Borderless Leadership: Global Skills

for Personal and Business Success

Zlatica Kraljevic
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BORDERLESS
LEADERSHIP
GLOBAL SKILLS FOR PERSONAL
AND BUSINESS SUCCESS
BORDERLESS
LEADERSHIP
GLOBAL SKILLS FOR PERSONAL
AND BUSINESS SUCCESS

ZLÁTICA KRALJEVIC, PhD

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Advance Reviews

“It took me fifty years of international travel to learn what Dr. Zlática Kraljevic
summarizes in this book. The author shares valuable insights gained while she
worked with C-suites and Boards throughout the world. Her five-step model
illustrates how executives and companies can use new ideas and tools to increase
awareness and understanding of their surroundings. Borderless Leadership should
be studied, shared with colleagues, and blended into our corporate and personal
lives. Leap years ahead of your competitors by instilling the principles outlined
in this book. By internalizing and intentionally practicing these new concepts,
individuals and corporations will have a winning strategy. These principles
apply equally well when doing business in Beijing, hosting large receptions in
the U.S. Ambassador’s residence in Paris, or meeting suppliers in the interior of
Brazil. They are successful in the corporate boardroom, with non-governmental
organizations, and around the family dinner table.”
— Donald E. Ellison
Board Leadership Fellow
National Association of Corporate Directors, USA

“Borderless Leadership is a well-written, fast-paced, and easy-to-read book that dis-

tills decades of global experience into usable and necessary guidance for today’s
interconnected business world. Kraljevic covers the globe, offering relevant exam-
ples on how to make a corporate move, develop global leadership skills, navigate
potentially hazardous situations, and even relocate your family. She equips us with
the latest thinking to help us manage in a global business environment.”
— Regina H. Mayor
Advisory Industry Leader – Energy
KPMG, USA
“Borderless Leadership is a must read for anyone involved in international busi-
ness. It enables beginners to avoid common pitfalls, and seasoned executives
will recognize many of their own mistakes and benefit from the frameworks
Dr. Kraljevic provides.”
— Professor Sibrandes Poppema
President
University of Groningen, Netherlands

“I just cannot stop recommending this book to ever so many people—my aca-
demic colleagues, industry colleagues, friends in the government, former students,
students, young CEOs of start-ups that I mentor, and my media friends. The
book is very special, deep with several gems of ideas, told in absorbing narrative;
neither a text book nor a cook book but a candid, sincere, and extremely effective
set of real world lessons for so many global citizens. Dr. Kraljevic uses personal
examples from across continents, in diverse industry settings. All I can say is this:
Go, grab the book on a Thursday night, and you will have a wonderful weekend
reading this amazing book.”
— Professor S. Sadagopan
Director, International Institute of
Information Technology of Bangalore, India

“Everything I know about international markets, I owe it to Zlática.”

— Sue Payne
Former ExxonMobil Area Manager
U.S. & Mexico

“As the global village rapidly expands, understanding borderless leadership

becomes a prerequisite for international success in this 21st century. Kraljevic
brings her vast and unique worldly experiences to open your mind with prac-
tical treasures, thoughtful how-to models, and conceptual insights. Find out
about the human fractal on your journey to becoming a borderless leader.”
— Lane Sloan
Former President
Shell Chemical Company, USA
Dedication

To Werner Artur and Werner Andrew

for their wisdom and invaluable support.
Love you both very much.

To all who sacrifice personal comfort

in the pursuit of global progress.

vii
Related Articles Also by
Zlática Kraljevic, PhD

Ten Checklists for Planning and Execution

Top 10 Blunders in Market Entry and How to Avoid Them
Strengthening Human Capital for Increased Revenues and Profit
Value Propositions—The Heart of Sustainable Alliances
Reinforcing Internal Workflows Helps Improve Profitability
Industry Assessment Plus Emotional Intelligence—Vital to Open New Markets

Available at www.andersfrontiergroup.com/blogs-updates/

ix
Contents

Advance Reviews v

Dedication vii

Related Articles Also by Zlática Kraljevic, PhD ix

Contents xi

List of Figures and Tables xvii

Preface xix
About This Book xxiii
Why This Book? xxvii
Acknowledgments xxix

About the Author xxxi

PART I—AWARENESS 1
Chapter One: Lost but Not Alone 3
Sophia Loren and the Company That Missed the Point 4
The High Cost of Naïveté 7
Walmart ® 7
The Home Depot ® 7
Best Buy 8
Like Ships that Pass in the Night 9
Growing Pains 11

xi
xii Borderless Leadership

Chapter Two: The West Is Hyperventilating—

Bring Out the Brown Bag! 15
A World of Trouble 15
The Need for a New Market 17
Making Sense of the New World 18
Telling the Good from the Bad 18
Five Steps to Overcoming Misconceptions 20
Welcome to Your Global Backyard 21
What can we do? 23
Geography Died on January 1, 2000 23
A Rude Awakening—The Perils of Overconfidence 28
Dark Clouds Loom 30

PART II—UNDERSTANDING 35
Chapter Three: They Did What? 37
Fresh Capital and Discretionary Money 37
Here is how the cycle works 41
Amazing Demographics 42
Inspiration, Innovation, and Consumerism 43
Chapter Four: Up, Down, and Sideways 45
The Evolving Role of Government 46
South–South Trade 47
Trust—Our Achilles Heel 48
21st Century Smarts 51
Is Emotional Intelligence Teachable? 53

PART III—KNOWLEDGE 57
Chapter Five: In Search of the Human Fractal 59
Close but No Cigar 59
The Elephant in the Room 61
Fractals Defined 62
Learning from the Trees 64
It’s About How You Measure It 67
Fractals in Human Nature 69
Practical Applications 71
From the Passing of Time to the Essence of Things 72
Coming to Our Senses—Literally 75
 Contents xiii

Chapter Six: First Impressions—Skewed and Backwards 81

Appearances Are Deceptive, Character Is Not 82
Why is this important? 83
Try this at work tomorrow 85
Does this sound too easy to be true on a global scale? 86
Don’t Let Larger Patterns Fool You 88
Conventional Behaviors to Watch Out For 93
1. Planning versus execution 93
2. Paternalistic versus empowering styles 95
3. Top-down decisions versus distributed decisions 95
4. Relationship building versus contract signing 96
5. Formal versus informal interactions 97
6. Social versus financial decisions 97
Hybrid Behavior 98

PART IV—INTERNALIZATION 101

Chapter Seven: Simplicity—A New Way of Life 103
The Meaning of Simplicity 104
As Simple as ABC 105
The ABC of Business Smarts 106
Born to Succeed 108
Success Redefined 110
ABCs at home 113
ABCs at the office 114
ABCs in the world 116
Balancing Personal Needs with Business Demands 117
Think Ahead 119
What Companies Expect of You 124
Chapter Eight: Expect the Unexpected—A New Kind of
Leadership 125
Those Nasty Missing Links 125
Do More with Less 129
What Smart Companies Do 132
Ten Common Mistakes When Entering Emerging Markets 134
Case Studies in Simplicity 138
Case #1 138
Case #2 138
Ten Tenets for Business Success 139
xiv Borderless Leadership

The Five Tenets for Business Perspective Are 140

The Five Tenets for Business Survival Are 141
Smart Strategies 144
Commoditizing International Business 145
Examples of information you should consider
gathering, directly or indirectly 147
What not to commoditize 148
A New Kind of Global Leadership 148
Risk Management—A Mirage 153
Free Fall—From Boardroom to Ground Floor 156
Ten Checklists for Planning and Execution 159

PART V—PRACTICE 163

Chapter Nine: Real-Life Anecdotes from a
Business Globetrotter 165
A Whimsical Glimpse into Chinese Nature 166
The Monkey at My Car Window 169
A Woman’s Success in Male-Dominated Societies 174
Mindset Alert—Managing Kidnapping Threats 177
Grandma and the Stock Market 180
Sociopolitical Unrest—Awareness Keeps Panic in Check 182
Other considerations 185
That Elusive Fourth Dimension 186
Welcome to the Guerrilla Path 188
When Face Saving Gets Sticky 191
Overcoming Inhibitions 193
Connecting the Dots 194
Spain and the Philippines 195
Portugal and India 196
Portugal and China 196
China and India 197
India and Singapore 198
Latin America and China 199
The Arab World and Latin America 201
Closing Remarks 205
 Contents xv

Notes and Bibliography 207

Preface 207
Chapter 1 Lost but Not Alone 207
Chapter 2 The World is Hyperventilating—
Bring on the Brown Bag! 208
Chapter 3 They Did What? 209
Chapter 4 Up, Down, and Sideways 210
Chapter 5 In Search of the Human Fractal 211
Chapter 6 First Impressions—Skewed and Backwards 211
Chapter 7 Simplicity—A New Way of Life 211
Chapter 8 Expect the Unexpected—A New Kind of Leadership 212
Chapter 9 Real-Life Anecdotes from a Business Globetrotter 212
Index 215
List of Figures and Tables

Figure 2.1 Maslow’s Hierarchy of Needs 27

Figure 3.1 Remittance and other sources of flows to developing countries 40
Figure 5.1 Fractals in nature 63
Figure 5.2 Complex system as a result of self-similarity of a tree fractal 66
Figure 5.3 Measuring the rough line of England 67
Figure 6.1 Personalities found in every corner of the world 85
Figure 6.2 The shepherd in the desert 88
Figure 6.3 Conventional behavioral orientations 90
Figure 6.4 A generalized societal behavioral view of the world 91
Figure 6.5 A global society in transition 91
Figure 6.6 Conventional differences in management styles 94
Figure 8.1 Modern cities, plush hotels, and charming scenes in the
street may be deceptive 157
21st century city, Shanghai, China 157
Posh hotel, New Delhi, India 157
Clean cities, China 157
Traffic control, India 157
Local distribution system, China 157
Figure 8.2 Actual conditions on the ground may impede doing
business effectively 158
Carpooling to work, India 158
Local electrical grid, Thailand 158

xvii
xviii Borderless Leadership

Crowded city, China 158

Precarious family life—child steering the wheel, India 158
Selling products in the desert, Saudi Arabia 158
Figure 9.1 Chinese old state 166
Figure 9.2 The Chinese man across the pond 167
Figure 9.3 Hindu temple, Singapore 169
Figure 9.4 Local “school bus,” India 171
Figure 9.5 The monkey at my car window, China 172
Figure 9.6 Chinese New Year in Portuguese, Macau 196
Figure 9.7 Reclining Buddha, China 197
Figure 9.8 Indian market, Singapore 198
Figure 9.9 Hindu temple detail, Singapore 199
Figure 9.10 Family picture, 1953, Chile 200

Table 8.1 Ten Tenets for Business Success 139

Table 8.2 Ten Tenets for Business Perspective and Survival 142
Checklist #1 Know Thyself 161
Checklist #2 Know Thy Market 161
Checklist #3 Know Thy Competition 162
Preface

I was in the finishing stages of writing this book when my son sent me a link
to a fascinating YouTube video entitled About Water.1 It had been created to
graphically illustrate a commencement speech given by author David Foster
Wallace in 2005. The video may or may not have followed Wallace’s speech to
the letter, but it was close. It highlighted the importance of being aware of our
own surroundings and the advantages of stepping outside ourselves to connect
with others and live a more fulfilling life.
The message relates so well to the content of this book that I decided to share my
impressions, while also encouraging the reader to read Wallace’s actual speech.2
In today’s hectic environment, we all work long hours and interact with
annoying situations; we suffer long commutes and endure heavy traffic day after
day, year after year. It’s no wonder that we’re convinced that at times the world
is a terrible place to live in and life is hard and unfair. We tend to believe that
the inconveniences we suffer are directed at us; manifestations of bad luck or
some kind of undeserved punishment; an injustice.
The parallel in the business environment, and particularly when we try to do
business in emerging economies, is this: We’re inclined to believe that global
market conditions have turned against us. Although we know intellectually that
there are significant growth opportunities abroad, we dread the moment we’re
commissioned by our companies to relocate and bring new and profitable busi-
ness in, fast. Even when we recognize it as an opportunity, our lack of familiar-
ity with other markets makes the situation look like an undeserved punishment.
The actors in About Water portray two young professionals, a man and a
woman, standing in line at a supermarket. After a typical long day at the office,
they’re tired and cranky. They’ve grown increasingly frustrated as they face
obstacles ranging from choosing a brand of bottled water among too many
options to discovering most cash registers closed, causing long waiting lines.

xix
xx Borderless Leadership

While waiting, they suffer the annoying kid in the midst of a tantrum and
the old, slow cashier processing customers at a snail’s pace. The longer they wait,
the more they think about the heavy traffic they will surely have to bear when
they finally get to go home. They think about all the day’s problems at the office
and the new ones they’ll face tomorrow. Their stressful situation is one we can
easily recognize as way too familiar.
Again, the situation in the video parallels that of doing business abroad. As
a number of executives in multinational companies can attest, doing business
in emerging markets can be frustrating and annoying. Nothing seems to work
the way they expect. The lack of physical and institutional infrastructure makes
it difficult to get things done on time and cost effectively; they get frustrated
“waiting in line” for things to happen while facing increasing pressure from
headquarters to generate fast results.
And that’s where the story in the video changes. It shifts the actors’ perspec-
tive so they see that all these frustrations come from a need to believe that the
universe revolves around them. In other words, things happen to us, not around
us. Mr. Wallace suggests that we have a choice. Instead of complaining about
delays in the supermarket line, we can choose to think about something other
than our problems—possibly about the myriad possible scenarios that explain
what to this point has frustrated us.
We could easily imagine that perhaps the senior cashier is slow because she
works long hours to help her daughter pay for her kids’ educations; instead of
complaining about the unexpected traffic jam, we could think of the possible
car accident ahead of us and the people whose lives may be drastically affected
as a result of it.
We could also use that idle time to solve a problem we’re dealing with at the
office, or plan for the next day to alleviate stress instead of merely anticipating it.
By shifting our perspective, we increase our empathy, becoming more familiar
with strangers and better capable of managing a situation. At the same time, we
increase our productivity and capacity to problem solve.
In business as in life, we desperately need to change the way we think. We
need to get away from the “me” syndrome and see the world through the eyes of
others. More than ever, we need to be aware of realities other than our own and
understand why we are seeing what we are seeing.
Awareness about the people around us makes our life not only easier but
more enjoyable. It’s what helps us understand and be compassionate toward
those strangers who populate our near and far-away world; those who seem
annoying, intolerable, and even threatening, mainly because we don’t stop for a
moment to consider their realities and their lives’ challenges.
Modern telecommunications make it almost impossible for us not to be
exposed to what’s going on in our country and the high number of global events
 Preface xxi

that are affecting our daily life. Families and friends of professionals working
in global companies and those dedicated to keeping us safe are directly or indi-
rectly exposed to global events. And because we tend to believe that we are at
the center of the universe, we get frustrated when we cannot understand and
control how others think and behave.
Our current mindset creates a mental trap that causes us to live with constant
anxiety, frustration, and a pessimistic view of the world around us.
When I decided to write this book, I considered several options as a cen-
tral theme. As an international business executive with over 20 years of busi-
ness experience spanning six continents, I knew I had a chest full of practical
knowledge to draw upon. My business curiosity has exposed me to a rich and
diverse set of circumstances, challenging business environments, and even life-
threatening situations. But the more I thought about how to help others succeed
in today’s global market, the more I concluded that without a proper mindset
adjustment any other advice is ineffective.
Our current business mindset is dangerously obsolete. Stuck in the 20th
century, it prevents us from seeing and interpreting the significant changes that
have occurred in the global market over the last two decades. This narrow view
is sending too many companies down paths to failure as they attempt to con-
quer new markets.
Low profitability is showing leaders that change is necessary, but not every-
one knows how to change or what kind of change might be effective. Until we
adjust our way of thinking, our efforts to succeed will continue to disappoint.
A new mindset, one better attuned to the realities of the present, helps you
see the world for what it is and guides you through the process of reconfiguring
your role in today’s global society and global market. Adjusting your view of the
world is essential to managing human relations in business and social life across
geographic boundaries.
Seeing the world from a fresh perspective allows you to acquire and interpret
different kinds of information, insights, and experiences and helps you build the
foundation you need to take effective action based on 21st-century conditions.
At work, this new mindset will help you manage the wide range of risks associ-
ated with working in a global environment. Master these risks, and you will be
a hero in your company and your family.
Borderless Leadership is about a mindset rearrangement. Its recurrent mes-
sage is about ways to increase awareness of the world around you. It’s about
making mental adjustments and learning to succeed through collaboration
with other people, particularly those who appear to be unfamiliar with and
utterly different from your “norm.” In the process, this mindset adjustment
will help you manage the stress that an overwhelming global economy has
brought into your life.
xxii Borderless Leadership

Borderless Leadership shows you how to acquire these skills through a simple
five-step process. This process helps you build trust and develop the kind of
relationships that allow you to achieve results beyond anyone’s expectations.
I have helped my clients succeed over and over again by showing them how
to work with and through foreign nationals in urban megacities and in remote,
rural areas of the world. I have conducted business in over 30 countries on every
continent (except Antarctica, but there is time), and in every case, I’ve been
able to identify and do business with the right partners and associates. Equally
important, I’ve been able to help clients recognize and walk away from business
situations that would lead to trouble and failure.
One of the primary barriers to developing trust and rapport with foreign
nationals is our lack of familiarity with other cultures and the apprehension and
anxiety associated with the unfamiliar. Focused on our way of doing business,
like the couple in the supermarket line, we seldom stop to consider that regular
citizens anywhere in the world are just as interested in making a decent living
and earning enough money to achieve their dreams as we all are.
All of us, regardless of origin, strive to provide food and shelter to those we
love, pay for our children’s education and health care, and develop our skills and
talents for personal enrichment. We all seek out opportunities to be respected
and be recognized for our efforts, to feel pride for work well done. The vast
majority of people around the world want to live in peace in their communities
and countries; they aspire and strive to achieve success so they too can benefit
from the positive economic cycles and political stability that we enjoy.
What stands in the way of personal and business success today is an obsolete
attitude, which carries over, subconsciously, when you travel abroad. It leads
you to push aside unfamiliar societal characteristics and disregard the valuable
contributions that foreign nationals can make to help you achieve your goals.
Once you update your way of thinking and acquire new skills, no matter where
you travel, you will be able to identify the right partners and friends.
Acting on the idea that our group or culture is better or more important than
others—an ethnocentric viewpoint—is not intrinsically a bad thing; it helps
us maintain our identity and draw on the advantages we may have over other
societies. But we need to balance this view with an awareness of realities outside
our world so we can incorporate different perspectives, come up with innovative
solutions, and continue to grow.

In today’s globalized world, a reluctance to listen and

embrace new perspectives keeps us as outsiders looking in,
rather than as effective leaders integrated into the new world.
 Preface xxiii

Going back to the video scenario, imagine that a natural disaster strikes
while you’re feeling miserable standing in line. Almost instantly, those same
strangers would run to help each other and would not hesitate to offer you the
helping hand that could save your life. Now, imagine the same thing happening
when you are traveling abroad, for business or pleasure.
Strangers you meet around the world, those you find annoying and difficult
to tolerate, will also come to your rescue and offer you a helping hand. But for
you to benefit from their willingness to help, you have to be receptive. A better
appreciation for the realities of others will make you responsive to views other
than your own, thus opening the door for making better decisions in your per-
sonal and business life.
Borderless Leadership is about achieving success with and through total
strangers as you progress from awareness to understanding and from under-
standing to acquiring, internalizing, and applying new knowledge so you bring
your approach to life up to date. Only then can you transform obstacles into
unsuspected opportunities that will have a positive impact on your personal and
business success.
There are more than seven billion people around the world with the potential
for making your life easier, happier, and more successful. I invite you to embark
on the discovery of an enlightened way to deal with today’s complex but highly
promising global market.

About This Book

Borderless Leadership addresses the need to develop a new personal and business
mindset as a practice and a discipline. Our current state of mind and skills were
acquired and developed over the last 20–40 years according to the rules and
practices of a world that no longer exists.
This means that our traditional view of the world and the way we gather and
interpret information is obsolete and out of alignment with current events. This
misalignment is behind the significant anxiety and concerns we have about
how globalization is impacting our personal safety, job security, and financial
success. It’s also the reason behind the disappointing results that corporations
continue to show while operating in emerging markets.
Mindset adjustment is a strategic skill that can be acquired, practiced, and
mastered by anyone at the individual and corporate level.
This book describes the five-step methodology that I have developed and
implemented over years of working side by side with some brilliant leaders in
Fortune 500 companies and their counterparts around the world. I have strate-
gized, and more importantly, led the execution of strategies in the field while
xxiv Borderless Leadership

being exposed to and learning from a diversity of unexpected situations and

challenges.
In my management consulting practice, I have advised corporate executives
one on one, through management retreats, workshops, lecturing, and public
speaking, and had the privilege of helping a good number of smart individuals
with international responsibilities find solutions to business roadblocks while
balancing the demands of work and family.
There are many “how to” books that focus on the tactical aspects of doing
business abroad, just as there are many travel guides that help you choose the
best places to visit in any country. This book is neither.
Borderless Leadership takes a fresh, novel, vitally different look at the way we
see the world and aims to provide a tool that will allow you to identify and sur-
round yourself with trustworthy people, no matter where you are on the planet.
Borderless Leadership is not an academic textbook. Instead, it’s a practical
guide that focuses on how to replicate throughout the world the normal day-
to-day relations that you develop with co-workers and friends, which ultimately
lead to your financial independence and a rewarding personal life.
Using real-life examples, this book illustrates how you can build trust and
rapport with strangers across borders and establish the kind of relationships that
help your business grow and make your life easier.
This guide is timely because the leadership role the West played so clearly and
unquestionably in the 20th century is now challenged by emerging economies.
Facing aging consumers at home, the Western world depends on fast-growing
younger populations living in developing and emerging markets. This has sig-
nificantly leveled the field, as more and more countries demand to be recog-
nized as equal partners with the industrialized West.
Because personal relationships are at the heart of emerging market societies,
the ability to build trust across cultures is a new business imperative. This guide
analyzes the deficiencies of current tactics and proposes innovative solutions to
help people develop global interpersonal skills. Until the human factor is prop-
erly incorporated into corporate strategies, companies will continue to bleed
financially while foreign competitors become stronger and stronger.
Studies consistently show that partnerships among foreign nationals fail to
generate expected results, at significant personal and corporate cost. The number
one cause behind this failure is lack of trust among people at all levels within
organizations. This book explores the disparity that exists between the ways
we conduct business and how other cultures conduct business. It discusses, for
example, how the Western preference for contract-driven business stands out
against the relationship-driven approach used by citizens of emerging economies.
Borderless Leadership’s premise is that if we cannot control the events or cir-
cumstances that surround us, then we can and must learn how to control our
 Preface xxv

reactions to the new environment. Corporations desperately need to hire indi-

viduals who understand the world and feel comfortable traveling anywhere and
interacting with diverse groups of people on the ground.
On the personal side, this book will help relocated families live an anxiety-
free or at least an anxiety-controlled life as they learn to understand and manage
their reaction to some of the momentous changes taking place throughout the
world.
Whether you’re a professional with international responsibilities or an indi-
vidual with no international interest, chances are that in your lifetime you will
be—directly or indirectly—affected by global affairs. Although you cannot
control the future, you can take control of your reaction to the environment by
fine-tuning your ability to anticipate, prepare for, and manage your reaction to
global events.
Understanding and perceiving the interests and needs of those around you
is the key to your personal and business success. If it seems an impossible task
today, it is because you are still looking at the world in the old-fashioned way,
with tools developed in and for the 20th century reality.
Companies are desperately looking for global experts and new millennium
executives—who nobody is training. Because the need for global expertise is
real and urgent, professionals today cannot and should not wait for educational
institutions and corporations to catch up with the new realities. Success today
requires pragmatism and bold actions.
The book is divided into five parts: Awareness, Understanding, Knowledge,
Internalization, and Practice. Each part represents a basic ingredient in the pro-
cess of updating our way of thinking, acquiring new skills, and learning how to
apply new business and personal smarts.
• Part I—Awareness discusses how the far-reaching transformation of the
global market in the last two decades has negatively affected traditional
business. Through real-life examples, it illustrates the many challenges
and lost profitability that Western companies have faced when entering
emerging markets and outlines why we need to search for and adopt a
better way to do business abroad.
On a personal level, Awareness also addresses the phenomenon of
today’s information saturation, which clutters the mind and creates the
kind of anxiety that leads to poor decisions or decision paralysis.
Real-life examples describe striking changes rarely discussed in the
news but that have a profound impact on our social life and business envi-
ronment. Indisputably, personal and business success in a global economy
requires that we rethink the way we see, collect, and analyze information
about foreign citizens and foreign markets.
xxvi Borderless Leadership

• Part II—Understanding describes how the world changed right in front

of our eyes. To gain understanding of the world transformation, we take
a look at the new demographics and migration patterns that helped shift
the center of gravity and the balance of power from West to East and
from North to South.
Models for global interaction so successfully developed and imple-
mented in the 20th century came crumbling down in the 21st. The entire
world is in flux, making the definition of new models more difficult than
anticipated by mega-corporations and governments alike.
Trust across borders continues to be a significant barrier to world sta-
bility and progress, and studies consistently show that global partnerships
continue to fail to achieve the desired level of success.
• Part III—Knowledge advances a radically new approach to seeing the
world that empowers you with an updated set of decision-making skills.
It’s designed to accelerate the acquisition of relevant information about
today’s world in a practical and simplified manner.
Because individuals, alone or in teams, are necessarily involved in all
decisions from the boardroom to the consumer level, Knowledge deals
specifically with the ubiquitous human factor that permeates all aspects
of business and personal life.
Decisions are intimately linked to personal knowledge, past experi-
ences, and perceptions formed from a very early age, but these views are
skewed toward the realities of the past.
The new millennium has brought so many changes at so many levels
that we need to retrain ourselves on how we gather new knowledge and
interpret information. Doing business abroad requires that we—selec-
tively—transform total strangers whom we meet in different countries
into friends, acquaintances, and business partners.
Awareness, understanding, and the acquisition of fresh knowledge about
people’s behavior around the world leads to better decisions, a more fulfilling
personal life, and a more successful business career with financial success.
• Part IV—Internalization exemplifies how corporations and their
employees can effectively apply their updated view of the world to achieve
success and increase profitability when operating in the global market.
Internalization highlights one of the most important applications
of the updated mindset proposed in this book: The acquired ability to
expect the unexpected and plan ahead of time for avoidable roadblocks
that, if ignored, will wreak havoc in strategy and execution.
This section describes classical business mistakes and proposes ten
new tenets for business prosperity that I have developed and used to help
companies gain business perspective, sharpen their survival skills, and
 Preface xxvii

prevent costly mistakes. It illustrates how smart executives use new ideas
and tools to increase awareness and understanding and clear their minds
to do more with less.
At the individual level, Part IV provides practical advice to help you
build your own toolbox of international tricks and to be aware of what
companies look for in future employees.
• Lastly, Part V—Practice describes a wide range of real-life situations that
you may face while visiting or working in foreign countries. The stories are
real and selected from personal experience. Unless otherwise indicated,
names have been changed to protect individuals’ identities. Each story is
followed by a set of tips and questions designed to help you understand
and put into practice the material shared throughout the book.

Why This Book?

The information shared throughout the book has been gathered while inter-
acting with a wide range of people: From heads of state to ministers, senators,
and diplomats; from board members to executives, professionals, administra-
tive personnel, technicians, and field operators; from philanthropists and busi-
ness entrepreneurs to social activists; from peers, families, and friends scattered
around the world to all those anonymous individuals who have just been around
in those places visited.
To write about trust building among the people of the world requires years of
experience, observation, and practice. My familiarity with today’s global market
comes from more than 20 years of traveling and doing business abroad.
I grew up in the multicultural environment provided by pioneer families who
included relatives from Western and Eastern Europe, Asia, and Latin America.
Since childhood, I have been attracted to understanding people from different
cultures, and as I grew up, it was natural for me to engage in international busi-
ness, building relationships and developing alliances with diverse groups of people.
My passion for understanding the world and cracking the code of global
business success has been the main driver behind my own professional career.
When visiting other countries, I have sought to immerse myself in their cul-
tures, seeing these places through the eyes of its local people and understanding
their culture’s impact on business.
I have systematically developed and fine-tuned my ability to read between
the proverbial lines and interpret the subtleties of verbal communications and
body language. I’ve consistently sought to learn and understand how people in
each place think, behave, and operate. A long time ago, these observations led
me to conclude that, while America is truly unique, the countries in the rest of
the world are remarkably similar to each other.
xxviii Borderless Leadership

Over the years I have worked with CEOs and top executives in multinational
corporations in a wide range of industries and engaged in real-time negotiations
with foreign officials in public and private institutions.
As a sounding board and hands-on adviser to CEOs and executive teams,
I help manage strategy and operations risk in emerging markets, guiding the
development of realistic strategies and proper execution of business plans that
take into account the way people make decisions.
I work with individuals throughout the corporate hierarchies in Fortune 500
companies on how to conduct business in foreign countries, identify and con-
nect with trustworthy and capable local people, build circles of positive influ-
ence, improve organizational performance in multiple countries, and deal with
local leaders.
Last but not least, I help them act with confidence when confronted with
unexpected environments and situations.
Familiarity with peoples of the world has helped me take precautions to avoid
walking into dangerous situations, and when confronted with threats, to take
the right path of action. The methodology described in this book has proved
essential when living through several unusual situations including:
• Surviving a military coup d’état that overthrew a government.
• Evacuating a country following credible threats of Americans being kid-
napped.
• Doing business in the middle of a guerrilla path in rural areas of a devel-
oping country.
• Receiving personal threats from strong local competitors in a tightly held
industry.
• Being surrounded by people rocking my car in rural areas of an emerging
country.
It’s time for you to get started with the beta-testing of “You 2.0.” After read-
ing this book, you will be able to start practicing new techniques and be increas-
ingly at ease in your interactions with the rest of the world, personally and
professionally.
You will feel comfortable dealing with people of all backgrounds in society,
business, and government and will turn traveling and working in other coun-
tries into the extraordinary and rewarding experience that it should be.
Are you ready?
— Zlática I. Kraljevic, PhD
Washington DC, 2014
Another random document with
no related content on Scribd:
 Rakastuneet menivät sivuhuoneeseen, saadakseen olla kahden
kesken. Katri tuli puhumaan kihlauksesta ja häävalmistuksista. Minä
sanoin, että se oli liian varhaista, ja käskin hänen mennä suohon.
Hän ei kuitenkaan mennyt pitemmälle kuin keittiöön.

Mutta nyt alkoi seinän takaa kuulua naurua ja tukahtunutta

läiskinää. Raotin hiljaa ovea ja huomasin, että nuoret olivat ottaneet
itselleen vapauksia, jotka kuuluivat rakkauden myöhempään
kehityskauteen. Yllätin heidät äkkiä, otin ankaran muodon ja sanoin:

"Vai niin, te varastatte täällä suudelmia etukäteen!"

Rakastuneet karahtivat tulipunaisiksi ja katselivat hämillään toinen

lattiaan, toinen kattoon. Mutta minä jatkoin:

"Minä olin tuntenut nykyisen vaimoni viisi vuotta, eikä päähänikään

pälkähtänyt suudella häntä ennen kuin olimme julkikihloissa."

"Sinä hävytön valehtelija!" torui Katri, joka huomaamattani oli

hiipinyt selkäni taakse.

Nyt oli minun vuoroni punehtua.

"No, jos joskus otin pikku muiskun, tein sen siksi, että sinun teki
niin kovin mielesi."

"Ohoo, isäseni! Vai teki minun mieleni! Tämä menee liian pitkälle!"
soimasi Katri ja antoi nuorille rohkaisevia silmäniskuja aivan kuin
olisi sanonut: muiskailkaa te vaan, ei siitä huulet kulu!

Huomasin enemmät estelyt turhiksi sen jälkeen kun olin näin

häpeällisellä tavalla tullut paljastetuksi, ja jätin nuoret rauhaan.
 Jonkun viikon kuluttua vietettiin nuorten kihlajaisia. Setä Samuli
sai kutsun; hän olisikin muutoin loukkaantunut kauheasti.
Huomatessaan, että poika n:o 2 oli nähnyt päivänvalon, ei hänen
paheksumisellaan ollut mitään rajoja. Hän sanoi paljon muun hyvän
ohella:

"Niinhän se on kuin minä aina olen sanonut: minun

vaatimattomimpiakaan toivomuksiani ei oteta varteen. Ja kuitenkin
olen auttanut teitä yhdessä ja toisessa asiassa. Mutta
kiittämättömyys on maailman palkka!"

Emme voineet puolustaa itseämme. Ainoaksi lohdutukseksi

saatoimme huomauttaa sedälle, että parannus ei kenties vielä ollut
myöhäistä, mutta siihen hän ei tuntunut paljoa luottavan.

Tietysti piti Sirkan kihlajaisissaan laulaa. Sen hän tekikin ilolla, ja

minusta tuntui, ettei hän konsertissakaan ollut sellaisella hartaudella
laulanut.

Katri puuhasi kuin paras emäntä konsanaan. Kesken kaiken hän

kysyi:

"Mutta sanoppa, Sirkka, miten tavoitit niin äkkiä uuden sulhasesi?"

Tyttö nauroi.

"Jättäydyitkö sinä aikoinasi yhden varaan! Minä tunsin tämän

ennen kuin sen edellisen."

Minä huomautin, että nuoret tytöt valinnassaan usein erehtyvät:

jättävät hyvän ja ottavat huonomman. Sirkka sanoi:
 "Valitettavasti minäkin annoin turhamielisyyden johtaa itseäni
harhaan.
Suostuin siihen, jolla oli sileämpi ulkokuori ja liukkaammat sanat.
Onneksi tuli onnettomuus ja paljasti miehen todellisen olemuksen."

Katria alkoi naurattaa.

"Missä se entinen varatuomari nyt on? Hänen isänsä piti olla

valtioneuvos ja ties mitä kaikkea."

"Hän oli yhtä paljon tuomari kuin hänen isänsä valtioneuvos.

Rappiolle joutunut ylioppilas, joka oli laiskotellut yliopistossa muka
lakitiedettä lukien."

Minulla oli puheenvuoro.

"Hän uhkasi vetää minut oikeuteen tulevan vaimonsa omaisuuden

hukkaamisesta. Tähän päivään mennessä ei haastetta ole kuulunut."

Lopuksi en malta olla mainitsematta, että setä osoitti kihlatuille

suurta huomaavaisuutta. Melkein tuntui siltä kuin hän olisi alkanut
kohdistaa toivomuksensa sinnepäin, koska Katri ja minä olimme
pettäneet hänen luottamuksensa. Saattoi pitää päätettynä asiana,
että hän Sirkan hääpäivänä olisi paikalla reumatismineen ja
shekkikirjoineen.

Katri ja minä elimme Sirkan onnessa uudelleen ensi rakkautemme

ja kihlauksemme ihania kevätaikoja…
YHDEKSÄSTOISTA LUKU.

Madonna ja lapsi.

Taaskin oli pari onnellista vuotta vierinyt. Meillä oli sillävälin ollut
sanomalehdessä ilmoitus:

"SYNTYNYT.

Jumala lahjoitti meille terveen pojan.

Katri ja Kalle ———."

Se oli kolmas järjestyksessä. Voitte arvata, miten setä Samuli

irvisti, jos sattui tuon tiedonannon lukemaan, mikä on enemmän kuin
luultavaa, sillä hän tutki hyvin tarkkaan lehtien ilmoitusosaston.

Sirkkaa on jo vuoden sanottu tohtorinrouva Valtimoksi. Hän jatkaa

uutterasti lauluopintojaan ja esiintyy usein omissa konserteissa tai
avustajana monenlaisissa tilaisuuksissa. Tohtori Valtimo on etevä
amatööri, joka soittelee viulua ja säestää vaimoansa. Heidän
onnestaan ei puutu muuta kuin… Mutta kunhan aika tulee…
 Viisastuneena katkerista kokemuksistani epäilin ryhtyä
toistamiseen vakinaisen kodin perustamiseen, mutta kun sain tietää
eräästä luotettavien henkilöiden muodostamasta asunto-
osakeyhtiöstä, liityin siihen kuitenkin osakkaaksi. Enkä ole
kauppaani katunut. Tohtori Valtimokin on yhtiömiehenä ja lähimpänä
naapurinamme. Me muodostamme yhteisen suuren perheen, joten
meillä on joka päivä tilaisuus kuulla Sirkan laulua ja hänellä leikkiä
lastemme kanssa, joita hän niin paljon rakastaa.

Teimme juuri muuttoa uuteen taloon. Saimme vielä kerran ahertaa

oman kodin rakentamispuuhissa; se oli rasittava tehtävä, mutta
samalla rakas ja toivoa herättävä. Huonekalut olivat jo järjestetyt, ja
Katri asetteli uutimia paikoilleen. Minä autoin häntä pitäen kiinni
tuolia, jolla hän seisoi. Ikkunastamme oli laaja, ihana näköala yli
meren rannattoman ulapan. Aurinko meni lännessä mailleen, ja illan
varjot alkoivat laskeutua yli meluavan kaupungin.

Tuntui kuin olisi joulu tai juhannus ovella.

Saatuaan työnsä valmiiksi hypähti Katri alas ja horjahtui

putoamaan syliini. Laskin hänet hellästi maahan.

Istuuduimme sohvalle ja katselimme ääneti toisiamme. Poveamme

paisutti onni niin syvä ja täyteläinen, että mitkään sanat eivät kykene
sitä ilmaisemaan. Vihdoinkin, vihdoinkin olivat murheen mustat pilvet
poistuneet ja riemun päivä paistoi täydeltä terältään.

"Minusta tuntuu kuin olisi onnemme tullut aivan odottamatta",

puhkesi
Katri vihdoin puhumaan.
 "Odottamatta, niin, mutta ei aivan ansiotta. Olemmehan ostaneet
sen vuosien pettymyksillä ja raskailla kärsimyksillä."

Hämärtyvässä huoneessa näin kyyneleen päilyvän Katrin

silmänurkassa.

"Kun muistelen menneitä, raskaita aikoja, tuntuu minusta kuin

kaikki olisi pahaa unta tai kauhea painajainen."

"Samoin minustakin. Ja tuntuu lisäksi kuin ei meidän sopisi syyttää

ketään tai olla katkera kellekään. Kaikki on ollut meidän
hyväksemme. Sillä se, joka on kestänyt onnettomuuden, ymmärtää
oikein käyttää onneakin."

Katri nyökkäsi ääneti ja ymmärtävästi ja sanoi hiljaa:

"Oletko antanut anteeksi niille, jotka ovat olleet syyllisiä

kärsimyksiimme?"

Minä nyökkäsin vuorostani.

"Sillekin, joka istuu…"

Sen nimen paljas muisto riitti täyttämään minut kauhulla. Vastasin:

"Se kurja hylkiö oli tietämättään Sallimuksen kädessä välikappale,

jonka avulla uusi onnemme luotiin."

Me istuimme kauan. Sydämeni oli niin täysi, että oli vaikea olla
puhumatta.

"Miten olisi minun käynyt, ellet sinä olisi ollut minua tukemassa,
Katri! Sinua minun tulee kiittää kaikesta."
 Hän vastasi:

"Muistatko hetkeä, jolloin päätimme mennä naimisiin ja puhelimme

toimeentulostamme? Sinä arvelit, että alussa tulisimme paljaalla
rakkaudella toimeen."

"Ja sinä vakuutit, että rakkaus auttaa meitä vaikeuksissa. Nyt

huomaan, miten oikeassa sinä olit. Rakkaus se antoi meille voimaa
elämään silloin kun kaikki olivat meidät hyljänneet ja velkojat,
haastemiehet ja ulosottajat olivat ainoat, jotka meitä käynnillään
kunnioittivat."

Esikoisemme, joka jo käveli, vaikka mieluummin neljällä jalalla,

konttasi sisään ja alkoi kiskoa pöytäliinaa. "Katri kielsi, mutta
poikavekara ei ollut millänsäkään vaan raastoi kaikin voimin. Silloin
Katri torui:

"Jos ei Kullervo tottele, niin huijari tulee!"

Säikähtyneenä juoksi lapsi äitinsä luo, kätki päänsä helmaan ja

jokelsi;

"Tulekot huijati nyt?"

"Ei, jos Kullervo on kiltti, niin huijari ei tule."

"Miksi olet ruvennut peloittelemaan lasta huijarista puhumalla?

Näethän, miten se vapisee", sanoin minä.

Hän silitti hellästi lapsen päätä ja sanoi:

"Minusta on mieletöntä säikyttää lapsia möröillä ja pöröillä, joita ei

ole olemassa. Huijari sitävastoin on todellinen, ja on hyödyllistä jo
lapsena oppia tuntemaan, että se on kauhea olento, joka tekee
pahaa."

Sitte hän meni ja toi sylyksen puita ja latoi pesään. Olimme siksi
vanhanaikaisia, että pidimme runollista, räiskyvää takkavalkeata
kaikkia kehuttuja keskuslämmityslaitoksia parempana.

Pian leimusi pesässä iloinen tulennos. Aioin sytyttää lampun,

mutta Katri sanoi, että hämärässä istuminen oli rattoisaa, etenkin
kun me vietimme ensi iltaa kodissamme.

Nuorin lapsi heräsi. Hän otti pienokaisen syliinsä, siirsi tuolin takan
ääreen ja istui antaen loimottavan pystyvalkean lämmittää lasta.

Ilta oli pimennyt. Kadulla syttyi lyhty toisensa perästä. Meren pinta
välkehti iltaruskon sammuvassa hohteessa, ulapalla kynti laiva
aaltoja kymmenien tulien tuikkiessa.

Kun taas käännyin ja loin katseeni Katriin, joka istui lapsi sylissä
syrjittäin minuun, näin kuvan, joka monin verroin voitti edellisen.
Siinä oli jotakin niin tutunomaista, kodikasta, elettyä, että minä aivan
hätkähdin ja kysyin itseltäni, missä olin ennen nähnyt samanlaista.
Äkkiä, vaistomaisesti minulta pääsi huudahdus:

"Madonna!"

Katri katsoi minuun hymyillen:

"Joko sinä taas uneksit?"

"En, tämä on todellisuutta, ihanaa todellisuutta. Asetu niinkuin olit

äsken, niin olet ihan ilmetty… Kas niin! Nyt on arvoitus selvinnyt:
madonna olet sinä!"
 Katri nauroi:

"Sädekehää vain vailla, — pyhyyden loistetta."

"Rakkauden ja uskollisuuden sädekehä ympäröi päätäsi. Pitäkööt

pyhimykset ja enkelit kruununsa, minun silmissäni sinulla on loisto,
jota ei mikään maallinen eikä taivaallinen kirkkaus himmennä."

Huone oli pimennyt. Vain hiilivalkean himmenevä hehku levitti

salamyhkäistä kimmellystään. Minä tunsin sillä hetkellä sielussani
jotain niin korkeata, suurta, pyhää, että tuntuisi loukkaukselta yrittää
pukea sitä sanoihin.

Nyt kuulin liikuntaa seinän takaa. Sirkka oli palannut kaupungiltapa

käveli huoneessa, hyräillen ihanalla äänellään. Sitte hän avasi
pianiinon. Muutaman valmistavan akordin jälkeen hän alkoi laulaa —
laulaa madonnalaulua. Kuulimme selvään:

"On ilta, päivä mailleen käy,

mut ystävääni ei vain näy.
Oi etkö helly itkustain!
Madonna, kuule huutoain!"

Ihmeellinen liikutus valtasi minut.

"Katri, kuulehan! Noin kauniisti hän ei ole ikänä madonnasta

laulanut."

Katri nyökkäsi hiljaa. Taas soi laulu:

"Oot puhdas yli kaikkien,

mut minä kurja syntinen.
 Ah, jospa pyhyytes ma sain!
Madonna, kuule huutoain!"

Kuului muutama vihlova sointu, mikä kohta suli vienoon,

hyräilevään pianissimoon, jonka kaiku etääntyi, kuoli pois kuin
väsynyt laine rannan ruohikossa…

Hiilloskin oli riutunut. Sen viimeinen hohde kajasti Katrin kasvoille

ja siitä lapseen.

"Nyt tiedän varmaan, että madonna tuottaa onnea", sanoin minä.

Hän vastasi hymyillen:

"Ehkä on niin. Sen minä ainakin tiedän, että madonna on itse

onnellinen, sillä se rakastaa."

Ja hän puristi lasta rintoihinsa niinkuin Jumalan äiti kuvassa.

"Sinä olet oikeassa: madonna rakastaa, siksi se on onnellinen",

sanoin minä. "Rakkaus yksin tekee onnelliseksi!"
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