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Management article
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Reference no. R1305M
Published by: Harvard Business Publishing
Originally published in: "Harvard Business Review", 2013

Abstract

Leaders with a cross-cultural mind-set are in high demand. Gaining that perspective takes great effort, but it also allows you to create value for your company. So argue Unruh and Cabrera, who chart a clear path for business leaders who aspire to join the global elite. The process starts with learning to think and act globally. It requires extensive study, foreign travel, cultural exploration, and interpersonal experiences that must be undertaken with an open mind and heart. Once you enter the global elite, there's no coasting. You'll have to suss out cross-cultural divergences and convergences - and build diverse networks - to give your company a leg up. But you should be inspired less by figures on an income statement than by a sense of global citizenship. That's what makes members of the global elite a rare, influential breed that achieves both measurable and ineffable results.

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Abstract

Leaders with a cross-cultural mind-set are in high demand. Gaining that perspective takes great effort, but it also allows you to create value for your company. So argue Unruh and Cabrera, who chart a clear path for business leaders who aspire to join the global elite. The process starts with learning to think and act globally. It requires extensive study, foreign travel, cultural exploration, and interpersonal experiences that must be undertaken with an open mind and heart. Once you enter the global elite, there's no coasting. You'll have to suss out cross-cultural divergences and convergences - and build diverse networks - to give your company a leg up. But you should be inspired less by figures on an income statement than by a sense of global citizenship. That's what makes members of the global elite a rare, influential breed that achieves both measurable and ineffable results.

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