ABSTRACT
Skilled negotiators show marked differences in their face-to-face behavior, compared with average negotiators. The "skillful negotiators" during the planning phase of negotiating and during the face-to-face interactions behaved differently than the "average negotiators". These behaviors can be learned or enhanced as a global leader. Many business school professors and executives of global organizations know what the key positions are in organizations, but most are less successful in predicting who will be a star performer in that position. And when star performers are identified, they find it difficult to articulate what makes them the best. Stephen Rhinesmith postulates that a "global mindset" is a requirement of a global leader who will guide institutions and organizations into the future. He defines a mindset as: a predisposition to see the world in a particular way that sets boundaries and provides explanations for why things are the way they are, while at the same time establishing guidance for ways in which we should behave.
