Going global to foster fresh perspectives

Danish author Hans Christian Anderson famously said “to travel is to live”.

For executive leaders, to travel is to learn.

Exposing yourself to new cultures and practices can open the doors to fresh ways of thinking about your organisation. 

Through international management training, whether in-house or abroad, the opportunity presents itself for the exchange of ideas, understanding of best practices and the establishment of game-changing international partnerships. 

Global leadership journey

Association of Development Finance Institutions Malaysia (ADFIM) Secretary General Mohd Prasad Hanif knows the value of international collaboration as well as anyone. 

Mr Hanif’s leadership story has spanned several countries, in fields varying from engineering to socioeconomic and environmental initiatives.

His professional career began in Bosnia and Herzegovina as a project engineer under the United Nations High Commissioner for Refugees (UNHCR).

“At the UNHCR, I contributed to building and equipping the Rakovica refugee camp and adult education centres,” Mr Hanif said.

“This experience laid the groundwork for my passion for project management and human capital development.”

In his current role, Mr Hanif said his focus was on providing consultancy services and advocating for development finance. 

“Throughout my journey, my leadership philosophy has centred on re-engineering business processes, fostering continuous improvement and building powerful, resilient teams,” he said.

“My goal remains to provide a positive impact in development finance and be the primary advisory council to the government, driven by integrity and a passion for sustainable development.”

Mastering international collaboration 

Mr Hanif said one of the challenges of international teamwork was maintaining motivation.

“Encouraging collaboration and cultivating a strong team spirit, regardless of physical distance, has been instrumental in driving success,” he said.

“Effective teamwork and collaboration lead to innovative solutions and higher productivity.”

Collaboration can even spur situations in which organisations are forced to adapt. 

“The COVID-19 pandemic helped enormously – as morbid as it sounds,” he said.

“We were introduced quickly to working remotely, and with the help of technology, we understood how to manage the distance and time zones. 

“Today, we have teams from India, the Philippines and Turkiye working seamlessly to organise various events in record times.”

According to Mr Hanif, the ideal leader in such contexts must be highly flexible. 

“Leading with international and cross border teams requires a high level of flexibility, as each team member brings in their own worldview, culture and objectives,” he said.

“Flexibility in adapting to new and unprecedented situations and resilience in overcoming challenges are key attributes for maintaining productivity in international projects. 

“Embracing change and staying resilient in the face of adversity ensures continuous progress.”

The benefits of international experience

For so many reasons, international professional experience can create more well-rounded leaders.

Mr Hanif said working internationally exposed him to diverse cultures, business practices and regulatory environments. 

“This has broadened my perspective and enhanced my ability to think globally, which is crucial in today’s interconnected world,” he said. 

“I realised from my international exposure that any opinion may just be disguised as a fact – we can only see this if we are willing to expose ourselves to alternative worldviews.” 

International collaboration and education can also act as a forum for the exchange of new ideas and innovation.

“Collaborating with diverse teams has enriched my understanding and facilitated the exchange of best practices,” Mr Hanif said. 

“Today, I am connected to professionals from the west to the east, and we exchange ideas and organise forums, webinars and various research collaborations together.”

Ultimately, Mr Hanif said worldly experience had aided him not only as a professional but also as an individual. 

“International assignments have allowed me to forge lasting friendships and professional relationships,” he said.

“These connections have enriched my life, providing support, inspiration and opportunities for collaboration long after the projects have ended.”

Worldly advice

Regarding his advice for aspiring leaders, Mr Hanif said there were several skills required for effective collaboration with international parties. 

“Working with leaders from other nations requires embracing cultural sensitivity and effective communication,” he said.

“Understanding and respecting cultural differences builds mutual trust and fosters a collaborative environment. 

“Building strong relationships through trust, transparency and flexibility is crucial for successful international partnerships. 

“Aligning on common goals and involving international partners in decision-making processes ensures a shared vision and commitment.”

Additionally, Mr Hanif described adaptability and continuous learning as essential skills for the international leader. 

“Be prepared to adjust your leadership style to accommodate different working environments and cultural contexts,” he said.

“Invest in cultural training for your team to enhance their sensitivity and understanding. 

“Promote inclusivity and encourage cross-cultural collaboration to drive innovation and engagement. 

“By focusing on these key principles, leaders can effectively navigate the complexities of international collaborations and achieve global success.”

Local context, global perspective

AIM WA has been collaborating with the ADFIM for 15 years, delivering the annual High Performers Leadership Development Program (HPLDP) to their corporate members.  

The foundation of this longstanding international collaboration is open and constructive communication, flexibility and respectful relationships with a common goal of developing high-performing global leaders. 

“We respect, appreciate and take into account the local culture and context our clients are operating in, as well as what they’re trying to achieve,” AIM WA International Director Maria Luisa Perez FAIM said.

“Then, we integrate global perspectives and utilise best practices, which can be applied in whatever country, industry and organisation.

“International leadership and professional development can significantly enhance the capabilities of leaders with increased global perspective and insight, as well as strategic thinking and execution, cultural competency, innovation and entrepreneurship thinking, leadership skills and personal growth."

“We have focused on delivering high-performance leadership programs for the talent pool of organisations – these are participants who have been identified as the upcoming senior leaders or C-suite within the next four to six years. 

“Career advancement and succession planning are part of the crucial objectives.

"We ensure we utilise adult learning principles and competency-based learning focusing on practical, relevant and immediately applicable skills, knowledge and attributes, plus relevant evidence-based best practice frameworks.

“We encourage the participants to apply skills learnt not only in the workplace but with their families and communities.

“We give organisations the choice of having the program delivered in their country or inbound to Perth for international immersion – better yet, they can have two modules with one module delivered locally and one in Perth. 

“The module in Perth will have company visits and chief executive officer and senior leader presentations in relevant industries.”  

Australia is attractive to overseas participants because it has been spearheading competency-based learning for at least 20 years, according to Ms Perez.

“We also have a diverse and inclusive environment, a high-quality education system, global recognition, innovative teaching methods and strong industry links,” she said.

Western Australia has the advantage of proximity and being in the same time zone as most Asian countries. 

“Majority of our alumni are now in senior leadership positions – one has become the Vice Chancellor of the largest university in Malaysia, some are now chief executive officers or in the C-suite at banks, while a number are in senior leadership positions in corporate and government-linked organisations,” Ms Perez said.

“For up-and-coming leaders, I advise them, ‘your degrees will get you in the door of organisations but it’s your competencies and global nous which will determine how far you will go in your leadership journey’.”

In-company leadership with Sime Darby

An example of AIM WA’s approach is customised in-company leadership training for Sime Darby – the largest conglomerate in Malaysia.

“We mapped the competencies from the organisation's leadership framework and strategic objectives, then designed and delivered a customised leadership program to 280 of their senior leaders,” Ms Perez said. 

“Senior leaders from Sime Darby’s operational locations all over Asia came to its Leadership Centre in Malaysia. 

“The management team at Sime Darby also asked us to design and deliver a leadership program for its middle management level, which we delivered to 600 participants from all over Asia.”

Ms Perez said the international training programs delivered were used as change tools to support the strategic change initiatives of the organisations Sime Darby worked with.

“There has to be a catalyst or compelling reason why a client is embarking on a leadership and/or professional development program or capability building,” she said.

“Sime Darby is a very good example of long-term in-company training collaboration given nearly six years of implementation. 

“The organisation’s strategies changed twice during this period, so we reviewed the leadership programs to reflect changes in their objectives.

“We continue to support organisations by delivering leadership and professional development programs that reinforce their vision, values and strategic objectives.”