Learn about and reflect on your proficient and deficient leadership skills

1. 6306 Project
By: Katy Corcoran

2. HARNESSING
YOUR
HELICOPTER
VIEW
Learn about and reflect on
your proficient and
deficient leadership skills

3. Brains anyone?

4. No, just a healthy snack…

5. Would you want to
find a piece of this
in your dinner?

6. You would if you
wanted a salty snack!

7. The light at the end of a tunnel?

8. No…a pencil sharpener!

9. A dodge ball?

10. No sir…a fly’s eye!

11. It’s all about
the view…
An effective
leader utilizes a
helicopter view
of themselves,
others, and any
organizational
decisions.

12. eeing Differences
EFFECTIVE LEADERS OBTAIN
THE ABILITY TO SEE
DIFFERENCES

13. Step 1: Cultural Awareness
First
Understand
that
leadership
practices
are molded
by your
surroundings
Then
Realize that
there are
diverse and
equally
workable
ways of
achieving
common
goals
Finally
Embrace a
learning
environment
that is open
to new
information
and
experiences

14. Step 2: Invite the Unexpected
Personal discipline and
preparation are
required to even notice
the unexpected
Learn from
counterparts
Unexpected
Immerse yourself in
diverse social and
business cultures
Intentionally anticipate
the unexpected

15. Are you ready for the
new view?
• Have any of your
assumptions about
leadership been challenged
when you have observed
dissimilar leadership
practices? If so, which
ones?
• Do you recognize the
existing strengths of diverse
people and practices
before introducing your own
ideas?
• How does your own cultural
background shape your
leadership style?

16. losing the Gap
EFFECTIVE LEADERS MUST
LEARN HOW TO ADDRESS
VARIANCES TO
ACCOMPLISH
ORGANIZATIONAL
PURPOSES

17. Close the gap by building
relationships…
Follow local
relationship-building
practices
Access
local
networks
Let others
help you
Obtain an
objective
cultural
guide

18. Close the gap by frame-shifting…
Be prepared to have
new frames of
reference and modify
your approach to
various environments
without losing sight of
your primary business
objective
Modify
perspective
and
leadership
methods as
needed
Alter
communication
style and
tactics as
needed

19. Look forward to taking
off!
• Are you authentically
committed to relationships
with counterparts from
different cultures,
environments, or
backgrounds?
• Do you prioritize
relationship-building with
colleagues from other
backgrounds ahead of your
own agenda?
• Do you maintain the same
leadership style wherever
you go, or modify your style
in different environments?

20. pening the System
EFFECTIVE LEADERS
APPRECIATE THE VALUE OF
EMPLOYEES BEING AWARE OF
THE INTERCONNECTEDNESS
OF OWNERSHIP AND LIABILITY

21. Step 1: Expand Ownership
Organization Employees
Goal: achieve the optimal balance of centralization and
decentralized authority

22. Step 2: Develop Future Leaders
Identify and
cultivate
high-potential
individuals
Leader
Be strategic
Widen
scope of
those who
are driving
the change
Champion
for others
Goal: work yourself out of a job

23. Up and away!
• Do you set guidelines that
give employees a degree of
freedom in shaping projects
while also defining limits
based upon their ability to
contribute effectively?
• Have you created
opportunities for high-potential
local leaders to
serve in more strategic
regional and/or global roles?
• Do you develop future global
leaders from various cultural
backgrounds based on their
performance and potential?

24. reserving Balance
EFFECTIVE LEADERS
PRESERVE A BALANCE THAT
ENTAILS KNOWING WHEN TO
ADAPT AND WHEN NOT TO
ADAPT

25. Preserve balance by adapting
and adding value…
Challenge the
status quo
Introduce different
perspectives
Ask questions
Invest the time to
learn about the
new environment
before beginning
something new
Build a foundation
of mutual respect
and inquiry

26. Preserving balance by
embracing core values and
flexibility…
First…
Identify your essential core values
Then…
Be ready and willing to
understand and embrace culturally
diverse values

27. What a trip!
• Can you manage effectively
within different cultural or
environmental context while
also raising good questions
about the way things are
normally done?
• How do you balance learning
and teaching? How do you
incorporate the ideas of
colleagues and customers from
other locations while also
offering new information and
ideas?
• Are you an effective advocate
for key personal and corporate
values, even in other locations
where these differ from local
norms?

28. stablishing Solutions
EFFECTIVE LEADERS
EVENTUALLY DELIVER
RESULTS

29. Establishing solutions by
influencing across boundaries…
Influence across functions
The ability to influence executives and entry
level alike
Freedom to
experiment
Opportunity to try
new ideas
Creative
Resourcefulness
Finding solutions with
varying external
circumstances
Role expansion
The ability to play the
role of human
relations, international
business strategy,
retail, etc.
Ambassador Role
Represent the
business internally and
externally

30. Establishing solutions by
utilizing third-way solutions…
Ability to
put
everything
together
Be a
catalyst
Be
transparent
Discover
common
ground
Generate
real
solutions
Act as
a
bridge
Place needs of
organization
and customers
first
Welcome
input from
various
sources
Build upon
worthwhile
input from
any sources
Communicate
assumptions
Convey
expectations
Be
consistent
in your
actions

31. Look at that view!
• Have you created a process
that incorporates the ideas
of team members from
different backgrounds to
create the best solutions for
the organization?
• How do you persuade
people across geographies
and organizational lines to
get the job done?
• Are you sufficiently
transparent that colleagues
from like and different
cultures understand your
expectations?

32. Seeing differences
1. Cultural self-awareness
2. Invite the
unexpected
Closing the gap
3. Results through
relationships
4. Frame-shifting
Opening the system
5. Expand ownership
6. Develop future
leaders
Preserving balance
7. Adapt and add
value
8. Core values and
flexibility
Establishing solutions
9. Influence across
boundaries
10. Third-way
solutions

33. Has the SCOPE of your
leadership knowledge
broadened?
Describe your new
helicopter view of
yourself and your
organization.
How will you use your
new knowledge and
personal reflection to
better yourself as a
domestic and/or
global leader?

34. References
Gundling, E., Hogan, T., & Cvitkovich, K.
(2011). What is global leadership?
Boston, MA: Nicholas Brealey.