In Search of Global Leaders
Perspectives of global leaders describing what global leadership is for them
• Stephen Green - Group CEO, HSBC
No one gets to the top at HSBC without having worked in more than one market. They believe
travel broadens the mind - how much more you get from living and working in different cultures.
Recruitment process is sophisticated, involving a complex process of tests, interviews, and
exercises. HSBC will give any promising executive who expresses an interest in gaining
international exposure the opportunity to work overseas. Because of recruitments and
development practices, many people have worked in multiple countries.
• Fred Hassan - Charmain and CEO, Schering-Plough
Having a global attitude is not the same as being able to imitate local styles. Being yourself
while also showing interest and openness is at the heart of a global attitude. Good ideas can
come from anywhere, and good products can be sold anywhere. The more place you are, the
more ideas you will get. And the more ideas you get, the more places you can sell them and
the more competitive you will be. Managing in many places requires a willingness to accept
good ideas, no matter where they come from - global attitude. Change process convinced
Hassan that identifying and developing people with global attitudes requires personal
involvement from the top.
• Jeffery Immelt - Chairman and CEO, General Electric
A global company does three things. It's a global sales company - number one with customers
all over the world. It's a global products company, with technologies, factories, and products
made for the world, not just for a single region. It's a global people company - a company that
keeps getting better by capturing global markets and brains.
HR has to be more than just a department - the common denominators are people and culture.
HR is the agenda. Reward employees. Devote time and energy into building personal
networks. You can't be a lone ranger and also a global manager. Looks for person with a great
instinctive feel for his market, his business and his subordinates. Culture needs to be
performance oriented.
• Michael Marks - CEO, Flextronics
Stereotypes undermine good decision making in businesses that aim to globalise. The most
important criteria for a business leader is that he or she is free of such strong biases. In every
country they operate, the people that want to do a good job need training. Learning how
different countries are governed and being able to work with their leaders.
Travel extensively, learn languages, and be educated abroad to be able to negotiate with
cultural breadth.
• Daniel Meiland - Executive Chairman, Egon Zehnder International
The world is getting smaller and markets are getting bigger. Need to find managers who can be
effective in many different settings is growing ever more urgent. In addition to looking for
intelligence, specific skills, and technical insights, companies are also looking for executives
who are comfortable on the world stage.
Easier to develop client relationships if you stay in one place for an extended period of time.
Those client relationships can be very important when it comes to getting promoted. Have
cultural sensitivity, developing global executives requires helping people to see their own
biases. Be aware of accepting cultural norms.
Perspectives of global leaders describing what global leadership is for them
• Stephen Green - Group CEO, HSBC
No one gets to the top at HSBC without having worked in more than one market. They believe
travel broadens the mind - how much more you get from living and working in different cultures.
Recruitment process is sophisticated, involving a complex process of tests, interviews, and
exercises. HSBC will give any promising executive who expresses an interest in gaining
international exposure the opportunity to work overseas. Because of recruitments and
development practices, many people have worked in multiple countries.
• Fred Hassan - Charmain and CEO, Schering-Plough
Having a global attitude is not the same as being able to imitate local styles. Being yourself
while also showing interest and openness is at the heart of a global attitude. Good ideas can
come from anywhere, and good products can be sold anywhere. The more place you are, the
more ideas you will get. And the more ideas you get, the more places you can sell them and
the more competitive you will be. Managing in many places requires a willingness to accept
good ideas, no matter where they come from - global attitude. Change process convinced
Hassan that identifying and developing people with global attitudes requires personal
involvement from the top.
• Jeffery Immelt - Chairman and CEO, General Electric
A global company does three things. It's a global sales company - number one with customers
all over the world. It's a global products company, with technologies, factories, and products
made for the world, not just for a single region. It's a global people company - a company that
keeps getting better by capturing global markets and brains.
HR has to be more than just a department - the common denominators are people and culture.
HR is the agenda. Reward employees. Devote time and energy into building personal
networks. You can't be a lone ranger and also a global manager. Looks for person with a great
instinctive feel for his market, his business and his subordinates. Culture needs to be
performance oriented.
• Michael Marks - CEO, Flextronics
Stereotypes undermine good decision making in businesses that aim to globalise. The most
important criteria for a business leader is that he or she is free of such strong biases. In every
country they operate, the people that want to do a good job need training. Learning how
different countries are governed and being able to work with their leaders.
Travel extensively, learn languages, and be educated abroad to be able to negotiate with
cultural breadth.
• Daniel Meiland - Executive Chairman, Egon Zehnder International
The world is getting smaller and markets are getting bigger. Need to find managers who can be
effective in many different settings is growing ever more urgent. In addition to looking for
intelligence, specific skills, and technical insights, companies are also looking for executives
who are comfortable on the world stage.
Easier to develop client relationships if you stay in one place for an extended period of time.
Those client relationships can be very important when it comes to getting promoted. Have
cultural sensitivity, developing global executives requires helping people to see their own
biases. Be aware of accepting cultural norms.
