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Marshall Goldsmith Foreword: Global Mindset Leadership: Navigating China and US Business Cultures is a book written by three very skilled professionals. It goes deeper than the surface level of cultural differences and talks about historical and generational factors that come into play when working in China. If you come from a Western culture, it will help you understand the Chinese ways of doing business and to see the world from their point of view. It can help you successfully navigate in your journey to build a global enterprise. It can also help you develop transferrable skills that go beyond China and apply to any international assignment.
I invite you to read this book and to apply what you learn. A wise person learns from experience. An even wiser person learns from someone else s experience!
China is becoming increasingly relevant to everyone in the West. It is becoming more relevant every day. Learning how to work across cultures will become one of the most important qualities for the leader of the future.
Gary Ranker Preface: We define global mindset as the willingness and ability to step outside one s own base culture, and to respectfully understand there is no universally correct way to do things. From that perspective, some interesting observations can be made. Certainly there are great differences between Chinese and U.S. cultures. There are also many similarities. Surprisingly, going beyond surface appearances, we find that some things which seem to make us different, are actually quite similar. And some things which seem similar on the surface may have very different connotations within each culture.
For instance, both cultures have within their traditions the concept of a dragon. To the Westerner, a dragon conjures up images of a fearful creature that needs to be conquered. By contrast, Chinese embrace the dragon as a benevolent creature that symbolizes strength, wisdom, good luck and power.
We invite you, within the pages of this book, to set aside any preconceived notions of either the U.S. or Chinese culture, and learn from our exploration of each other s ways. From the vantage point of the other culture, you may even learn some new things about your own.
The payoff of having a global mindset is greater awareness that will help you navigate more effectively through business interactions and strategies on your way to a successful initiative with the other culture.
Developing a global mindset means accepting that our values and our ways of doing business don t have the same meaning, or perhaps even work, for our counterparts in other cultures. To have a global mindset is to get beyond the trap of believing that what has worked for us and our organization in our country, will work to the same degree in another country. It may or may not. But it won t work to start with the assumption that we will be successful forcing our ways onto the other culture.
Positive reviews by 39 CEOs, senior managers and professionals in Beijing, Hong Kong, and Shanghai China, California, New York, Virginia, New Jersey, Illinois and Phoenix, United States, Singapore, Sydney, Australia, Tokyo, Japan, Dubai U.A.E, Bangkok, Thailand, Kuala Lumpur, Malaysia, and India.
Chapter 1: Understanding Global Mindset Chapter 2: Tracing History Chapter 3: Confucian Ethics and Politics Chapter 4: Generational Differences in Chinese Society Chapter 5: Cultural Dimensions Chapter 6: Context and Rules Chapter 7: Developing Cultural Competence Chapter 8: Merging Business Cultures Chapter 9: Joint Ventures in China Chapter 10: Global Mindset Appl
Steve Sargent Foreword: My Leadership Coach for Cultivating a Global Mindset
I first met Gary Ranker in 1993, a year after I had joined General Electric in New York City. I had a 22-year career with GE, working in leadership roles in businesses across the U.S., Europe and Asia. My career in GE culminated in serving on the Corporate Executive Committee and as an Officer in the General Electric Company.
In early 2015 I left GE with a personal goal to reduce the air travel and spend more time with my family. I am currently a non-executive di- rector on a few ASX listed company boards in Australia.
At the time I met Gary, he had been working with several senior GE executives who, to use a Jack Welch phrase, had “a bit too much edge”. They were terrific at driving operational performance and execution, but their people leadership and influencing skills needed improvement. These were often task-oriented operational managers who left you feeling a little “bruised” after every interaction with them. They were considered to be difficult to work with by their peers and subordinates.
The company valued their strengths and wanted to help these leaders improve into well-rounded leaders who collaborated well in teams and inspired their people. So GE brought in Gary to coach them.
During that time, Gary was coaching a peer of mine–a really good guy, incredibly talented, but he was quite difficult to work with. I was one of his stakeholders, so I was having 360-degree conversations with Gary regularly. After three or four conversations with Gary I went to my boss and said, “I don’t have all the difficult issues these guys have, not that I’m aware of anyway, but I really do think I could benefit from working with Gary for a little while to improve my own self-awareness and to be a better leader.”
So I started working with Gary. The initial feedback I received was that I was an “indefatigable optimist,” always upbeat, always moving at a million miles an hour, often moving ahead without the necessary buy-in and support from the rest of the team. People liked the high energy and enthusiasm, but some people thought it was false. When I was presenting deals or presenting business results, my upbeat style was often perceived as “over-selling” and “lacking authenticity”. For some folks in our finance teams they simply didn’t trust me.
Gary made me aware how important it is to understand the way my audience perceives me. The reality is, in every interaction, whether it’s a one-on-one interaction, a team meeting, or hundreds of people, people are developing a perception of you. Gary taught me that you might as well ensure that you develop the perception you want them to have and adjust your style accordingly.
I learned that if I was talking to an audience of highly analytical financial analysts, I should change my presentation and delivery to eliminate the adjectives and use more data. I changed my style and approach to ensure I connected and engaged in an authentic and trusted way with the people I was working with.
I vividly recall Gary telling me that I was a bulldozer and that in my desire to get things done quickly I would run over people in the way. He told me how to imagine I was in a sail boat and imagine that all the people I was working with had different objectives, agendas and goals. He told me to imagine these different goals, objectives as “gusts of wind” and that in my sail boat I would need to work to get their gusts of wind in my sail. In doing this I learned a great phrase to use with peers and team members … “how can I help you help me?” That ensured we were aligned to a common goal and I was bringing everyone along accordingly.
“Recession or Plenty: 7 Steps to Success in Business & In Life" is a valuable guidebook for all of us on our journey to success, however we define it.”
Frances Hesselbein, awarded the Presidential Medal of Freedom, Chairman, Board of Governors of the Leader to Leader Institute, Founding President of Peter F. Drucker Foundation and former CEO of Girl Scouts of the USA
Extremely moving, inspiring, heart-wrenching, great!
Nathaniel Branden, Psychotherapist and Philosopher, Author, Proponent of the Psychology of Self-Esteem
“The tone of the book is friendly. It is like having Marilyn in the room. Give yourself ten minutes here, half an hour there, and read her book as an idea-generator for whatever issues you are facing. With wisdom distilled from her coaching practice, Marilyn’s got it right. She clearly has her finger on the pulse of what you need to know today to manage yourself in a small business.”
Marshall Goldsmith, best-selling author: “What Got You Here Won’t Get You There” (Hyperion) is a New York Times bestseller, Wall Street Journal #1 business book, winner of the Harold Longman Award for Business Book of the Year. “Succession: Are You Ready?” (Harvard Business Press) is a Wall Street Journal bestseller.
“Marilyn's book does something unique: It brings together some of the most valuable inspirational resources but also practical "nuts and bolts" knowledge that we all need. Her book is helping me both to get through these very difficult times and reach my goals. I credit this book in helping me thrive not just survive.”
Gary Ranker, Corporate Politics Coach, Forbes Top 5 Executive Coach
“For all the small business owners out there who are struggling in these times, Marilyn McLeod has written a primer you MUST read. It contains heartfelt and hard-won wisdom for all who want to get beyond the mass of information and infomercials they receive every day. This book literally is brimming with enthusiasm while offering clear ideas for success.”
James Goodrich, Founding Dean, Marshall Goldsmith School of Management, Alliant International University
Martin Luther King Jr once said, “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” In "Recession or Plenty: 7 Steps to Success in Business & In Life", Marilyn courageously shares with us her past personal challenges, and like Phoenix rising from the ashes, provides a road map you can immediately use to be successful in your personal and business life. Marilyn serves as your personal coach by first helping you define the person within you, therefore making it easier to create the world you so desire around you. A must read!
Dr. James H Singletary
Behavioral Optometrist, OrthoKeratologist
I have known and worked with Marilyn for almost 10 years.