#627
The recent meeting between Ukrainian President Volodymyr Zelensky and American leaders Donald Trump and JD Vance at the White House has highlighted the nuances of multicultural engagements. Such interactions provide a valuable lens into the leadership styles and professional practices that define successful global professionals. For Indian managers, especially those who have not had the opportunity to work or engaged in overseas interactions, there are significant lessons to be learned from how leaders in global settings conduct themselves, make decisions, and drive results. Today in a globalised/ intertwined world, these are good to know stuff.
Having worked with and observed professionals across various continents, I have noticed certain virtues that set them apart—practices that Indian managers can adopt to enhance effectiveness, efficiency, and long-term success.
1. Punctuality and Early Start to the Day
Time is a valuable resource, and successful leaders across the world respect it. American professionals, in particular, start their day very early, leveraging peak energy levels for maximum productivity. Indian managers can benefit immensely by adopting a structured and disciplined approach to time management.
2. Hands-on Approach and a Big-Picture Mindset
Global leaders and managers focus on understanding the broader vision rather than getting lost in micromanagement. They trust their teams to handle execution while ensuring alignment with strategic objectives. Indian managers must strike a balance between detail orientation and maintaining an overarching perspective.
3. Regular Coaching and One-on-One Feedback
A hallmark of strong leadership is staying connected with the team. Frequent coaching sessions and one-on-one discussions help leaders understand challenges, provide guidance, and drive performance. Indian managers often rely on annual appraisals; a shift to regular, informal feedback loops can significantly improve team alignment.
4. Cascading Goals for Organisational Alignment
Setting clear objectives and ensuring they cascade down the hierarchy ensures that everyone understands their role in achieving business goals. This practice fosters accountability and ownership at every level.
This 2006 frame exist even now, above my bed. Drives me for past 20 yrs.
5. Results and Behaviour Alignment
Delivering results is crucial, but global professionals also emphasize the behaviours and values that drive these outcomes. In many global corporations, even if an employee meets targets but exhibits negative behaviour (e.g., poor teamwork or ethical concerns), their growth is stunted. Indian managers should integrate behavioural expectations into performance assessments.
6. Professional Boundaries in Personal Matters
While personal connections exist, most global professionals maintain a clear distinction between work and personal life. They show concern but do not let emotions interfere with decision-making. Indian managers, often deeply involved in personal aspects, can benefit from a balanced approach.
7. Praising in Public, Correcting in Private
Encouragement boosts morale, and leaders understand that public recognition enhances motivation. At the same time, constructive criticism is usually given privately. However, as seen in cases like Zelensky and Trump, public reprimands happen when necessary. Indian managers should adopt a culture of appreciation while addressing issues tactfully.
8. Direct, Honest Feedback
Effective leaders provide timely and straightforward feedback. The ‘sandwich method’ (mixing praise with areas for improvement) is commonly used to ensure employees feel valued while understanding where they need to improve. Indian managers can benefit by fostering a culture of open, honest, and constructive feedback.
9. The Power of Documentation
In global corporations, ‘if it is not documented, it is assumed not done.’ Clear documentation and communication ensure transparency, accountability, and clarity in decision-making. Indian managers often rely on verbal commitments; incorporating strong documentation habits will enhance organisational efficiency.
10. Structured Meetings and Calendar Discipline
Impromptu meetings are rare in professional global settings. Meetings are scheduled in advance, ensuring proper preparation and time management. Indian workplaces, where ad hoc discussions often disrupt workflow, can benefit from adopting structured scheduling practices.
11. No News is Bad News
In the global business environment, silence on critical issues is considered a red flag. Proactive communication is expected, especially when challenges arise. Indian managers should encourage transparent communication to avoid last-minute crises.
12. Encouraging a Questioning and Challenging Attitude
Healthy debate and intellectual discussions are encouraged in high-performing teams. No idea is dismissed outright; employees are encouraged to challenge perspectives and propose solutions. Indian managers should foster an environment where questioning is seen as a sign of engagement rather than insubordination.
13. Risk-Based Thinking
Effective leaders assess decisions from a risk perspective—considering financial, operational, and human resources factors—and develop mitigation plans. This approach helps in proactive problem-solving rather than reactive firefighting.
14. Meeting Deadlines with Clear Communication
Deadlines are sacrosanct in global workplaces. If there’s a risk of missing them, proactive communication is expected well in advance. Indian managers can benefit by enforcing stricter deadline adherence and ensuring timely updates to stakeholders.
Embracing Best Practices for Success
As someone who has worked with professionals across Europe, Asia, North America, Australia, and Latin America, I can confidently say that successful organisations seek employees who embody these traits. Indian managers who incorporate these global best practices will not only elevate their leadership effectiveness but also drive sustained business success.
The meeting between Zelensky, Trump, and JD Vance at the White House is a reminder of how global leadership interactions shape decision-making, diplomacy, and professional engagement. In today’s globalised corporate environment, learning from such interactions is crucial. By integrating these learnings, Indian managers can build stronger, more efficient, and globally competitive teams. The world is evolving, and adopting proven leadership strategies will ensure that Indian professionals are well-equipped to thrive in an increasingly competitive landscape.
My Personal Traits Picked Up from Corporate Life
I wake up at 3 AM and hit work by 8 AM, making the most of my energy levels. I benefited immensely from feedback from my managers/ peers/ colleagues. The reward is so enriching. They were never afraid to speak their mind.
Calendar management is key—everything actionable is scheduled.
All my engagements, including calls (even family calls), have an agenda and expectations sent out clearly well in advance. Surprises however joyful are irksome for me.
I set annual personal and professional goals, review them at year-end, and share them with key opinion-makers who influence me.
My results orientation is not just about what is achieved but how it is approached and executed—this is a sacrosanct activity for me.
As a father and consultant, I know my red lines even in family matters, and maintain clear professional and personal boundaries.
My objective is to praise people as much as possible—people come to work with good intentions, and any fault from their end usually stems from a lack of communication by the organisation or the supervisor. Blame fixes nothing; mistakes are part of life.
Radical candor is key—yes, it may appear insulting, but that’s reality. Take it, get on, move on, and grow a thick skin. As a High "D" I DON'T MIND-YOU DON'T MATTER.
Challenging the status quo and defying norms is my hallmark. I have always believed in bending the law and breaking the rules—if you excel in delivering results, no one cares about the path you took.
Everything in life involves risk (even marriage and relationships), so mitigating risk with a solid plan and measurable, results-oriented actions is essential.
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