Multinational companies must allow their leaders and employees to pursue and obtain international assignments and associated experiences. Global mobility generates a global mindset. Establishing cross-border project teams, leaders and employees acquire multicultural skills and abilities to interact and team with people of different ethnic backgrounds.
Strong international teams allow workers to resolve complex challenges and learn how to minimize and work through conflicts and poor group dynamics. Global leadership development through the elastic networks of international relationships promotes workforce and cultural integration and synchronization.
Multinational companies should expense the crosspollination of larger segments of workers to facilitate a wider global mindset. The old adage of ‘what gets measured, gets done’ is a universal behavior and does not vary in an international business setting. Well defined multicultural performance management systems, tools, and programs in and of itself has a global minded approach to managing human relational issues.
International firms must embrace the global mindset as an organizational strategy. Such a strategy begins with top executives and filters throughout the operation. Top leaders must plant the seeds of a global mindset to ensure that connective cultural thinking and behaviors become a reality that fosters employee engagement, productivity, success, and shareholder value.
