The document provides information about a program offered by Smith on March 6-8 and June 12-13, 2017. The program aims to help executives develop a global mindset to analyze business strategy and processes impacted by globalization. It is intended for mid- to senior-level executives managing globally. The program differs through its experienced faculty focused on global strategy and leadership, practical international case studies, a global leadership assessment, three-month action learning projects, and presentations to senior international audiences. Participants will assess their global mindset and design individual development plans.

1. PROGRAM DATES
March 6–8, 2017 | June 12–13, 2017
WHY PARTNER WITH SMITH?
WE KNOW BUSINESS.
No. 10 Executive MBA Program, U.S.
(Financial Times, 2016)
No. 4 Faculty
(The Economist, 2015)
No. 4 “Academic Excellence & Business
Research,” World
(CEOWORLD Magazine, 2014)
No. 17 Research, World
(UT Dallas Top 100 Business School Research Rankings, 2015)
LEADING WITH A GLOBAL MINDSET
Helping executives analyze how business strategy and core organizational and managerial processes have been
impacted by globalization, and developing critical aspects of the increasingly necessary global mindset.
WHO SHOULD ATTEND?
Mid- to senior-level executives managing in a global context.
WHAT MAKES THIS PROGRAM DIFFERENT?
Experienced faculty, focused on global strategy and global leadership, will bring practical, international and China-
specific case studies and examples to this highly interactive program. Face-to-face modules, the premier GMI
assessment, a three-month-long action learning project and a final presentation to a senior-level international audience
round out this impactful leadership development experience.
GLOBAL LEADERSHIP ASSESSMENT
Participants will take the Global Mindset Inventory (GMI), the premier assessment tool that determines their ability to
better communicate, do business with and influence individuals, groups and organizations unlike themselves. A strong
GMI score is shown to enhance success in global leadership positions. During the course, each person will then design
their individual strategy and action plan to enhance their leadership capabilities.
ACTION LEARNING PROJECTS (ALP)
Participants work together on a three-month project that immediately puts new skills and techniques into practice back
in the workplace. They present project outcomes to the global consortium programs and senior leadership.
BLENDED TEACHING METHODS
Interactive, hands-on cases,
exercises and simulation with
the adult learner in mind
Individual assessments to
develop self-awareness and
global leadership competencies
Optional ongoing executive
coaching to help leaders apply
lessons beyond the classroom

2. WE OFFER A BREADTH OF TOPICS
The program’s curriculum covers a wide range of critical global capabilities. The below sample curriculum is subject
to change:
To learn more, visit www.smithchina.cn or
contact David Liu at dliu1@rhsmith.umd.edu or (86) 13911565327
DAY1
LEADING WITH A
GLOBAL MINDSET
What is a Global Mindset: Leveraging Similarities and Differences
Experiencing a Global Mindset: Hands-On Simulation
Assessment: Identifying Strengths and Development Opportunities with the
Global Mindset Inventory
DAY2
LEADING IN A
MULTICULTURAL
CONTEXT
Intercultural Leadership: Adapting your Leadership Approach Working in a
Multicultural Context
Creating and Sustaining Effective Multicultural Teams: Maximizing team
outcomes by building trust, managing conflict, and communicating effectively
DAY3
MANAGING
MULTICULTURAL TEAMS
Half-Day Exercise Focused on a Challenging Situation with a Global Team
Engage in role-playing, debriefs, and problem-solving sessions to test and
enhance readiness to lead and manage with a global mindset
Putting Ideas Into Practice: Create a Global ALP with Your Team
DAY4
PROGRESS:
REFLECTING AND
REPORTING
Reflection Key Learning as a Project Team
Practice Presenting your Global ALP with Impact
Make Your Presentation and Project Even More Influential
DAY5
CONTINUED
DEVELOPMENT OF
GLOBAL INTELLIGENCE
Cultivating A Global Mindset: A Strategy Perspective
Countries can differ not only culturally but also along economic and market
dimensions. How can a global mindset help managers leverage these differences
for competitive advantage?
Where do you go from here?
Identifying challenges, people and resources to enhance your global intelligence,
and developing a specific action plan for further success.
YOUR FACULTY
Gilad Chen
Robert H. Smith Chair in
Organizational Behavior;
BS, Psychology, Pennsylvania
State University; PhD, Industrial
and Organizational Psychology,
George Mason University
An award-winning scholar of the highest
degree, Chen specializes in the areas of
leadership, global management, work teams
and employee motivation.
Thinkers 50 has named Gupta as one of
the world’s 50 most influential management
thinkers. His recent book, “The Silk Road
Rediscovered,” reveals how Indian and Chinese
companies are “becoming globally stronger by
winning in each other’s markets.”
As head of executive development at MDS,
Mallis leads a team of highly regarded senior
consultants and executive coaches across Asia
to deliver transformational human capital and
leadership development solutions for many
multinational and government organizations.
Elisa Mallis
Executive Education Fellow,
Robert H. Smith School
of Business; Masters,
Organizational Psychology,
Columbia University; Master
of Education, Counseling
Psychology, Columbia
University
Anil K. Gupta
Michael D. Dingman
Chair in Strategy and
Entrepreneurship; DBA,
Harvard University