The 12 Habits of Highly Effective…

Global leadership is something that is increasingly important in

the auto industry, although you don’t often hear a whole lot about

it. Consider, for example, the case of Sergio Marchionne, chairman and

CEO of Chrysler as well as of Fiat (which owns Chrysler). Marchionne was

born in Italy. He attended university in Toronto and Windsor, Canada. He

holds dual Italian and Canadian citizenship. He spends a lot of his time

in Auburn Hills, Michigan.

Or Johan de Nysschen, president of Inftniti Motor Co. He was born

in South Africa, where he eventually joined German company Audi. He

eventually became president of Audi of America. From that job he joined

Inftniti, the luxury brand of Nissan Motor Co. The headquarters office

for lnfinili is in Hong Kong.

Or Carlos Ghosn. He was born in Brazil. Grew up in Lebanon.

Received engineering degrees from schools in Paris. Was COO of Michelin

South America in Brazil, then chairman and CEO of Michelin North

America. Ghosn went to work for French automaker Renault in South

America. In 1999 Renault bought 36.8% of Nissan, and Ghosn became the

Japanese company’s COO. By 2001 he was CEO of Nissan. In 2005 he

was named president and CEO of Renault, as well. So Ghosn runs both

companies, which means he has a desk in both Paris and Yokohama, though

he probably spends most of his time on a plane.

Global leadership, indeed.

I started thinking about the subject a week after the North

American International Auto Show, where the companies based in Asia,

Europe and North America all had a substantial footprint. Whereas

companies from the first two geographical areas might have once been

considered to be “foreign automakers” in Detroit, for the most

part, they’re all just “car companies,” all of which have

people who make some awfully cool stuff. Remember: companies are based

on people, not their products.

This lead to a scholarly paper, “Global Leaders in East ft

West-Do All Global Leaders Lead in the Same Way?” by Anupam Agrawal

and Caroline Rook. It is based on a survey of 1,748 leaders. The short

answer to the question posed in that title is “sort of.” That

is, depending on where the leader is located, some thing’s require

greater emphases than others. Or.

as the authors write, “different cultures place different

values on certain leadership behaviors and styles.”

But one of the aspects of the work that 1 find to be of interest

and applicability is the Global Executive Leadership Inventory (GELI),

which came from another scholarly paper. Essentially, it is a list of 12

behaviors that executives exhibit in varying’ degrees. These

behaviors are things that even those of us who aren’t executives

ought to model in our own spheres, regardless of how circumscribed or

broad they may be:

(*) Visioning: Not just having a vision, but articulating’ it

to all relevant entities

(*) Empowering: Not just letting people have responsibility, but

the information necessary to truly be responsible

(*) Energizing: Leadership needs to provide people with energy

(*) Designing’ ft aligning': Creating an organization

that allows the values and goals to be realized

(*) Rewarding 8t feedback: People aren’t just motivated to

behave in certain ways due to rewards, they need constructive feedback

to develop the behaviors

(*) Team building: This is not just about getting everyone on the

“same team,” but even encouraging constructive conflict

(*) Outside orientation: Remember the customer-as well as the

community that one is a part of

(*) Global mindset: Before there was “One Ford” there

were lots of Fords

(*) Tenacity: Rome wasn’t built in a day

(*) Emotional intelligence: Not everyone can or should agree with

everyone else; but there must be respect and thoughtfulness

(*) Life balance: Those who work relentlessly get things done: they

also bum out

(*) Resilience to stress: Without a doubt, stress is part of the

job-as well as life off the job; managing it is crucial.

It isn’t just Marchionne, de Nysschen, Ghosn, and their peers

at the tops of giant organizations who must manifest these aspects,

though it is certainly crucial that they do so. As they must dial their

approaches depending on where they’re operating. Agrawal and Rook

write, “The idea of visioning, for example, is less important for

Russians than for Americans.” In mid-2013 Ghosn also became

chairman of Russia’s AVTOVAZ; presumably his approach is somewhat

different in Tolyatti than in Nashville.

We are not all executives. But we are, in our own ways, leaders.

Those 12 items should be thing’s we are mindful of. (*)

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