Skilling for India
The biggest challenge that we see working with global Human Resource is this notion that the way they’ve been successful in their own home market will be working the same way in other countries also. So the leadership style that has worked for a typical manager, let’s say an Indian manager who has been successful in India and this individual is now in a global position, the natural tendency for this individual is to follow the same style and behave the same way that he or he behaved when they were working in the India. And that’s where the problems start because there are fundamental differences in the cultures of different countries, in the expectations of leaders in different countries, so the same style that works in one country not only may not work in another country, but it may actually cause some negative consequences. For example, if you’re an American manager in Germany, in what way do you need to change your style to be successful in working with your German colleagues? And if you’re an American manager in Saudi Arabia or in China, what specific changes do you need to make in your style to be successful in those countries?
Hence a solution to this we provide skills, attributes, grooming and capacity building of youth so that they can work globally in any country and environment. That’s what happens by the way, in many executive education programs. A lot of the information is provided. But beyond that, there is a psychological element to what a global leader needs to do. And that is things like passion for diversity, how interested an individual is in dealing with people from other parts of the world, self-assurance, self-confidence, the willingness to challenge oneself. This part of success factors is the toughest part to develop because they’re psychologically based, personality based, and so they take more time to change.