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Home2019-08-15T17:59:12+00:00

Global Leadership

A Challenge for Global Companies

Rapid growth in emerging markets and lower growth in most developed economies, is pushing companies to globalize faster thus the need to develop a special type of leader is paramount, a truly global leader. Global leaders and executives—those who can work effectively across countries and regions to help achieve overall corporate objectives while balancing regional and local interests.

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Our Team

Kevin Ranker
Kevin RankerManaging Partner
Kevin Ranker serves as Managing Partner and CEO of GMSG. In this capacity Kevin oversees all executive duties and overall financial management of the firm. As an accomplished coach himself with decade’s experience as a senior advisor and strategist for numerous business executives, global non-profit leaders and senior public officials, Kevin also serves as one of GMSG top coaches and advisors helping clients solve problems and leverage opportunities.
Yommei Yanagiba
Yommei YanagibaGlobal Senior Partner for Asia Pacific
Yommei is Asia Pacific President and CEO of Capital Services for GE Healthcare. Prior to this appoint, she spent 2 years building GE Capital Industrial Finance Greater China, providing life cycle financial service solutions to GE industrial customers and partners by leveraging GE Capital domain expertise and global resource.
Ian Homes
Ian HomesGlobal Executive Leadership Coach
Ian’s coaching style is stimulating, encouraging, thoughtful and established on his unique experience in the often disconnected worlds of management consulting, medicine and academia. Warm-hearted and generous, with a keen sense of humour, he is quick to establish rapport and his highly developed listening and intuitive skills enable him to get to the heart of issues swiftly and effectively.
Melonie Walter
Melonie WalterCommunications Director
Melonie manages, oversees and develops strategies to enhance the client’s public image. Melonie’s responsibilities include establishing relationships with members of the media pitching stories to publications and monitoring media coverage; identifying key messages and communicating them to potential alliance partners and investors.
Luis Velasquez
Luis VelasquezGlobal Executive Leadership Coach
Luis’ coaching clients have been already successful leaders; their immediate need is to accelerate their leadership development to add value and increase impact. Some of his clients work at Twitter, WePay, DataStax, Automation Anywhere, Genentech, Citibank, Monsanto, Saudi Basic Industries Corp, FireEye, Zain Telecommunications, Dubai Police Department.

Testimonials

“Here is what I got from GMSG: First to help me see, assess, and realize it’s really not a dot but a range on a scale. Second to help me form a habit, a framework of reflective thinking and continued learning and progress, and third to help everyone around me to form that habit as well.”

– CEO, Beijing, China

“We’ve structured some of GMSG’s coaching assignments with our company as more of an intervention. The leaders trust GMSG’s and they trust the organization, given the fact that it’s ongoing. For it to be effective it has to be ongoing. After some time people may reach a point where they need something different, but I think it certainly is more of an ongoing relationship than a short term intervention. A short term intervention is to fix a problem; long term ongoing coaching is to develop potential and help the person to go beyond potential.”

– Global Human Resources Executive, Kuala Lumpur, Malaysia

“I was offered coaching as a bonus to stop me from leaving the company. The company was willing to invest in me. Working with GMSG, sometimes we focused on short term interventions resulting from a crisis at a certain point in time. We needed to focus on helping me on a particular topic that’s really an urgent concern. At that point in time, how I am managing my staff or how people see me is not the most important thing. There is a long term goal to make me a better communicator, to enable me to get the best from my people and to be the best leader that I can possibly be. But of course you have to deal with the crises as they come up. I think it works very well. GMSG deals with what is important to me and in the background I rely on GMSG to help me notice what I can improve about myself as a leader.”

– CEO, Dubai, U.A.E.

“While I understand the Japanese culture, I want to maintain the toughness and the discipline that I’ve learned from the US company. There are ways I can become muddled when I get pressure from Japanese stakeholders who have not had international experience. Gary gives me a good balance between. He always brings me back and reminds me what I should do and what I should be disciplined about. In a global context it’s extremely important not to lose myself. Gary has helped me with this.”

– CEO, Tokyo, Japan

“I was incredibly satisfied, impressed and grateful with the coaching GMSG did for me and my people. The number one thing that I got out of GMSG’s coaching, and I could not have done my job without it, was the help getting me through some pretty dark places. There are times in these roles it does border on killing you with the pressure and stress. What worked for me was GMSG’s ability to help me be able to draw a breath and realize what the priorities were. If I’m not in a position where I’m physically, mentally and emotionally fierce and able to look after myself, there is no way I can perform in my job or look after others.”      

– CEO, Sydney, Australia

“When I think about my journey with GMSG, what it set out to be and what it became, it changed pretty dramatically to play to my needs. I did not expect what I got. It’s hard to put myself back a couple of years, but I don’t think I expected it to be what it was, which was so uniquely tailored to my own needs and evolved. I don’t think I expected it would be as personal.

What is it that sticks out of my mind in terms of lasting value are two things. One is bespoke planning around individuals to ensure that I really strategically think about what I want out of that relationship, and the best way of getting what I want out of that relationship. And the other one is maintaining a positive mindset.

I’ve told GMSG that he is going to have to find a new name for what he does, because I think the term ‘coaching’ undersells what he does.”

– CEO, Hong Kong

Latest Posts

Stepping Outside Cultural Norms

The position I had with the Swiss insurance company was office manager for an international division. My boss was an American man from Pasadena, California, who had lived in Switzerland for several years. His division of the company arranged and sold employee benefit plans, mostly to international companies based in Europe. Since my boss did not speak German, I was able to work between him and key Swiss executives. Since the operations spanned across Europe, I began to see how other international companies operated. I could also see that my future would be in international business.

How We Arrived at the Age of Globalization

We first saw attempts at globalization when the explorers began to leave their home countries—Vikings from Scandinavia, Portuguese, Spanish, Dutch (the Dutch West India Company used New Amsterdam—now New York—as headquarters for their fur trade). These explorers were economically motivated. It wasn't scientific—it was trade. The Silk Route between China and Europe is another example of early global trade.

Communicating in a Connected World

Before global enterprises evolved, more communication went out from central headquarters. Now management and personnel are matrixed, and information flows not just back and forth between the center and outlying areas or operations, but rather in a matrix throughout the organization. That has many advantages--the biggest to me being that people can communicate directly with each other, not just through the center of the organization.

Skills for Managers with Global Responsibilities and how to develop them.

Leadership is the most critical component of any successful CEO, yet many successful leaders find themselves in trouble because they pay little attention to how others are perceiving them.  CEO’s and top leaders are always, savvy, extremely intelligent, highly experienced with incredible track records.  As a coach for Global Leaders worldwide,  I have found that many of the CEO failures had to do with obvious mistakes in form and style.  Yes, mistakes in form and style that usually results from the of lack of awareness.  Many newly appointed leaders have the intellect, skills, and experience, yet it is form and style that gets in their way.

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