CHAPTER 7

DEFINE: ALIGN DIVERSE EXPECTATIONS AND GOALS

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Our team at the Cultural Intelligence Center was recently working with a Fortune 50 company to develop an innovative global leadership program. The objective seemed clear: to create a new leadership program focused on one of the company’s newest leadership competencies—“Act like an owner.” I immediately resonated with the priority of helping leaders think and act like owners. My business partner and I want our team to make decisions and engage in their roles as if it were their business and money at stake.

At the first meeting with this Fortune 50 company, the individual facilitating the ...

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