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To the amazing thought leaders who have been
at the heart of this research:
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As Lee regards this colleague highly, he was surprised that he hadn’t grasped just how important it is to pivot to a more communicative style when invited into the boardroom. “Some of our businesses in Asia have been run by colleagues from outside the region,” Lee observes. “That’s partly because local talent has not yet gained the visibility needed to be given the role.” Local talent, like his colleague, is sometimes perceived as having more technical and quantitative skills than strategic vision and as lacking the ability to build the credibility necessary to interact with divisions worldwide. Lee believes it’s an unfair characterization, but concedes that sometimes he can see where the criticism originates. “There’s definitely a case to be made for developing local talent to think more broadly and for equipping them with the executive presence that projects credibility to global leaders,” he says. On the other hand, “there is also a strong case to be made that in order for Western leaders to become global leaders, they need to develop the cultural sensitivity to recognize forms of leadership that may be different from their own,” Lee adds. Western leaders need to also master the double pivot.
Lee’s story underscores just how treacherous the waters can be between the shores of local culture and headquarters—particularly with regard to demonstrating authority. Navigating these straits demands recognizing that corporate culture is its own country, reflective of, but not limited to, the leadership norms of the country (and industry sector) in which it’s based. As Rosalind Hudnell, a global leader at Intel, puts it, “Corporate culture is defined by the people and norms of the organization, which continue to evolve. Our global employee base is made up of ambassadors for Intel around the world.”
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