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I help global business leaders to thrive in today’s complex, uncertain and rapidly changing world.
I worked in International Sales at Mercedes Benz in Germany, Singapore and South Korea for 11 years before starting my own consultancy for International Business Development in 2002. In 2008 I transitioned to professional coaching, and since then I’ve been working with managers and teams at all levels, from high potentials to CEOs in multinational organizations.
My experience and extensive research allow me to understand the complex challenges that managers are facing at leadership, business and individual levels, and to help them to overcome these challenges more effectively.
Myriam Callegari
Executive Leadership Coach
Helping high-achieving managers to become influential leaders
The managers who work with me:
✔ Increase their confidence and agility leading people and projects across functions, hierarchies and cultures in their complex global business roles.
✔ Learn to ignite their people’s’ intrinsic motivation to contribute and turn them into their strongest allies, achieving outstanding business results with them even in challenging foreign markets.
✔ Stop feeling stressed and start enjoying more ease and success at work and in their personal life.
I work globally in English, German, and Italian, and deliver my programs in person, via video-conference and online.
My references include Mercedes-Benz (Daimler), Ford Motor Company, Luxottica, Roche, Chiesi, UniCredit, Banca Intesa San Paolo, FCA Bank, E.ON, World Food Programme (United Nations) and many more.
I also teach Cross-Cultural Management within the Executive MBA Program at the CUOA Business School in Vicenza, Italy.
LEADERSHIP COMPETENCIES:
What is Strategic Awareness?
“Strategic Awareness is not included in any of the leadership competencies lists at the organizations I have worked with in the past 10 years. And yet it’s the number 1 competence leaders need to develop today.”
“A lack of Strategic Awareness leads to poor choices. Without it CEOs spread conflicting organizational priorities or develop strategies based on their one-sided perspectives, imposing them on their entire organization. They get upset when members of their Leadership Team ignore them or disagree, and require them to work with a coach to change their uncollaborative behavior. They start big programs to spread behaviors they don’t model themselves, in an attempt to increase employee engagement. When a year later nothing has changed, it’s always somebody else’s fault.”
“Without Strategic Awareness, companies that move into foreign markets destroy opportunities, instead of creating them. They focus on strategy without taking into account one of the key elements for a successful international business strategy: the people involved and their different views of the world. And then they wonder why their negotiations suddenly come to a halt in the Middle East, why managing their local employees is such a struggle in Japan, and why doing business in India is so difficult.”
This Linkedin article includes a success story:
