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Forbes
04-08-2025
- Business
- Forbes
Why Peer Coaching Is A Secret Weapon For Successful Global Executives
Tom Roberts, Founder of Cranberry Leadership. Coaching global leaders to adapt, lead, and thrive globally. The moment I know a potential client is in trouble is when I hear them say: "I'm good." Not "I've got support." Not "I've got people I can go to when it gets tough." Just that quiet, confident brush-off: "I'm good." Spoiler from my company's extensive interviews with expat execs: It's almost never true. Especially not for expat executives. Because what we see in our research is that "I'm good" usually means "I'm alone." You Don't Need A Map; You Need Fellow Travelers Especially if you're leading across borders and cultures, the cost of going it alone is high. Not immediately, but eventually. It shows up in slower adaptation. Stalled influence. Decisions that sound right in the boardroom but fall flat in the field. The leaders who plateau rarely realize they're plateauing—not at first. Because they're not failing. But success has gotten ... quiet. Fewer breakthroughs, less feedback, more meetings, less clarity. A creeping sense that progress has slowed, but no one's saying so out loud. Often, what breaks this pattern isn't a new strategy but a new circle. 'None Of Us Is As Smart As All Of Us' I love this quote from Kenneth Blanchard because I've found it to be true. I'll give you a personal example. A fellow expat executive invited me to dinner one evening. I assumed it would be casual—two professionals unwinding, trading stories. And it was ... for a while. Then he looked up and said, "Everything I've tried isn't working. I thought I'd have figured it out by now. I don't even know if I'm leading the right way for this market. Some days I literally feel like I'm losing who I was." That moment cracked something open. He was being vulnerable, real. What followed was more a lifeline than a vent. Then the magic started emerging. We weren't trading frustrations; we were solving each other's problems, even the ones we hadn't realized we were allowed to admit. And that's exactly what peer coaching can unlock when done right. Why Expat Leaders Stay Silent Too Long Most global executives arrive in-market with one goal: to prove they've got it handled. After all, that's what got them the job in the first place: competence, confidence and a track record of success. But unfamiliar markets don't reward solo heroics. They require fast adaptation, deep context and emotional resilience. And the truth is, most leaders don't want to admit—especially to HQ—that they're struggling to make things work. That silence slows everything down. Progress, morale, strategy ... all drag when the leader at the top feels isolated. The irony? Everyone's wrestling with the same unspoken questions. But nobody wants to be the first to say it out loud. The Spark That Changes The Room I've facilitated many peer coaching groups for international executives. The early sessions always feel the same. People walk in with their game face on. They scan the room. They calculate: Do I stay quiet and observe? Try to impress? Or dare to be real? Then it happens: Someone breaks the surface. "I'm just going to come out and say this ... I can't seem to motivate my team here. Nothing's landing." "My work has slowed down so much since arriving here. I used to be decisive. Now I'm second-guessing everything. Worse yet, my peers and boss see it." These aren't admissions of failure. They're acts of leadership. They project what Brené Brown calls "the birthplace of innovation, creativity and change": vulnerability. Once it's spoken, it gives permission for everyone else to set down their armor. And that's when the room shifts—from a table of professionals to a circle of fellow travelers. Why Peer Coaching Works When Other Tools Don't Plenty of organizations offer onboarding, executive training, even cultural playbooks. These are useful, but in my experience, they often live in theory. They don't meet people in the middle of the mess. Peer coaching does. It's not a meeting. It's not a workshop. It's a trusted group of five to seven leaders who are each navigating complex, high-stakes environments—and have no incentive to posture. When it works, it becomes a place for what Ken Blanchard famously said: "None of us is as smart as all of us." Here's what starts to happen: Leaders stop trying to "perform." Questions come more freely. Conversations deepen. Shared respect builds momentum. People leave not just feeling better, but thinking clearer. And perhaps most importantly, the emotional isolation fades. When a leader realizes they're not the only one struggling, everything changes. Confidence returns. Curiosity reawakens. The team feels the shift before the calendar does. Just like the African proverb says, "If you want to go fast, go alone. If you want to go far, go together." Let's Stop Pretending You (Or One Of Your Reports) Don't Need This Most expats don't think they need help. That's fine. Most of them also plateau within 18 months. Not because they weren't skilled, but because they mistook silence for success. That plateau can look like a bump in the road, but more often than not, our advisors report that the plateau is a serious and critical time to reevaluate. But what if you looked for help before you hit that plateau? If you think you don't need peer coaching, ask yourself: When was the last time someone outside HQ challenged your assumptions ... and you thanked them for it? You don't need a rescue squad; you just need people who can see what you can't. Yet. Because global leadership rewards adaptation. And the best way to adapt isn't alone—it's together. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
06-05-2025
- Business
- Forbes
Why Cutting Leadership Support In Chaotic Times Is A Strategic Mistake
Tom Roberts, Founder of Cranberry Leadership. Coaching global leaders to adapt, lead, and thrive globally. getty 'If the world's on fire, don't hand your leaders a smaller hose.' Predictability is the business sweet spot. In a perfect world, strategy follows logic, market conditions hold steady and leadership decisions are made with clean data and clear visibility. But that world no longer exists—and may never return. Today's senior leaders are navigating a swirling fog of global ambiguity. Not the normal kind, but a real shaking of global economic patterns and alliances. The political and economic rules they used to rely on are shifting. Predictable patterns—quarterly forecasts, regional trends, even internal team dynamics—have gone sideways. The sense of rhythm, the ability to plan three steps ahead, has eroded. And when predictability disappears, so does something else: peak performance. Because decision-making at the top isn't just about data or instinct—it's about mental sharpness. Emotional clarity. The ability to think fast under pressure and still sleep at night. That kind of leadership thrives on stability. It needs a runway. It needs rhythm. But when predictability breaks, something else creeps in. Quietly. Subtly. Ambiguity. And its two enablers: indecision and wait-and-see. These are not benign forces. They are corrosive. They slow teams, stall momentum and leave high-potential leaders paralyzed just when their clarity is needed most. And the corporate reflex in times like this? Cut costs. Delay programs. 'Let's ride out the storm first.' That instinct might be understandable, but it's deeply misguided. Because when you pause investment in your leaders during uncertainty, you're not just saving money. You're creating risk. I've Lived In The Most Extreme Fog I know what it's like to lead through ambiguity—not from a whiteboard, but from inside the storm. Personal: In 2009, I took my first expat assignment in Japan. Not long after, my wife underwent emergency surgery and spent five hard months in the hospital. I had an eight-year-old daughter at home, asking questions I didn't always know how to answer. For two of those months, the hospital wouldn't even let her visit. I was navigating a new country, a new leadership role and a family reality held together by duct tape and denial. National Catastrophe: Then came the earthquake. On March 11, 2011, the ground shook, the sea surged and the nuclear reactors in Fukushima failed. My son was not yet a year old. He was a premature baby who needed formula—formula that required clean water. The doctor told us, 'Don't use the tap.' So, I rode my bike in 10-mile loops across Tokyo, searching for bottled water that no longer existed. Political: And just as the aftershocks began to fade, we moved to Korea, on the very day Kim Jong-un took power. Weeks later, North Korea shelled Yeonpyeong Island. Tensions were high. One U.S. general pulled me aside in what was supposed to be a casual chat and asked, 'Do you know what to do if the shelling reaches Seoul?' That wasn't an abstraction. It was a standing thought I carried into every meeting, every coaching session, every dinner with my team. I had to lead through that. And here's what I can tell you with absolute certainty: In that fog, I didn't need more dashboards or HQ pep talks. I needed someone to talk to. A second set of ears. A coach. A guide. Someone who could hold space for the impossible questions without judgment or consequence. But I didn't have that. So, I stewed. I second-guessed. I carried weight I didn't have to—alone. Support doesn't remove the fog. But it gives you enough visibility to move. And when you're operating outside your cultural comfort zone, with geopolitical chaos around you and personal life on the brink? That clarity is everything. The Cost Of Withholding The Compass When the world gets messy, the instinct is to conserve—to delay investment, pause programs and hope for calmer skies. But leadership doesn't stop during turbulence. It gets harder. And here's the paradox: Just when your leaders need the most support, many companies pull it away. They cut coaching. Cancel development programs. Tell their most senior decision-makers to 'just hang tight.' But ambiguity doesn't wait. Neither do markets. And indecision—especially at the top—gets expensive fast. You don't need to flood your leaders with more noise. You need to give them clarity. Space. Tools. A sounding board who isn't in the chain of command. Because if you want smart decisions in complex times, you can't starve the decision-makers. In times of ambiguity, cutting leadership support is like flying into fog and turning off the radar. Three Principles For Leading In The Fog 1. To The Boss: Don't scrimp on leadership development—especially coaching. When things are most uncertain, your leaders need sounding boards, accountability partners and wise counsel. Coaching is not a perk—it's protective infrastructure. 2. To The Leader: Recognize the complexity. It's not just culture and quarterly goals—it's geopolitical volatility, economic turbulence and psychological strain. Beware of isolation. Keep your mentors close. Keep your coaches closer. 3. To The Team Leader: Your team is watching your body language more than your briefings. Bring confidence, but also bring reality. Create space for honest conversation about uncertainty. Ask how they're processing the world around them. Because no matter how experienced you are, they know the local ecosystem better than you do—and you can't lead it well without their insight. Final Thoughts Remember: Investing in leadership development and coaching during stable times is easy—it fits the budget and the narrative. But real leadership is tested when the future is unclear and the stakes are high. That's when support matters most. Cutting resources in those moments may feel fiscally responsible, but it strips leaders of the very tools they need to navigate complexity, make sound decisions and keep teams aligned. Don't expect clarity from the same leaders you just left in the dark. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
04-04-2025
- Business
- Forbes
Why Every Global Leader Manages Multiple Cultures At Once
Tom Roberts, Founder of Cranberry Leadership . Coaching global leaders to adapt, lead, and thrive globally. getty Most global leaders think they're adapting to one new culture, but in reality, they're constantly balancing multiple cultural forces at the same time. These forces include: • Home Country Culture: The leadership instincts shaped by upbringing and career. • Host Country Culture: The expectations of the local team. • Headquarters Culture: Corporate norms, decision-making structures and expectations. • Other Influencing Cultures: The leadership style of their boss, peer groups and key stakeholders. Many leaders face even greater complexity, managing multiple markets and teams simultaneously. Understanding and anticipating this complexity is what separates struggling expat leaders from those who thrive. Alejandro's Exhausting Mornings Alejandro, an Argentinian member of our Expat Advisory Group, faced a daily cultural balancing act. In the early morning, he would have a call with his South American team, who were high-energy, relationship-driven and open to debate. At 9 a.m., he'd meet with the Japanese affiliate, who was formal, structured and showed disagreement indirectly. At 10 a.m., he would have a discussion with the Chinese team—fast-moving, hierarchical and verbal. At noon, he'd check in with his American boss, based in the company's German headquarters. By midday, Alejandro had navigated the expectations of six distinct cultural influences: Argentina, South America as a regional bloc, Japan, China, the U.S. and Germany. Each required different communication and leadership approaches, making alignment a daily challenge. Misreading signals—such as assuming Japanese silence meant agreement—had already led to delayed decisions and growing frustration with his boss. The Science Of Intercultural Triangulation This challenge isn't abstract. Leadership frameworks such as Geert Hofstede's Dimensions and Erin Meyer's Culture Map help explain why these dynamics exist and how they impact leadership effectiveness. For example, using Alejandro's experience, let's consider the concept of 'power distance' (who makes decisions) based on broad, generalized cultural dynamics: • South America: Leadership is respected, but open debate is normal. • Japan: High power distance, but consensus building is essential. • China: Hierarchical and fast-moving. Leaders are expected to decide quickly. A leadership approach that works in one region may be ineffective—or even disruptive—in another. Now let's consider how different cultures create alignment: • South America: Passionate debate signals engagement. • Japan: Silence and nodding mean 'I hear you,' not necessarily agreement. • China: A nod may mean alignment—or just politeness. Frustration may arise if you don't decide quickly. Speed and context matter. By noon, Alejandro was unsure whether his teams were actually aligned or just eager to move on. Meanwhile, his boss grew increasingly frustrated with the lack of clarity. Understanding how different cultures express alignment would have saved Alejandro from costly miscommunication. Three Common Traps In Intercultural Leadership Failing to recognize these dynamics leads to three common pitfalls: The One-Size-Fits-All Mistake This is assuming one leadership style works everywhere. For example, Alejandro used South American debate tactics in Japan only to find that silence wasn't agreement, it was discomfort. The Constant Code-Switching Burnout Over-adapting to every audience, however, can cause you to lose your personal leadership instincts. In Alejandro's case, constantly adjusting drained his energy and left him second-guessing his leadership presence. Misaligned Expectations Across Cultures Aligning with each group individually can create unintended conflicts between groups. For example, after prioritizing consensus building in Japan, Alejandro's Chinese team saw him as hesitant and indecisive. Intercultural Triangulation: A Strategy To Avoid Miscommunication Great global leaders don't just react to cultural differences. They map, anticipate and balance them strategically—what I refer to as 'intercultural triangulation.' Here's how: 1. Map Cultural Forces Before They Affect You Don't wait for tensions to arise. Use Hofstede's Dimensions or Meyer's Culture Map to compare cultural tendencies in your key markets, including your home country, host country, headquarters, your boss's culture and key regional markets. Overlay these insights to spot gaps in leadership expectations, communication styles and decision-making norms. Awareness is 50% of the solution. 2. Share Your Triangulation Map With Teams Early In your first meetings, distribute copies of your team's unique cultural situation map. Then openly discuss cultural gaps and set alignment expectations. When cultural challenges are acknowledged early, they become shared problems rather than unspoken frustrations. 3. Build A Core Leadership Approach, Then Flex On The Edges Instead of constantly adjusting, define a leadership style that works across cultures. Alejandro could have decided to keep a consistent approach for framing decisions while adapting how he gained buy-in based on cultural norms. This would ensure clarity while maintaining flexibility. 4. Elect Cultural Guides To Help Decode Signals Engage trusted local colleagues to interpret disagreements and unspoken concerns. Rather than assuming silence meant agreement for the Japanese affiliate, Alejandro could work with a local colleague to confirm alignment after meetings—avoiding costly miscommunication. Bringing It All Together Global leaders don't fail due to a lack of skill. They struggle because they assume they're adapting to one culture when, in reality, they're managing multiple. Exceptional leaders anticipate, map and balance cultural differences—turning cultural friction into an advantage. If you're leading globally, assume you're balancing multiple cultures—not just one. The leaders who get this right define a strategy for triangulation. In my next article, I'll take this further by exploring how leaders build trust in cultures where authority, influence and credibility don't transfer automatically. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
