Like it or not, all of us are touched by globalization. But few leaders are prepared for managing across cultures, and the costs of cultural blindspots can be immense-from lawsuits to lost opportunities. In Culture Clash, Dr. Zweifel gives you the global and intercultural competencies it takes to manage across cultures anywhere in the world. Using a variety of proven processes, learn how to:.Parachute into any culture and getthe job done while respecting localcustoms..Avoid costly mistakes in your cross-cultural interactions..Use the Global Results PyramidT todecode a national or corporate culture..Work with Global IntegratorT to navigate cross-cultural mergers and joint ventures..Orchestrate global meetings and tele-conferences that create alignment.
Dr. Thomas D. Zweifel is a Partner & Managing Director at Manres AG, leaders in transformation, and the former CEO of Swiss Consulting Group, named a "Fast Company" by Fast Company magazine.
Since 1984, living in Europe, India, Japan, and the United States, he has helped senior executives in numerous Fortune 500 companies, but also governments, the UN and the military, develop leadership and build high-performance teams in the action of meeting strategic and/or breakthrough objectives.
Strategies based on Dr. Zweifel's books are used by 30+ Fortune 500 companies, the U.S. State Department, the U.S. Military Academy at West Point, and corporations and governments on four continents.
Since 2000, Dr. Zweifel has taught leadership to over 1,000 students at Columbia University and St. Gallen University to prepare them for executive leadership positions.
Dr. Zweifel often appears in the media, including ABC News, Bloomberg TV, and CNN. A speaker for seven speakers bureaus, his interdisciplinary and action-packed keynotes are sought-after by business leaders.
Dr. Zweifel is the author of six books on co-leadership, among them "Communicate or Die: Getting Results Through Speaking and Listening" (SelectBooks, 2003); "Culture Clash: Managing the Global High-Performance Team" (SelectBooks, 2003); and "The Rabbi and the CEO: The Ten Commandments for 21st Century Leaders" (SelectBooks, 2008; with Aaron L. Raskin), a 2008 National Jewish Book Award and Foreword Book of the Year Award finalist.
Born in Paris, Dr. Zweifel was educated in Switzerland, Germany and the United States, and holds a Ph.D. in International Political Economy from New York University.
In 1996 he realized his dream of breaking three hours in the New York City Marathon, and in 1997 was recognized as "fastest CEO in the New York City Marathon." He lives in Zurich with his wife and their two daughters.
Q: How can someone named Zweifel (German for "Doubt") lead leaders?
The physicist and Nobel laureate Richard Feynman once observed that "if we did not have doubt... we would not have any new ideas." Feynman wanted to "teach that doubt is not to be feared, but that it is to be welcomed as the possibility of a new potential for human beings. If you know that you are not sure, you have a chance to improve the situation. I want to demand this freedom for future generations." Or as the French philosopher Voltaire wrote centuries ago, "Doubt is not a pleasant condition, but certainty is absurd." If more leaders had exercised some healthy skepticism, they would not find themselves in a crisis. Neither would we.
Q: What was your proudest achievement?
Coaching the leaders of a global energy company with 80 million customers to produce $1 more per customer in shops while spreading a culture of leadership and coaching in the organization. They achieved $73 million additional revenue in one year. I coached the President in leadership, delegation and succession strategy while expanding results. I coached the Managing Director to become a competent communicator, cut out wasteful talk and actions, and produce $7 million from bringing new products to market, while re-branding himself internally as a global marketing expert.
Q: What was your worst job ever?
Once I consulted an organization in which nobody listened. It was almost physically painful to be there. Listening is one of the most important and underrated attributes of strategy and leadership. When organizations don't institutionalize effective listening, they miss out on vital intelligence and come up with bad strategy. By contrast, effective listening is a low-cost, high-leverage investment in enhancing organizational performance.
Q: What was your toughest time ever?
When I lived and worked in India in 1987, I almost died of a double infection - bacterial and amoebic. The doctor came and said: "You must go to the hospital." I said: "No, I have no time for this. I got work to do." He simply slapped me in the face and took me to Bombay Hospital. I was in a room with eight others of various religious persuasions--Hindus and Buddhists, Catholics and Muslims. There was wailing and praying night and day. A nurse sat next to my bed for nine days and nights. Along with losing most of the water in my body, I hope I lost some arrogance and gained some humility.
Q: What is your greatest concern about the future?
Blind-spots. When leaders don't check their own cherished beliefs, they come up with bad intelligence, self-centered visions, misguided strategies, and unintended results. The current global crisis is only the latest fiasco that stems from too many leaders who lack a foundation of self-awareness.
For more, go to: Thomas Zweifel.com