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June 2023 (session full)
Begins 26 Jun 2023
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Begins 23 Oct 2023
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Build the capabilities to lead across national and international boundaries
As today’s business landscape becomes increasingly global, organisations need leaders who can operate effectively from anywhere in the world. Securing an international advantage requires executives capable of rapidly adapting to an ever-evolving, highly competitive global marketplace, mastering cross-cultural relationships and creating winning strategies that integrate both local and global perspectives.
Leading Across Borders and Cultures is designed to provide a highly practical perspective on one of today’s most pressing business issues: how to lead in a complex, cross-border, multicultural environment.
The programme presents a comprehensive approach to building the capabilities you need to lead across national and international boundaries. An immersive five-day learning experience, it will allow you to explore the skillsets of successful global leaders and discover what it takes to build a cohesive global team, negotiate international deals and lead at scale. You will learn to bridge cultural gaps, transform differences into assets and ultimately create exceptional value for your organisation.
How you benefit
- Learn to lead across global organisations
- Develop the skills to manage virtual teams
- Improve your ability to negotiate and motivate internationally
- Understand cultural influences and develop strategies for working successfully across the world.
Leading Across Borders and Cultures is designed for:
- Executives based at headquarters but who manage international activities
- Managers in charge of international outsourcing activities, international sales, or cross-border mergers and acquisitions
- Business development and sales and marketing experts who negotiate deals and sell products to clients in other countries
- Senior managers currently (or about to be) posted abroad
- Global leaders who manage the collaboration of teams in multiple locations.
This programme qualifies for the INSEAD Certificate in Global Management.
Featured interview with a past participant of the live virtual session
I have gained so much more awareness and understanding of cultural differences, and I have learned to approach interactions with far greater sensitivity and to manage tensions far more effectively. I’ve learned to think and to plan ahead when I am meeting with new clients and that, in turn, has really boosted my confidence and leadership.
Regional Manager with Dutch Dredging and Marine contractor, Boskalis
Virtual Executive Coaching
In times of chaos and turbulence the pressure to deliver and make the final call can be challenging. It is during these times that crafting space for reflexion, developing self-awareness and exploring biases is key.
INSEAD's new on-demand coaching offers four one-to-one sessions with one of our highly experienced coaches - providing you with the tools and insights to become a better and more reflective leader.
INSEAD Professor Erin Meyer’s new book studies Netflix to help executives build a culture of innovation
No Rules Rules explores controversial principles at the heart of the Netflix psyche and its culture of reinvention.
Being the boss in Brussels, Boston and Beijing
Although approaches to authority and decision making are not the only ways in which cultures differ – they are the most important. If international managers confound the two, they will make mistakes. Programme director Erin Meyer explains this and more.
Getting to Si, Ja, Oui, Hai and Da
In this article, Programme Director Erin Meyer draws on her work on cross-cultural management to identify five rules of thumb for negotiating with someone whose cultural style of communication differs from yours.
Map your team's cultural differences
The way we are conditioned to see the world in our own culture seems obvious and commonplace. To maximise a multicultural team, managers should identify what is typical in their culture but different from others to open a dialogue of sharing, learning and understanding.
Giving negative feedback across cultures
Managers in different parts of the world are conditioned to give feedback in drastically different ways. Understanding why can help you critique more effectively.
Managing confrontation in multicultural teams
Conflict and debate are considered essential to better decision making in some cultures, while in others, it’s downright rude. How do you bridge the cultural divide?
The most productive ways to disagree across cultures
Should you disagree openly or find private channels for feedback? It depends on the cultural backgrounds of your team.