What are the best ways to lead change in a global context?

In my experience - being prepared to be wrong is a good way to start. Effective change is change that is adopted and used as intended by the majority (if not all) of your target audience. Start off by being curious. Share what it is you are trying to change, and why you think your ideas will be positive. Test these with all different stakeholders in your target audience - and be prepared to adapt your preferred solution. When you think you have a solution that meets most of your objectives and appears to be adoptable by your target audience - test how ready they, and you are, to make the change - and delay it if necessary. And celebrate successful change like there is no tomorrow - because successful change is hard to do.

I would encourage you to visit with as many people as possible to help understand how past changes have been handled what worked and what didn't. I would also work to understand the differences between distinct teams, areas, and locations. Finally, build a feedback loop with people who represent all the impacted areas. Use them to provide feedback on communications and changes before, during, and post-implementation.

The global context is mired in deep local challenges. Change management is both a science and an art. The science side of change management can be tapped into through the vast body of knowledge available on the subject. However, the art part of it requires the deeper understanding of what change means in different key subcultures of the global organisation. This understanding is key to developing a robust and dynamic change strategy that includes cultural nuances. While a global change strategy can’t be a bespoke strategy for every single person in the organisation, it can never be the broadest brush made in HQ, oblivious to cultural nuances on the ground.

Post communication: The change may trigger varied reactions from the team. Be prepared for the Grief cycle, it is normal for the team to show various emotions depending on their personalities. From normal functioning - shock & denial - anger - depression / detachment - dialogue & bargaining - acceptance - return to meaningful life. We may see few or all of the these phases in a person’s behaviour. Check for their well being and give time for processing change. Set up a session in future to review the change road map.

I once heard an internationally renowned Tech Founder/CEO say this during a podcast interview: “When you get tired of sharing the vision, that’s when your people are only starting to get it.” In other words, we can fall into the trap of thinking, sharing the vision a few times is enough for people to run with it. But no, it has to be a consistent and organised effort if it’s really going to stick.

Change management and process re-engineering bring fear and uncertainties for all levels of the organisation. In such turbulent time, trust is the most important factor and acts as a binding agent. Also, when ends are not clear, and people are walking on unknown path, trust and relationships play a crucial role to meet the goals.

I recommend you build trust and relationships before you need to lead change. We must deposit and invest in relationship and build deep trust before we need to engage others in change.

After two decades of spearheading change across continents, I've learned that adaptability isn't just a skill; it's a survival trait. With deep expertise in working across diverse cultures, I realized that what works in one place may falter in another. Continuous learning became my mantra. I listened, absorbed, and adapted, respecting each unique corporate and regional culture. This journey taught me that the heart of change is not in imposing but in adapting; not in dictating, but in learning from the global mosaic of teams. True change leaders are, at their core, lifelong students of the world.

Leading change in a global context is not a solo endeavor. If you want to go fast, go alone, if you want to go far, go together”. African Proverb. Co-create with people. Don't have the 100% answers. People support what they help create.

Such a great way to lead change in an international and national context: Work with early adaptors and use the ripple effect. Change starts with one individual that has a vision. But in order to make the vision a reality you will need others to follow, inspiring and empowering them will be key. Early adapters are individuals that quickly respond and are open to change. By inspiring them first you will create ripple effects around them, which will lead to a highly effective and cocreated change in the organization.

In my professional journey spanning two decades, I've found personal development to be the cornerstone of success. Early in my career, while implementing a new program in Asia, I encountered unforeseen resistance. It was a humbling lesson in the importance of cultural intelligence. I dedicated myself to understanding the nuances of each locale, which, in turn, transformed my approach. This self-improvement was pivotal—not only did it facilitate smoother transitions, but it also inspired my teams. Leading by example, I've seen that when you grow, the scope of change expands, creating a ripple effect across the globe.

Cant emphasize enough that we need to check our own assumptions, biases, and blind spots, and to challenge ourselves to grow and improve.

Leading change in a global context requires a blend of cultural empathy and adaptive leadership. The best way forward is through embracing diversity as a source of innovative solutions. It's about actively listening to the global voices and perspectives within your team, fostering an inclusive environment where every opinion is valued. It's crucial to communicate the vision for change clearly and consistently, bridging language and cultural gaps. Finally, it's about empowering local leaders to tailor change initiatives to their cultural context, ensuring relevance and promoting ownership. In essence, global change leadership is about unity in diversity, driving transformation that resonates across borders.

Empowering local leaders is key for me. If you’re building with a global perspective it will be challenging to ensure you hit your objectives and manage all the cultural differences. Build to make a great program. Then work to determine which pieces need to be adjusted. This way you’re leaning on your strengths and bringing in others to share theirs.