2020 is the year globalization was collectively felt around the world. The global pandemic affected every facet of the global system. Covid19 provided an opportunity to observe in real time how nations, global entities and “global citizens” respond to massive disruptions in the system. Countries closed borders, restricted travel and curtailed individual rights. Entire industries closed, businesses failed and lives were lost to the pandemic and the response. The strengths and weakness of interconnected global systems revealed themselves. Cultures influenced how leaders responded to the pandemic while cultural intelligence influenced how leaders and individuals responded socially and politically. Media exploited fear and ignorance expressing little interest in inquisitive, open-minded discussions about the data streaming in daily. Countries that chose not to lockdown were excoriated. Globalist values of open-mindedness, diverse perspectives, and cultural sensitivity were quickly subjugated to self-interest, national safety, political pressure to conform or exploitation of a crisis.

 

Global leadership hinges on building trust and relationships. The complexity of problems faced today are enormous and the pandemic exposed gaps in global sustainability; sustainability being the quality of how problems are solved. Margaret Wheatley suggested, “The most significant liability we have right now is we’re no longer thinking about our problems…it takes time for assessing, going into the complexity of an issue, it takes time for reflection…we need time for problem solving.” (Schuylery 2020). Reacting out of fear and inaccurate data, without taking time to think, is not a sustainable, healthy global policy. Global, transformational leaders see the reality of possibilities and take into account all systems: technical, legal, physical and social. The Intercultural Effectiveness Scale provides information on dimensions of global and intercultural competency. Hardiness proved an area of particular deficiency. Hardiness, consisting of positive regard and emotional resilience, is the “ability to effectively manage thoughts and emotions in intercultural and divers situations” (IES Feedback). Assuming the foundation of strong leadership is trust and relationships, the dearth of hardiness portends a weakening in global and interpersonal relationships. I have observed the response to Covid19 on two continents. In consequence of course content, observations and deep reflection, I determined to promote relationship building and resiliency in this time of isolation and fragility. I speak optimistically about the future. I educate myself on data from around the world, looking at the various responses and results then share what I have learned with others. Ignorance breeds fear. Knowledge empowers and exposes possibilities. I believe that change, locally and globally, begins at the level of the individual and that is where I begin.