Influence and Lateral Leadership Across Cultures
Modern leaders and managers increasingly recognize the importance of being able to influence people over whom they don’t have formal authority. Because authority is becoming an ambiguous concept, contemporary leaders can no longer simply tell others what to do, particularly when facing common issues such as:
- Working across departments in a matrix and flat structure, where authority and responsibility are unclear.
- Working across cultures in multi-site or multinational organizations.
- Managing projects across national boundaries.
- Managing cross-functional and cross-cultural teams located in different countries.
- Trying to get ideas accepted upward and across organizations.
Yadvinder holds an MBA from the Manchester Business School, a Master’s Degree in Mechanical Engineering and an Executive Certificate in Global Negotiation from the Thunderbird School of Global Management He gained a significant international experience between 2004 and 2010 as Africa, Asia & Pacific Sales Director for a global company leader in the luxury goods sector, directly managing commercial and marketing organizations in China and India, and establishing the company presence in China, India, Japan, S. Korea, South East Asia, Middle East (UAE, Bahrain, Kuwait, Qatar, Saudi Arabia), Lebanon, Egypt, Tunisia, Morocco, Australia and South Africa. Previously, between 1998 and 2003, he worked for Fiat Group in Pennsylvania, USA, London, UK and Lyon, France, leading cross functional teams implementing post M&A integration strategies (Case and New Holland, Iveco and Renault V.I., Fiat-GM JV). Corporate trainer and Professor of Cross Cultural Management at the Catholic University in Milan, Italy, he delivers lectures on Intercultural negotiation and influence in leading International Business Schools and companies. He is the author of the book The 4Ps Framework: Advanced Negotiation and Influence Strategies for Global Effectivenes.
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