhibited “a unique global mindset,” as he wrote in the fourth volume of the edited collection,Advances in Global Leadership.

Such leaders “see and think about the world differently than those who would be overwhelmed and exhausted by the challenge of global business,” writes Black. And what is the key trait that defines such a global mindset? According to Black, it’s inquisitiveness. “When in a new country, high-potential global leaders seek out new experiences. They want to try the local food, not the internationalized cuisine at some five-star hotel. They pick up the local newspaper; they talk to local residents.”  While such a basic orientation toward new experiences may be an inborn trait rather than a learnable one, Black notes, companies can “select” for inquisitiveness among potential leaders before sending them abroad for international experience. “Without this, they are not likely to engage. If they don’t engage, they are unlikely to learn the lessons that will be of value to them later as global leaders.”

While individual personality traits shape leadership capabilities, company culture plays a vital role as well. In his article, Black describes what John Pepper, one of a number of Procter & Gamble leaders who helped take the consumer products company global in the 1980s and 1990s, would do when he traveled to a new country: visit five local households to learn how families in that country “wash their clothes, clean their house or look after their children’s hygiene.”

Pepper’s attention to local detail was part of the company’s spirit of inquisitiveness that led to its global success, says Davis Dyer, co-author ofRising Tide: Lessons from 165 Years of Brand Building at Procter & Gamble.“The whole company had a certain attitude based on how they researched brands: They launched experiments, tested ideas, gathered data and then acted on that data. That attitude was also how P&G approached foreign markets: experimenting, testing and learning,” says Dyer, a founding partner at the Winthrop Group, a professional services firm focused on corporate history. 

According to Dyer, Ed Artzt, former chairman and CEO of P&G, “was an extremely competitive guy. By the early 1980s, both he and [former CEO] John Smale understood that while P&G still had opportunities in the U.S., they had bigger opportunities outside. At that time, a lot of manufacturers woke up to the rest of the world and realized Japan and Europe had fully recovered from the war and were very mature and competitive markets. In the early 1980s, there was a lot of discussion of the Japanese threat, the fact that they were going to overwhelm the U.S. steel, electronics, shipbuilding and auto industries. P&G looked at its competitors, including Japanese consumer goods companies, and thought, ‘Holy cow! They are going to do it to us unless we get our act together.’ Artzt felt strongly that P&G wouldn’t go down without a fight.”

Guillén makes another point: Leaders also need to make sure the management team they have on the local level is making the right decisions at the right time, “and that mechanisms are in place so that everyone else in the company can learn from those decisions. For example, if you come up with a great marketing approach in Germany, based on fully understanding the German market, then sales teams in Japan or the U.S. can learn from that, asking themselves, ‘What principles were they implementing in Germany that might be useful in our situation?’ There has to be some coordinating mechanism to make it possible for the entire company to learn from local successes. That’s a huge challenge for leaders. You do a little of that through rotation, but you need more than rotation. You need information to flow, and you need collaboration.”

Global leaders, adds Hrebiniak, need to understand not just the culture and markets of other countries, but also how to manage the diversity that results from those differences. “They should ask themselves: ‘How do I organize myself to handle country differences but still have a coordinated thrust worldwide for my product? How do I create a structure that builds in local control, side by side with international or global control?’ That’s hard to do. There is always a tension between the country managers and the locals.” Citibank, he says, has done this well: “They have a matrix system set up in their global operations where, in fact, they have people in countries who report to both country managers and people at the home office. They handle this complex system fairly effectively.”

Hrebiniak also notes the difference in skills that are needed for CEOs and top managers vs. line managers. “It comes down to a difference between corporate strategy and business strategy. The leadership at the top is more responsible for managing the portfolio and doing due diligence, and for weighing whether it is better to acquire a firm or develop a strategic alliance. The line managers in businesses or SBUs are concerned with how to compete, how to overcome cultural differences and respond to local tastes, and how to integrate key functions or processes within the business to achieve local success.”

He points to initial efforts by LG Group, the South Korean conglomerate and producer of consumer electronics, home appliances and mobile communications. “Their first crack at differentiating their products failed badly. Originally, they made generic products that were sold under the brands of large retailers like Sears. In an attempt at product differentiation, they tried to sell their own branded products under the name Lucky Goldstar to compete against Sony, Panasonic and other brands being sold in the U.S. It didn’t work, so they pulled back and tried again under the name LG. They have done much better due to more effective marketing backed by an abundance of resources, and LG is now more of a household name. Lucky Goldstar just didn’t have the cachet, nor did the company have experience in marketing” to pull off its early attempts at global and brand expansion, Hrebiniak says. But top management persisted, “committing financial and managerial resources to the task, and finally learning the secrets of competitive success.”  

4. The global leadership pipeline

While finding inquisitive personalities and shaping corporate culture may seem like amorphous tasks, companies have perhaps the most control when it comes to building their leadership pipeline — that is, constructing a series of experiences to rapidly develop the firm’s next leaders. And when it comes to developing global talent, it’s time to dig out the passports: Travel is essential, Wharton and other experts say.

Royal Dutch Shell, based in The Hague, offers a successful model of leadership development, according to Michael Useem, a Wharton professor of management who works with Shell executives through the Shell/Wharton Group Business Leadership Program. Like many companies, Shell rotates high-potential managers through positions in various aspects of the enterprise, including overseas postings, so that “by time they hit 40 and want to enter senior management, they have in their mind’s eye what it looks like to be in an oil field in Nigeria when the call comes that there’s been an explosion and the local mayor wants to shut the operation down,” says Useem.

Moving among multi-year foreign assignments is “very much a part of Shell culture,” adds Mathilde de Boer, who consults on leadership development for Shell Learning, a part of Royal Dutch Shell. Although employees are sometimes reluctant to constantly uproot — “with dual-career couples, it’s more and more of a challenge,” she notes — a willingness to travel and live overseas is a bottom-line requisite for advancement. “When you make a choice to develop yourself into a senior leadership role, you will be faced with a job that will be located somewhere else.”

The benefits of overseas experience are visible when executives get together for more formal leadership training, says de Boer. “You can see it in the way they learn. Because they have experienced so many different situations, they can quickly grasp new ways of doing things. They have had a mirror held up to their leadership styles.”

Diversifying one’s leadership style may be essential to running a large multinational, according to Guillén. “Your managers in different parts of the world may need different kinds of support. In Germany, for example, the CEO of a subsidiary will deal with a board comprised half of shareholders and half of workers. That’s a very different set up. If you are the CEO of an American or Japanese firm in Germany, then you have to pick a leader who is comfortable with the situation, and then empower that person in a very different way than you might empower your top executive in, say, Brazil.”

But talk of developing long-term leadership capacity may seem irrelevant to high-growth multinationals that need international talent immediately. Useem recalled sitting down several weeks ago with Indian executives and asking how they rated Indian leadership talent compared to U.S. and European talent. “The essence of their answer was that it is good, but they primarily have people who have worked only domestically, in India. By contrast, they saw that in European firms, nearly everybody in middle to senior management had worked outside of their home countries,” he says. Guillén agrees that European companies lead the way in giving executives international experience and notes that such rotations are less frequent in U.S. and Japan companies.

When companies find themselves squeezed for internationally experienced talent, they may face the choice of either losing an opportunity or making do with what they have, notes Useem. “Sometimes you might find yourself saying, ‘You’re just going to have to figure it out when you get there.'”

                     William[X7]  W. George

Senior Fellow at Harvard Business School.

According to George, additional characteristics of a successful global leader include:

·        An intellectual understanding of the global business context—in other words, an ability to comprehend just how complex it can be to do business around the world.

·        The capacity to simultaneously develop a global and local perspective. "This is much easier said than done," George says. "And it's almost impossible to achieve without a great deal of experience living in different parts of the world."

·        Being able to overcome the dominant thinking at headquarters. "Leadership has to lean in favor of nondominant thinking," says George. "That requires a tremendous amount of intercultural empathy and a passion for diversity in life experiences." In other words: "An insatiable need to learn about other cultures."

·        A knack for cross-boundary partnering. "You need to feel comfortable engaging a team in India and giving them as much power as a team in Germany or the United States. There's a certain level of executive leadership maturity involved in having the respect and capacity to pull the best out of each area of the corporation."

·        A self-awareness and self-assurance when it comes to one's values and sense of purpose. At the same time, however, "you need to be flexible in learning from and empowering others."

·        The ability to develop networks that are internal and external to the organization. "It's a process of shifting from vertical management to horizontal collaboration. One's title and role are far less important than the capacity to get things done.

Get Lost

"These are great learning experiences," he says. "The first weekend after I had moved to Belgium, I asked someone how I should explore and get to know the place. I was told to go get lost, which is great advice. It's about really engaging in the culture and learning to be vulnerable."

Accepting one's vulnerabilities is a primary objective of ALD, which requires participants to work together in six-person groups.

"It's more than a knowledge transfer from HBS to individuals; it's also an exchange between people and a process of understanding who I am, what I desire, what is my purpose, and what are my values," says George, who notes that this year the number of participants who can enroll in ALD has doubled to 240 people.

Also coming next July is The Global Enterprise Leader, a course developed with Professor Krishna Palepu that will extend ALD's objectives to include cultivating a greater capacity for cultural intelligence. "It's not so much about understanding geopolitics," George says. "The characteristics that I've cited above are far more important."

Aligning employees across a diversity of geographies and experiences is easier said than done, George concedes, although he does highlight a few standouts, including Coca-Cola (which has had five non-American CEOs), Nestlé, Unilever, Siemens, IBM, and Novartis, among others.

"Ultimately, a global organization is measured by how well the diversity of its leadership reflects the diversity of its customer base and how well that leadership can leverage the skills of teams working around the world," he says, adding that Medtronic's CEO is Omar Ishrak, a native of Bangladesh who was educated in London and has worked in the United States for nearly 20 years.

"We're looking to companies to create a global cadre of people who are comfortable operating anywhere in the world," George concludes. "That's where we're heading."

Maya[X8]  Hu Chan

an international management consultant, executive coach, and speaker, whose specialties are global leadership, executive coaching, organizational development and cross-cultural business skills.

Global Leader:

1. Thinks Globally

2. Anticipates Opportunity

3. Creates a Shared Vision

4. Develops and Empowers People

5. Appreciates Cultural Diversity

6. Builds Teamwork and Partnerships

7. Embraces Change

8. Shows Technological Savvy

9. Encourages Constructive Challenge

10. Ensures Customer Satisfaction

11. Achieves Competitive Advantage

12. Demonstrates Personal Mastery

13. Shares Leadership

14. Lives the Values

Built on Practice

In many ways, preparing to be a global leader is like a native English speaker learning a “difficult” language, such as Arabic, Mandarin, or Finnish. The leader needs to build a solid foundation of grammar, vocabulary, and syntax in the classroom, but at some point, there is no substitute for becoming totally immersed in the language in a country in which it is spoken. The reason why Esperanto—the international language invented by Dr. Ludwig Zamenhoff in Poland over a century ago—never took off is because there were neither native speakers nor a natural environment in which to practice it. It ended up being a purely intellectual exercise, proving that language, environment, and theory are impotent without practice. Fluency will not flourish in a static environment. Just as language ability can rust without regular polishing, so can global leadership skills. This is a particular challenge for potential global leaders who are already on a chosen career path. How many leaders find the time in their hectic work and travel schedules to reflect on and define such issues as: “What does it mean to be a global leader?” and, more specifically, “What exactly constitutes ‘competence,’ ‘effectiveness,’ and ‘success’?” Here the foreign language analogy begins to break down. A couple of weeks of business travel or a vacation in a particular country can be enough to brush up on one’s linguistic fluency— and the results are pretty easy to quantify: either you can make an effective sales pitch or hold your own in a three-hour dinner conversation or you cannot. By contrast, honing global leadership skills is trickier, because the skills required are qualitative and effectiveness is difficult to measure. From extensive formal and informal discussions with business people from around the world, we have come up with five key behavioral characteristics of effective and influential corporate global leaders. These characteristics are as follows: trustworthy, respectful and caring, balanced between “doing” and “being”, emotionally literate, and culturally self aware.

1. Trustworthy Leaders are viewed as dependable, sincere, nondeceptive promise keepers. They show integrity and moral fiber. In many countries, paying government officials to get a project off the ground is part of doing business, but true global leaders are those who would rather walk away from "a deal" than compromise their own or their company's integrity. In this way, they earn high levels of respect.

2. Respectful and Caring Global leaders demonstrate a high regard for the dignity, worth, well-being, and autonomy of all people, including themselves. They are genuinely interested in learning from other cultures, and they are able to demonstrate cultural empathy by consistently "seeing the picture" from various cultural points of view, including his or her own. These leaders also show their desire to learn and "communicate" in the local language. Many negative examples of global leadership show up in managers 3 who view their assignments as "temporary". If the assignment is temporary, why should they go to the trouble of communicating and becoming more acquainted with the locals and their culture? Unfortunately, these leaders do not see their learning as an investment in their global leadership skills.

3. Balanced between "Doing" and "Being" A global leader has the sensitivity and skills to manage attitudes, values, and expectations around issues of performance and results in the cultural context of those he or she leads. For example, in Latin American and Middle Eastern cultures, there is much more of a "being" than a "doing" orientation. In terms of hiring or buying, who a person is and what sort of character he or she has may be considered more important than technical competence. The global leader works effectively to accomplish the goals of the organization, while aware of this balance. The trust the leader inspires in others gives him or her license to set the performance bar on both variables: "being" (quality of life) and "doing" (business success)

4. Emotional Literacy Emotional awareness, resilience, and persistence are important for global leaders. Especially under difficult or stressful circumstances, these leaders are aware of the source of their feelings and emotions. They are capable of sensing, understanding, and responding effectively in situations that are emotionally charged, and they can "witness" or view themselves on the cultural stage and direct their responses from this vantage point

5. Cultural Self-Aware Global leaders demonstrate the ability to recognize, and then learn from, the different behavioral expectations required of different roles, both in their own culture and in the cultural context in which they are operating. They learn to recognize and deal effectively with the different attitudes, values, and expectations placed on cultural variables such as power, competitiveness, time, space (physical proximity), individualism, performance, formality, and structure. This information gives them knowledge required to establish meaningful and effective relationships and to work successfully with people who operate from different cultural orientations. Looking to the future, a new research study of over two hundred “”high potential” leaders in international organizations came up with similar requirements for the incoming cohort of global leaders in business, government, and elsewhere.

◎한국형 인재 조건◎

요약

사람	한국형 인재 조건
김현기[X9]  문권모 한상엽	Ø  개인 비전과 실제의 나: 살고자 하는 삶의 방식과 목표를 명황히 설정하고 있다. Ø  소명의식: 지금 하고 있는 일은 나의 천직이라고 생각한다. 지금 당장 보수가 크지 않은 것은 그리 문제가 되지 않는다. 이 일을 통해 더 큰 기쁨을 느낀다. Ø  시간관리: 해야 할 일이 아무리 많아도 우선순위가 높은 것부터 계획적으로 처리한다. Ø  역경: 어려운 일은 나를 더 강하게 만들어주는 기회라고 생각한다. 때로는 의도적으로 더 어려운 일에 도전하고 배움을 얻는다. Ø  진정 몰입: 더 높은 경지를 추구하는 과정 속에서 짜릿한 희열감을 맛보는 것이 너무 좋다. Ø  도전정신: 더 높은 경지, 새로운 일과 새로운 방식에 대한 도전이 일상 생활. 만일 성공했다 해도 힘든 도전의 길을 멈추지 않는다. Ø  배움: 배움의 길은 끝이 없다. Ø  의사소통: 좋은 질문을 던지고, 질문에는 좋은 답을 한다. Ø  건강: 절제된 생활로 꾸준히 관리를 한다. Ø  일과 삶의 균형: 성공을 위해 달리고, 힘은 가족으로부터 받는다. Ø  자기계발: 하나 이상의 자기계발에 몰입한다. 끊임없이 새로운 것을 배우는 데 시간을 할애한다. Ø  신념: 누가 보고 있건 그렇지 않건 나의 일에 최선을 다 한다. Ø  열정: 스스로 일을 찾아서 한다. Ø  인적 친화력: 주변을 계산적으로 대하지 않고 배려한다. Ø  실패에 대한 태도: 두려워하지 않고 잘못과 부족한 점을 깨닫는다. Ø  호기심: 새로운 문제를 접하면 관심을 갖고 문제의 답을 끝까지 찾는다. Ø  탁월성: 끊임없이 자신의 지식과 기술을 갈고닦는다. Ø  글로벌 마인드: 1가지 이상의 언어로 나의 생각을 전달하고 상대방과 토의할 수 있어야한다. 자연스럽게 현지인과 어울릴 수 있어야한다.
전일한	Ø  인재의 조건으로 ‘전문성’과 ‘멀티플레이’ Ø  전문성, 충성도, 평판을 모두 갖춘 사람이 2016년 채용시장에서 성과를 낼 수 있다 Ø  기업들은 빠르고 긍정적인 변화를 이끌어줄 인재를 바라고 있다. 자신이 일할 산업과 직무에 대한 전문성을 갖추고 ‘멀티플레이’를 할 수 있는 인재가 기업에게 선택될 것이다 Ø  전문성을 갖추려면 어학은 물론 관련 분야의 자격증을 준비하고 사내 태스크포스팀 등에서 자신만의 성과를 쌓아야 한다. 대부분의 기업들은 아직도 충성도 높은 인재를 선호하고 있다. 함께 일했던 사람들의 평판도 이직에 더욱 큰 영향을 미치고 있다.
김민주	Ø  전국경제인연합회가 180개 주요 대기업을 대상으로 “대졸 신규 채용과 스펙 연관성”에 대해서 조사한 결과, 우리나라 주요 대기업은 대졸 신입 채용에서 영어 점수, 학점 등의 스펙보다는 회사와 관련한 자격증을 더 중시하고 있었습니다. 또 신규 채용 시에는 지원자의 도전정신과 열정을 가장 중요하게 평가하고 있었습니다. Ø  기업의 49.5%가 인턴 경험을 우대하지 않는다 Ø  기업에서 채용 활동 시 자격증을 우대한다는 대답은 63.3% Ø  기업들은 회사 업종, 희망 업무와 관련한 자격증(48.4%)을 가장 선호 Ø  기업이 원하는 열정적이고 도전적인 인재! 자기 직무에 대한 전문성과 이해도가 높은 인재! 희망 업무 분야와 관련한 자격증과 인턴 경험이 있는 인재! 이것이 우리 나라 기업이 원하는 인재의 조건
※    한국 인재들의 지나친 국수주의는 외국계 기업에 프로답지 못하다는 인상을 주기도 한다. ※    한국 인재들은 사고의 유연성이 전혀 없이 정답을 말하기 위해서만 노력하는 인상을 받았다. ※    조병렬 GE코리아 상무는 “인력은 똑똑하지만 대학교육은 기업이 기대하는 실무교육, 기본조건을 갖추고 있지 못한 편”이라고 지적했다.

김현기[X10]  (LG경제연구원 책임연구원)

문권모 (동아일보 미래전략연구소 기자)

한상엽 (LG경제연구원 책임연구원)

• 개인 비전과 실제의 나: 살고자 하는 삶의 방식과 목표를 명황히 설정하고 있다.

• 소명의식: 지금 하고 있는 일은 나의 천직이라고 생각한다. 지금 당장 보수가 크지 않은 것은 그리 문제가 되지 않는다. 이 일을 통해 더 큰 기쁨을 느낀다.

• 시간관리: 해야 할 일이 아무리 많아도 우선순위가 높은 것부터 계획적으로 처리한다.

• 역경: 어려운 일은 나를 더 강하게 만들어주는 기회라고 생각한다. 때로는 의도적으로 더 어려운 일에 도전하고 배움을 얻는다.

• 진정 몰입: 더 높은 경지를 추구하는 과정 속에서 짜릿한 희열감을 맛보는 것이 너무 좋다.

• 도전정신: 더 높은 경지, 새로운 일과 새로운 방식에 대한 도전이 일상 생활. 만일 성공했다 해도 힘든 도전의 길을 멈추지 않는다.

• 배움: 배움의 길은 끝이 없다.

• 의사소통: 좋은 질문을 던지고, 질문에는 좋은 답을 한다.

• 건강: 절제된 생활로 꾸준히 관리를 한다.

• 일과 삶의 균형: 성공을 위해 달리고, 힘은 가족으로부터 받는다.

• 자기계발: 하나 이상의 자기계발에 몰입한다. 끊임없이 새로운 것을 배우는 데 시간을 할애한다.

• 신념: 누가 보고 있건 그렇지 않건 나의 일에 최선을 다 한다.

• 열정: 스스로 일을 찾아서 한다.

• 인적 친화력: 주변을 계산적으로 대하지 않고 배려한다.

• 실패에 대한 태도: 두려워하지 않고 잘못과 부족한 점을 깨닫는다.

• 호기심: 새로운 문제를 접하면 관심을 갖고 문제의 답을 끝까지 찾는다.

• 탁월성: 끊임없이 자신의 지식과 기술을 갈고닦는다.

• 글로벌 마인드: 1가지 이상의 언어로 나의 생각을 전달하고 상대방과 토의할 수 있어야한다. 자연스럽게 현지인과 어울릴 수 있어야한다.

Anonymous[X11] 

세계적인 싱크탱크기업 맥킨지에서는 몇년간 행해졌던 면접결과 중국제적인 인재의 유형을 한국형 인재과 비교하여 소개하였다.

당시 서울대 수석입학 졸업에 하버드대 법학과 졸업예정인 학생의 면접에 외국인 면접관이 전한 면접결과는 기대 밖이었다고 말했다.
사고의 유연성이 전혀 없이 정답을 말하기 위해서만 노력하는 인상을 받았다는 것이다. 보통 이런 인터뷰는 정답보다는 어떤 사고과정을 거쳐 문제를 해결해 나가는지 살펴보는 데 더 큰 목적이 있지만 그 학생은 정답을 내놓기 급급했던 것이다. '전형적인 한국형 인재'였다.

한국의 인재는 이력서상으로는 세계 그 누구에게도 뒤지지 않지만 실제 인터뷰와 업무 현장에서는 '이력서값'을 ㅁ소하는 반쪽짜리 우등생들이 많다며 한국의 교육풍토를 꼬집었다.

지구시민이 되기 위해 다양한 문화적 체험을 하거나 논리적 사고력을 갖기 위해 시간을 투자하는 대신 오로지 유창한 영어나 번듯한 학위에만 목숨을 건다는 것이다.

또 외국에서 받은 학위와 높은 토익 점수가 글로벌 인재의 필요충분조건이라고 생각하는 풍조가 얼마나 잘못된 것인 알 수 있다. 실제로 맥킨지 서울 사무소를 대신해 세계의 명문 대학 한국인재들을 인터뷰할 때, 응시자들 중에서 영어를 못해서 떨어지는 경우는 극소수였다는 것이다. 이외에도 창의력 부족과 지나친 겸손, 비관주의, 체면, 삐뚤어진 경쟁주의 등이 세계무대에서 한국인재의 성장을 가로막는 한계로 작용한다.

이런 흐름에 이어 강조하는 글로벌 인재의 조건은 먼저 독립적인 문제해결 능력과 논리적 사고력이다. 그리고 다양한 인종과 문화가 공존하는 글로벌 무대에서 필요한 다양성에 대한 유연한 태도, 일과 삶에 대한 균형감각 등도 갖춰야 한다고 강조했다.

동아뉴스[X12] 

아쉬운 코리아 

외국계 기업들은 한국의 투자매력으로 우수한 인적자원을 꼽으면서도 “필요한 인재를 구하지 못해 제대로 투자를 할 수 없다”는 불만을 동시에 토로했다.

○ 우수한 인재…2% 부족 

글로벌 특송회사 UPS코리아는 지난달 ‘마케팅 부서 사무직 7개월 근무자 구함’이라는 공고를 냈다. 심각한 청년실업을 생각하면 구직자는 쉽게 몰릴 듯했다. 하지만 구직자 3명을 모으는 데만 한 달이 걸렸다. 송태호 UPS코리아 부장은 “한국시장에는 훌륭한 인재가 넘치지만 인재 대부분이 단기간 근무직이나 단순 사무직엔 지원하지 않아 아쉽다”며 “젊은 구직자들이 인턴이나 단기간 근무직에 도전하면 외국계 회사들도 적극적으로 채용에 나설 것”이라고 말했다. 외국계 기업은 인턴이나 비인기 부서의 허드렛일로 시작하는 직원에게도 기회의 문을 열어놓고 있다는 얘기다. 실제 송 부장은 미국 유학생활 도중 1년간 인턴사원으로 일하다가 정식 직원으로 채용됐다. 그의 능력을 알아본 미국 본사는 송 부장을 2007년 한국지사 기획담당 차장 자리에 앉혔다.  

한국 인재들의 지나친 국수주의는 외국계 기업에 프로답지 못하다는 인상을 주기도 한다. 5년 전 한 외국계 기계부품업체에서는 한국인 경력직원을 들였다가 한바탕 홍역을 치렀다. 이 직원에게 국내 경쟁사에 대한 정보 수집을 맡기자 “난 산업 스파이가 아니다”라며 반발했다는 것. 헤드헌팅 업계 관계자는 “국내 기업이 기업전략이나 마케팅 기법으로 흔히 하는 일을 외국계 기업에서 하면 거부감을 느끼는 직원들이 있다”며 “넓은 시야와 프로의식을 갖고 업무에 임해야 한다”고 설명했다. 한국 인재의 잠재력을 제대로 다듬지 못하는 대학교육도 문제였다. 조병렬 GE코리아 상무는 “인력은 똑똑하지만 대학교육은 기업이 기대하는 실무교육, 기본조건을 갖추고 있지 못한 편”이라고 지적했다.

전일안[X13] 

커리어케어 부사장

한국 최대 헤드헌팅회사인 커리어케어(www.careercare.co.kr)의 전일안 부사장은 13일 2016년 채용시장에 맞는 인재의 조건으로 ‘전문성’과 ‘멀티플레이’를 꼽았다.

전 부사장은 전문성, 충성도, 평판을 모두 갖춘 사람이 2016년 채용시장에서 성과를 낼 수 있다고 조언했다.

2016년에 기업들은 어떤 인재상을 선호할까?

“기업들은 빠르고 긍정적인 변화를 이끌어줄 인재를 바라고 있다. 자신이 일할 산업과 직무에 대한 전문성을 갖추고 ‘멀티플레이’를 할 수 있는 인재가 기업에게 선택될 것이다.”

2016년 채용시장은 전반적으로 어떻게 바뀔까?

“2015년보다 채용이 활성화될 것으로 보인다. 기업들은 외부에서 전문가를 영입해 시장에 더욱 적극적으로 대처할 것이다. 특히 해외 선진기업에서 경험을 쌓은 글로벌 인재에 대한 수요가 꾸준히 늘어날 것으로 예상된다.”

이직을 준비하는 사람이 ‘2016년형 인재’로 완성되기 위한 구체적인 방법은?

“전문성, 충성도, 평판을 반드시 기억해야 한다.

전문성을 갖추려면 어학은 물론 관련 분야의 자격증을 준비하고 사내 태스크포스팀 등에서 자신만의 성과를 쌓아야 한다. 대부분의 기업들은 아직도 충성도 높은 인재를 선호하고 있다. 함께 일했던 사람들의 평판도 이직에 더욱 큰 영향을 미치고 있다.”

김민주[X14] 

전경련 고용노사팀 김민주 연구원

우수한 외국어 능력, 자격증 취득, 인턴경험, 아르바이트 경험, 고 학점에 다양한 대외 활동까지 최근 우리나라 취업준비생들은다른 사람보다 더 높고, 더 우수한 스펙을 쌓기 위해 노력을 아끼지 않고 있습니다. 그런데 이런 고스펙을 갖춘 인재가 우리 기업에서 진정 선호하는 인재의 조건일까요? 

전국경제인연합회가 180개 주요 대기업을 대상으로 “대졸 신규 채용과 스펙 연관성”에 대해서 조사한 결과, 우리나라 주요 대기업은 대졸 신입 채용에서 영어 점수, 학점 등의 스펙보다는 회사와 관련한 자격증을 더 중시하고 있었습니다. 또 신규 채용 시에는 지원자의 도전정신과 열정을 가장 중요하게 평가하고 있었습니다.

표를 통해 확인해 보면 대기업이 신입사원 채용 시 중요하게 평가하는 항목 중 '다양한 스펙'은 1.1%로 매우 낮은 비율을 차지했습니다. 그 대신 신입 지원자의 높은 도전정신과 강한 열의를 가장 높게 평가하는 것을 확인할 수 있습니다. 즉, 우리 기업은 높은 스펙보다는 도전정신, 열정, 끈기를 갖춘 인재를 선호하고 있다는 것입니다.

대기업들은 신규 사원을 채용할 때 일반적인 스펙보다는 도전정신과 열정을 중시합니다. 그리고 이러한 역량을 확인하기 위해서 인성검사, 적성검사, 실무면접, 토론 면접 등을 활용하고 있습니다. 그리고 기업이 원하는 인재상에 대하여 잘 이해하고 있는 지원자를 선호합니다.

따라서 취업을 준비할 때 인적성 검사 준비는 물론, 지원 회사의 인재상, 기업 이념 등을 분석하고 공부해서 이력서나 자기 소개서, 면접 등에서 기업이 원하는 인재로서의 모습을 충분히 보여줄 수 있도록 해야합니다.기업의 선호 인재상을 파악하고 그 인재상에 부합하는 인재로서의 모습을 보여줘야 합니다.

그런데 이런 현실에도 불구하고 취업에 조급한 대학생들은 스펙을 쌓기 위한 힘겨운 생활을 반복하고 있는 경우가 많습니다. 대학생들은 취업을 위해 각종 자격증 취득과 인턴활동, 영어 공부 등으로 스펙을 쌓기 위해 노력을 아끼지 않고 있습니다. 그렇다면 이런 활동이 정말 취업에 도움이 되는 것일까요? 기업은 채용 시 취업 지원자의 자격증 및 인턴활동을 얼마나 우대하고 있는지 살펴 보도록 하겠습니다.

우리가 생각하는 것보다 기업은 인턴 경험에 높은 점수를 주지 않는 것으로 나타났습니다. 기업의 49.5%가 인턴 경험을 우대하지 않는다고 대답했고, 39.4%는 동종 업종에 한해서 인턴경험을 우대한다고 답했습니다. 따라서 대학생들은 인턴 경험을 할 때 반드시 자기가 앞으로 하고자 하는 업무와 연관된 분야를 중심으로 활동 하는 것이 좋습니다. 그렇지 않으면 취업활동에 가산점 요인이 거의 되지 않기 때문입니다.

기업에서 채용 활동 시 자격증을 우대한다는 대답은 63.3%, 우대하지 않는다는 대답은 36.7% 였습니다. 많은 기업에서 자격증에 많은 우대 점수를 주고 있는 것인데요. 그렇다면 자격증을 우대한다고 대답한 기업들이 선호하는 자격증은 무엇일까요

기업들은 회사 업종, 희망 업무와 관련한 자격증(48.4%)을 가장 선호하고 있습니다. 이어 외국어 자격증, 컴퓨터 자격증, 한자, 한국사, 한국어 자격증 순으로 나타났는데요. 여기서도 본인이 하게 될 업무 및 직종과 관련한 전문적인 자격증이 높은 점수를 받는 것을 확인할 수 있습니다

지금까지 우리나라 기업이 선호하는 인재의 조건에 대해서 살펴보았습니다.

기업이 원하는 열정적이고 도전적인 인재! 자기 직무에 대한 전문성과 이해도가 높은 인재! 희망 업무 분야와 관련한 자격증과 인턴 경험이 있는 인재! 이것이 우리 나라 기업이 원하는 인재의 조건이라는 점 명심하시고 모두 좋은 직장에, 원하는 꿈의 직장에 취뽀(취업 뽀개기)하시길 바라겠습니다! 대한민국 대학생 여러분 파이팅입니다.

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 [X1]http://blog.iese.edu/reiche/files/2010/08/Defining-the-global-in-global-leadership.pdf

 [X2]adapted from “Level Three Leadership: Getting Below the Surface,” by Professor James G. Clawson.

 [X3]http://knowledge.wharton.upenn.edu/article/what-makes-a-global-leader/

 [X4]http://hbswk.hbs.edu/item/developing-the-global-leader

 [X5]adapted from “Level Three Leadership: Getting Below the Surface,” by Professor James G. Clawson.

 [X6]http://knowledge.wharton.upenn.edu/article/what-makes-a-global-leader/

 [X7]http://hbswk.hbs.edu/item/developing-the-global-leader

 [X8]http://www.alexcelgroup.com/articles/Becoming%20an%20Effective%20Global%20Leader.pdf

 [X9]https://books.google.com.ph/books?id=6riwAwAAQBAJ&pg=PT185&lpg=PT185&dq=%ED%95%9C%EA%B5%AD+%EC%9D%B8%EC%9E%AC+%EC%A1%B0%EA%B1%B4&source=bl&ots=55qQRSUN4r&sig=YWlnZo5BFe4fcqRcfCapmxDgCBc&hl=en&sa=X&ved=0CBoQ6AEwAGoVChMI_bK1o6mSyQIVItqmCh2aRAvV#v=onepage&q=%ED%95%9C%EA%B5%AD%20%EC%9D%B8%EC%9E%AC%20%EC%A1%B0%EA%B1%B4&f=false

 [X10]https://books.google.com.ph/books?id=6riwAwAAQBAJ&pg=PT185&lpg=PT185&dq=%ED%95%9C%EA%B5%AD+%EC%9D%B8%EC%9E%AC+%EC%A1%B0%EA%B1%B4&source=bl&ots=55qQRSUN4r&sig=YWlnZo5BFe4fcqRcfCapmxDgCBc&hl=en&sa=X&ved=0CBoQ6AEwAGoVChMI_bK1o6mSyQIVItqmCh2aRAvV#v=onepage&q=%ED%95%9C%EA%B5%AD%20%EC%9D%B8%EC%9E%AC%20%EC%A1%B0%EA%B1%B4&f=false

 [X11]http://islandbird.blogspot.com/2008/09/blog-post_3293.html

 [X12]http://news.donga.com/3/all/20090706/8751994/1

 [X13]http://www.businesspost.co.kr/news/articleView.html?idxno=19643

 [X14]http://www.freedomsquare.co.kr/1823#.VkiJXn7hDDc