CEMS on the importance of creating a global employee
I have heard it said that face-to-face meetings and physical mobility could soon be a thing of the past, as many companies have teams scattered worldwide, meeting physically just three days once a quarter. At Henkel we have just finished our first virtual CEMS Business project, where our team in Dubai only communicated with students in India through digital channels.
Whilst I still believe that effective collaboration is always improved through face-to-face interaction (nothing can beat laughing together when it comes to relationship building), close international cooperation is far easier nowadays through a whole range of these diverse communications networks.
As a result, being ‘global’ is no longer just an option for ambitious companies but a must. As industries and corporations become increasingly interconnected, very few midsize and large companies, or even start-ups in certain areas, can survive with a solely ‘national’ outlook.
Firms look globally for the best suppliers and supply chain hubs, the most promising customers and consumers, the most talented employees or their next acquisitions or partners. Higher transparency through the internet also leads to a quicker flow and dispersion of new business ideas, which means that companies have to mobilise globally more quickly, to avoid having their concepts copied before they are ready to expand or launch.
Globalisation is not only one of the most important issues facing companies today, it is also a topic which comes more and more significant in our private lives. Society expects people to be more aware of global developments and trends, otherwise they are easily categorized as backward or ignorant.
So, while local specialist skills will always be needed - from lawyers to teachers – it is hard for companies to become truly global without employees who share an international vision.
Successful companies of the future will be the ones who employ globally-connected digital natives, for whom the nation-state concept is outdated, but who are still caring for the differences in cultures and preferences across the world. For them, worldwide collaboration is the only answer to many societal and economic challenges, including global warming, poverty, migration and unemployment.
What does a ‘global’ employee look like?
For me, a global employee is a versatile person, at ease working in a diverse, ever-changing environment.
By far the two most important attributes of a global employee (which require one another) are openness and empathy: the ability to adapt quickly to new environments, topics and people, whilst relating to people from different backgrounds quickly, on a deeper level, and adopt good ideas wherever they come from.
Global employees go out into the world with open eyes, an open mind and an open heart. They also understand and relate to people from different cultures, seeing difference as an advantage rather than something negative. They know whatever solution they come up with together with their joint knowledge, backgrounds and experiences, will be better than anything they could imagine themselves.
Successful global leaders, or those aspiring to leadership, must additionally be able to respond to a multiplicity of management styles simultaneously, manage stability and flexibility at the same time, as well as engage a dispersed workforce and build relationships through virtual means of communication.
Can an employee learn how to be ‘global’?
Whilst employees clearly have to embrace and buy-in into a global mind-set (which may come more naturally to some than others), I do firmly believe that ‘global-ness’ is something that can also be taught and nurtured.
Even though I was always interested in seeing the world, I only felt truly global thanks to my CEMS experience which started at the beginning of my master and still continues now many years after graduation. Through the CEMS Master in International Management, I learned about the concept of global citizenship, as the program is a living example that collaboration beats competition.
CEMS exposed me to several international exchanges of different lengths, regional and global events, collaboration with fellow students from different cultures on a daily basis and helped me to become more fluent in languages. It facilitated a global network of personal as well as professional connections across the globe and brought me in contact with many innovative multinational companies, such as my former employer P&G and my current one, Henkel.
Here are a few pieces of advice on how an employer/leader can foster this international mind-set among employees:
- Throw employees in at the deep end – exposing your workforce to gritty international assignments is the best way to expose them to other cultures. This can be in the short (few weeks) or longer term (several years).
- Be open to exchange within and between business areas and opening up new networks with other global companies, providers, suppliers, customers, in order to help employees to see the bigger (global) picture.
- Expose employees to global networks to build their contact books – the chance to build international networks and get that face-to-face experience through conferences and events is invaluable.
- Involve your employees in global/cross-country teams to benefit both in form of better results as well as a holistic understanding of problems and more suitable solutions. Give these teams the time to develop empathy, trust and a team spirit next to their business outcomes.
- Encourage proficient use of English as a common global language and nurture language education wherever possible. If you can properly understand one other, regardless of location, you can use synergies and avoid misunderstandings. A common language is a necessity for a fruitful exchange between people.
- Foster sabbaticals and unpaid leave, to give employees the time to explore the world or work on social projects e.g. in the Emerging Markets. This not only boosts your retention but also brings you re-charged employees with valuable new ideas, contacts and experiences.
Investing in employees in this way will pay off.
Globally-minded employees will generate business growth, innovate through diversity of ideas and work more efficiently through adopting global best practice and approaches.
Moreover, employees will recognise that their company is investing in them for future global success and will (hopefully) invest more of themselves into the company as well.
The CEMS academic and corporate members work collectively to develop knowledge and provide education that is essential in the multilingual, multicultural and interconnected business world.
The joint CEMS Master’s in International Management is the main vehicle for achieving this goal.
Common to all activities is the aim of promoting global citizenship, with particular emphasis placed upon the following values:
- The pursuit of excellence with high standards of performance and ethical conduct;
- Understanding and drawing upon cultural diversity with respect and empathy;
- Professional responsibility and accountability in relation to society as a whole.
Sarah Unkelbach is a graduate of CEMS (The Global Alliance in Management Education) and now works as Corporate Manager CoE Recruiting & Employer Branding at Henkel
5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly
Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.
Here, Business Chief talks to Janthana about her leadership style and skills.
What do you do, in a nutshell?
I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.
How would you describe your leadership style?
I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.
What’s the best leadership advice you’ve received?
Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.
How do you see leadership changing in a COVID world?
I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.
They say ‘from every crisis comes opportunity’, what opportunities do you see?
The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless.
What advice would you give to your younger self just starting out in the industry?
Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.