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. 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
Who Should Attend
Our Participant Profile
The Leading Across Borders and Cultures programme is designed for participants across all professional backgrounds, age ranges, from all functions and units within companies, who share common circumstances such as:
- 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.
Being the Boss in Brussels, Boston, and Beijing
When misunderstandings arise among members of global teams, it’s often because managers conflate attitudes toward authority and attitudes toward decision-making. However, the two are different dimensions of leadership culture, says the author, who has extensive research and consulting experience with global companies.
Getting to Si, Ja, Oui, Hai, and Da
To be effective, a negotiator must take stock of the subtle messages being passed around the table. In international negotiations, however, you may not know how to interpret your counterpart’s communication accurately, especially when it takes the form of unspoken signals.
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.
Date and Fees
Investing for a lifelong learning journey at INSEAD
Discount and Financing
1 ModuleTo complete the Programme
30% OffFor INSEAD alumni Community
Financial AidFor French companies based in France
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