The Power of Sense-Making in Global Leadership

"Growth creates complexity, which requires simplicity." When U.S. leadership expert Andy Stanley shared this observation in his podcast, he captured a central challenge of global business today.

Somewhere between expanding into new markets and managing international teams, many leaders find themselves drowning in complexity. [1]

Time zones, cultural expectations, and regional regulations create a web of variables that can cloud judgment and slow decision making. So, where does simplicity fit into all of this?

Our recent research into the thought processes of high-performing global executives reveals that the answer lies in the power of sense-making in global leadership.

This key skill allows them to interpret complexity, recognize patterns, and focus on what truly matters. Instead of being overwhelmed by uncertainty, they extract clear direction from seemingly chaotic information.

Why Leading Globally Requires More Than Industry Experience

Look around any CEO's office these days, and you'll see evidence of mounting global complexity. According to Deloitte's Fall 2024 CEO Survey, senior leaders face an unprecedented mix of disruptions – from geopolitical tensions and supply chain issues to skills shortages and technological upheavals. [2]

Success in Tokyo could spell disaster in Toronto, while yesterday's winning strategy might be tomorrow's liability.

This unpredictability is part of what experts call a VUCA world – one that is volatile, uncertain, complex, and ambiguous. That’s why the most perceptive and strategic global leaders understand that industry expertise alone is no longer enough.

When 84 percent of CEOs report optimism about their company's future despite increasing challenges, what sets the successful ones apart? The answer lies in their ability to make sense of seemingly contradictory signals.

It’s a cognitive skill, best described as “sense-making,” which helps leaders to decode complex situations and chart clear paths forward.

Much like a skilled translator who grasps not just the words but the cultural context, these global leaders can spot patterns others miss and turn overwhelming data into meaningful, actionable insights.

It's becoming the must-have capability for anyone steering international teams through uncertainty. But what does sense-making really mean when it comes to leading across borders?

Sense-Making in Global Leadership: An Evidence-Based Definition

Two key thinkers have shaped how we understand sense-making in leadership. Karl Weick introduced it as the way people interpret and act on uncertainty. [3]

Arjen Boin explored its role in crisis leadership, showing how leaders must quickly piece together unfolding events to maintain stability. [4]

Their work has become essential for those leading globally, where challenges often appear without warning: markets shift, cultures collide and information floods in from every direction.

In this environment, sense-making helps international leaders to:

• recognize patterns in shifting economies, cultures and industries.
• filter out distractions and focus on what matters most.
• bridge perspectives across diverse teams and stakeholders.
• unify teams with a shared understanding of priorities.
• create clarity from conflicting or incomplete information.

In short, sense-making gives you the mental agility to navigate the intersections of culture, commerce and change as a leader, while keeping your organization aligned and focused.

Key Insights From Expert Research

If we define sense-making as the ability to interpret complexity and find clear direction, then global leadership specialist Joyce Osland's research on expert cognition shows us exactly how successful leaders develop this skill. [5]

They don't just react to challenges: they interpret them through a broader lens, connecting local and global dynamics.

Most interesting is how they handle ambiguity. Rather than seeking perfect information, experienced leaders focus on selecting the right team and building trust first.

This groundwork gives them the confidence to navigate unclear situations. They also show remarkable skill in boundary spanning, using personal networks to gather key information while reading people's reactions to gauge the effectiveness of their decisions.

Leading globally, therefore, requires them to develop what Osland calls "meta-level" capabilities. They can’t master every culture in depth, so they learn to work harder at:

• challenging their own views before acting.
• switching between big-picture strategy and local realities.
• spotting pushback before it becomes a roadblock.
• picking up on subtle shifts in tone or behavior.
• building relationships quickly in unfamiliar environments.
• filtering what matters from endless data.
• anticipating reactions before they happen.

Sense-Making in Action: Lessons From Top Global Leaders

As our analysis of recent case studies has shown, leading globally demands adaptability. But theory is one thing; applying sense-making in real-world leadership is another. [5] [6] [7]

So, let’s examine how three international leaders have recently applied this concept to different situations.

Navigating Technical Uncertainty Across Borders

When faced with a failing product launch, executive "Tom" showed how sense-making shapes crisis response. Instead of imposing solutions, he took the time to understand both stakeholder needs and technical challenges.

Recognizing that cultural differences could create communication gaps, he set up a weekly briefing structure to ensure alignment across regions. Meanwhile, a designated lieutenant gathered concerns from different locations, ensuring that local nuances weren’t overlooked.

Tom also made a critical leadership decision: he protected his core team from external corporate pressures so they could focus on problem solving without unnecessary distractions.

In other words, his approach ensured that both business priorities and cultural dynamics were considered – leading to a solution that worked across markets.​

Making Strategic Decisions in New Markets

Prime Toys Global's CEO faced a defining moment when expanding into Asia – selecting the right regional leader. The decision-making process was complicated. It involved balancing market knowledge, cultural fit, and investor expectations around diversity.

To navigate this complexity, the CEO sought deep market insights, engaging local business leaders and internal cultural advisors.

One key realization shaped his final choice. While global strategy favored a leader with corporate experience, local market realities called for someone with deep cultural immersion – leading him to select a Western executive who had lived in Asia for years over a U.S.-based Asian candidate with limited regional ties.

Instead of relying on conventional hiring metrics, he found a leader who could navigate business complexities and cultural expectations.

Building Trust in Global Teams

During a complex company separation affecting 120-plus countries, "Leader X" demonstrated how sense-making guides team management.

Faced with rising uncertainty, she recognized that, apart from operational disruption, the biggest risk was losing her team’s trust.

To counter this, she filtered external pressures and ensured her regulatory team received clear, timely updates. But she didn’t stop there. Acknowledging the emotional toll of uncertainty, she openly addressed her team’s concerns, likening the experience to "a family during divorce," a metaphor that resonated deeply.

So, by recognizing both the operational and emotional impact of change, she kept her team moving forward together.

5 Strategies for Developing Sense-Making Skills

As a leader with global reach, you've probably experienced those moments when everything hits at once. Smart devices buzz with notifications, teams span continents, and market dynamics shift overnight.

As we've seen in our case studies, the path through this complexity lies in developing robust sense-making skills. But how do you build this capability in a systematic way? Here are five ways to build this skill step by step:

1. Expand Your Perspective

Start your day differently. Rather than checking email, spend 15 minutes reading news from unfamiliar sources or regions. Many global executives maintain "perspective journals," where they track emerging trends across markets.

The key lies in moving beyond your usual information diet. Regularly engaging with colleagues from various departments, regions, and cultural backgrounds will give you a richer understanding of the challenges and opportunities ahead.

2. Train Your Brain for Cognitive Flexibility

How quickly can you shift your thinking from a financial forecast to an operational challenge? Your brain needs regular exercise in switching between different analytical frameworks.

Try solving problems using multiple lenses. For example, first from a strategic viewpoint, then through operational or stakeholder perspectives. Such mental flexibility builds the adaptability needed for complex decision making.

3. Make Reflection a Leadership Habit

Another habit you could build is weekly reflection time. Once a week, analyze one key decision: what information shaped your choice? What signals did you miss? Which stakeholders' perspectives influenced your thinking?

By examining both successes and setbacks, you may be able to refine your judgment and strengthen your ability to navigate similar challenges in the future.

4. Use Technology Without Losing Human Judgment

Yes, your AI dashboard spits out beautiful charts and predictions. But what about those subtle market signals and team dynamics that numbers can't capture?

Create a decision-making checklist that combines quantitative data with qualitative insights from your stakeholders and teams. The most effective leaders know when to rely on data and when to trust their experience-honed instincts.

5. Strengthen Your Cross-Cultural Intelligence

Cross-cultural intelligence grows one conversation at a time. To work on it, you could set up regular virtual coffee chats with colleagues from different regions.

Learn about their local business practices, decision-making styles, and communication preferences. The deeper your understanding of various cultural contexts, the better equipped you'll be to lead international teams and operations.

Your Path to Sense-Making as a Global Leader

Sense-making offers a powerful lens through which successful global leaders view complexity. Like any leadership skill, it gets stronger with practice.

The best leaders stay curious, challenge their own thinking, and seek insights beyond their immediate experience.

In this article, we’ve examined the core strategies that strengthen sense-making. Now, it’s your turn to put them into action.

• Seek out information that challenges your perspective
• Ask better questions and listen deeply to diverse viewpoints
• Step outside familiar ways of thinking and embrace uncertainty

Each time you do, you refine your ability to decode complexity, anticipate change, and lead with confidence in an unpredictable world.

Let’s Act

To learn more about some of the sense-making themes raised in this article, see these other Mindtools resources:

• Expert Interview: The Power of Global Teams
• Article: Leading Globally With "Affective Presence"
• Book Insights: Leading Culture Change in Global Organizations

Frequently Asked Questions

What is sense-making in global leadership?

It’s the ability to interpret complexity, spot patterns, and extract clarity from uncertainty, helping leaders make informed, strategic decisions.

Why is sense-making critical for international leaders?

It enables leaders to navigate diverse cultures, economic shifts, and market uncertainties while maintaining clarity, trust, and strategic direction.

How can leaders improve their sense-making skills?

Expand perspectives, challenge assumptions, reflect on decisions, balance data with human insights, and develop cultural intelligence through diverse conversations.

What role does trust play in global leadership?

Trust fosters team alignment, reduces uncertainty, and enhances decision making across cultures, making it essential for navigating complexity.