dual executive leadership
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WorkingwithChineseexecutivesTurningbiculturalanxietyintosynergyWaliZahid,ceo SkillCityCMPak Forum|Zong Islamabad|Pakistan|2016
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Whythistalk?
§ Executiveleadershipstyles- rootedintwodifferentcultures- cancauseanxietyforemployeesfromChinaandPakistan
§ Isthereawaywecanconvertthisbiculturalanxietyintosynergy?
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Who’sWaliZahid?§ AsianbusinesseshaveknownWalifor25-plus-yearworkonbusinessleadership
andexecutivecoaching§ Walileadsthelongest-runningTrain-The-Trainerworkshop|16thyear|16+
Asianlocations|1,000+trainerstrained§ MBA coursesatIBA,ZABIST,CBM,UMT,IIU,Dow§ Disruptor,future-trendswatcher,blogger,socialmediastrategist§ Past:TeamLeader,PrimeMinisterQualityAward,Pakistan|V2025§ Past:Member,BoG PSTD|advisoryatLCWU,IndusValley§ Past:Member,BoardofStudies,CBMandadvisoryIBA§ Now:Member,BoG PIM(PakistanInstituteofManagement)
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LeadsCEOleadershipworkshop
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LeadershipofMuhammad(SAW)
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World’sfirstpaperlessTrainTheTrainer
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2050interview– UrduDigest
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V2025
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Pakistanoffuture§ Wali on
Pakistan of future: The News
§ 14 August 2014
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‘16
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That’susonweb|skillcity.co
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That’smeon/mywali
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That’suson/skillcity
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That’smeon
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authorpage
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HumanizeMed
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CertificateinGreenPro
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Abitofhealthwarning
§ BeingaPakistanithinker,andusuallyself-critical,ImaysometimesbeoverlyunfairtothePakistaniexecutives…withatilttowardstheChinese,buthopethatIcanbeforgivenforthis‘crime’😛
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1First,understandingboth
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Fourwindows
1. Culturalvariations2. Individualdifferences3. Executiveworkpreferences4. Contextvariations:localvs expatleader
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Butfirst,there’snotone China
§ HansRosling BBCclip:200years/200countries§ Ifyoudigdeeper,thereareasmanyChinasasyoucanthinkof
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Culturalvariations:EdwardTHall
§ Highcontextvs lowcontextculture§ Chinaisahighcontextsociety
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Highvs lowcontextculture
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ContrastingcommunicationstylesTraditionalAsianHighcontextCultures
1.Establishsocialtrustfirst2.Valuepersonalrelationsandgoodwill3.Negotiationsslowandritualistic4.Agreementbygeneraltrust5.Motivesindirectlyexpressed6.Communicationisimplicit,non-verbal7.Formal8.Goal-oriented9.Emotionallycontrolled10.Self-effacingandmodest11.Long-termandasymmetricalreciprocity12.Personalandpublicrelationshipsoftenoverlap
US/AustralianLowcontextCultures
1.Getdowntobusinessfirst2.Valueexpertiseandperformance3.Negotiationsasefficientaspossible4.Agreementbyspecific,legalisticcontract5.Motivesdirectlyexpressed6.Communicationisexplicit,verbal7.Informal8.Spontaneous9.Emotionallyexpressive10.Self-promotingandego-centric11.Short-termandsymmetricalreciprocity12.Personal&publicrelationshipsoftenseparate
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Vary
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Leadersfrom7regions
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Culturalvariations:Geert-Hofstede
SeeChina’s118LTO(LongTermOrientation)andcomparethiswithPakistan(0)
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FutureOrientationIndex2013
1TheGuardian
2http://geert-hofstede.com
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Low- vs high-trustsocieties
PakistanisseveralpointsbehindChinaonTrustIndex
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AtCommunistPartymeetings,leaderstakepainstoblendinwithoneanother
BBC
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Pakistanparliament:individualism
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Employeeengagement:China6%
NocountrydataonPakistan.ComparewithIndia:8%;globalaverage:11%
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Context:Globalconfiguration
§ Chinabecomingaleadingsuperpowerrealsoon§ Pakistanbecomingoneofthetop20economiesintheworldin2050(GoldmanSachs)
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Worldin2010
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Compare:In2005,theworldwas...
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Worldin2050
GoldmanSachs: Jan2012report
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PKbordering2giants- China&India
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Andit’snotjustfuture…
§ Eventoday’scompetencelieswithChina§ BillGatesTED2013clip§ Shanghaitopsthestudentscoring/rankingintheworld– USA15th
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Whohas1billionusersandisabouttoovertakeFacebook?QQ
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§ UKtopscountriespositivethatChinaisnextsuperpower:Pew2014
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Individualview:Locusofcontrol§ Isthepowertocommandsomethingwithinoneselforseekingexternalsupportforthatresult
§ Controlvariesfromsituationtosituationandpersontopersondependingonthematurityofconduct
1. Internallocus(takingpersonalresponsibilityforyouroutcomes)
2. Externallocus(givingcreditto&blameothersforyouroutcomes)
§ (Wali’s RevisedInternalLocus)
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Executiveworkpreferences:RIDO
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RIDOscale:markyourself
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E
F
SB
A
P
C
I
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The16-foldmodelofTMP
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TeamManagementWheel
Whatroleareyou?Whatcolour areyou?
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RIDO/TMP
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Pacingskillscasestudy
§ Twovolunteersforroleplay1. Mumtaz2. Noor
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Trustcriticaltocommunication§ IfNo trust,communicationwillbe:
§ Lengthy§ Complex
§ Iftrust there,communicationwillbe:
§ Brief§ Simple
Key:Developtrustatbothwork andsocial level
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Taskvs relationship?FiedlerTask-oriented vs Relationship-oriented
• Directive• Distant
• Non-directive• Supportive
Highestpriority:GettingresultsWhichculturemore?
Highestpriority:Goodinterpersonal relationsWhichculturehasmore?
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(Waliondefiningleadership)
§ It’shelpingpeopleachievetheirobjectivesand(inthatprocess)yours
§ It’snotaboutyouanymore…it’saboutthem!
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Contextvariations:localvs expat
Differentsetsofbehaviour:§ Homeground§ OverseaspositionsThisalsoaddstoastressfulworkingscenario
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Focus-energymatrix
ENERGYHigh
Distraction40%
Procrastination30%
Purposefulness10%
Disengagement20%
High
FOCUS
LowSource:BruchandGhoshal,HBR
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Howpeoplearepromoted§ Research:Whattakesyouaheadatjob?
§ Learning:Whatdoesthistellyou?(Ashridge,UK)
Performance(work)Image(reputation)Exposure(visibility)
10%30%60%
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4stylesofpoliticalbehaviour
Tobeeffective,youneedtomoveinto‘Wise’quadrant!
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Leadermindsetsinnetworks
McKinsey:Leadershipandinnovation
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So…collisionorconvergence?Whatdowedowithconflictingstyles?§ Givein?Agonise?Blame?Fight,Bitchabout?Createdefensewalls?
Or§ Synergise?Establishtrust?Developcommonground?
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2Thechangeanditsissues
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Responsetochangeinitiatives
§ Ourresponsestoanychangeinitiativesovertimearelikelytobe:either
§ negativeor§ positive
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Negativeresponse§ Anegative responsetochangeistobeexpected.Changeis
differentandmanypeoplewillbeagainstitonprinciple
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Positiveresponse§ Eventhoseinfavour ofchangewillneedmanagingtoensurethey
donotsuccumbtopessimismastheygothroughdifferentphases
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Gainingacceptance§ Gainingacceptancegoesthroughtheprocessbelow,startingwith
innovators- untilthelaggardsarewonover- orleave§ UsetheinnovatorsasAmbassadorsofProgress
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3
7stepstotaketobuildsynergy&improvedperformance
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1.Usepacingskills
1. Appreciatingthatdifferentpeoplepreferdifferentwaysofcommunicating
2. Altering yourstyletomatchthepersonyouarecommunicatingwith
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2.Learnfromeachother
§ WhatcanyoulearnfromChineseleaders?§ WhatcanyoulearnfromPakistanileaders?
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2a.Learningopportunity…1
There’splentytolearnfromChinese leadershipstyletoachieve:§ Ambition§ Unparalleledgrowth§ Asecurefuturerole
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2b.Learningopportunity…2
There’splentytolearnfromPakistani leadershipstyletoachieve:§ Compassion§ Relationships§ Brandvalue
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3Bothsidesneednottobeafraidof
§ Stress§ Conflict
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3a.Dealingwithstress§ WatchKellyMcGonigal - Howtomakestressyourfriend- TED2013clip
§ Anewwindowtostress§ Stressisnotharmfuluntilyoubelieveso§ Developaselfsecurity-orientation(.e.notoperatingfrominsecurity)
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3b.Conflict:avoidormanage?§ Donotavoid;manageit§ Becausewherevertherearepeoplethereisconflict.§ Avoidanceiselusive.Takeupearly.§ Acceptitaspartoftheprocess(donottakeitpersonally).
§ Donotletitreachboilingpoint(loud,violent,bloody)12AngryMen?
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4.Buildmutualtrust,inclusivity
§ In-groupandout-groupispast§ Weareusuallyobliviousofourownblindspots§ Diversityandinclusivityisin
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5aLinemanagersmeetexpectationsSettingexpectationsforothers–work,standards,behaviour0%_____________________________________________________100%
Usingtheirfullestpotential0%_____________________________________________________100%
Givingfeedbackonhowtheyaredoingincurrentjob0%_____________________________________________________100%
Providingthemlearningandgrowingopportunities0%_____________________________________________________100%
Providingasenseofcaringtoteammembers0%_____________________________________________________100%
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5bMovetowardsfollowers’wants
Fourbasicneeds:1. Trust2. Compassion3. Stability4. Hope
Strengths-BasedLeadership
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6.HumanSigma
Thefinancialeffect
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7.Pressforimprovedperformance
§ Howmany‘Phours’toputin?§ RiseandshineclipofNike1. What’stheChinesebehaviour?2. What’sthePakistanibehaviour (sofar)?
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2012Olympics:Chinabags38gold
China’s16-year-oldswimmingsensation,YeShiwen,with2ndGold
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2016:WillChinabetopgold-taker?
§ Withsuperpowerstatuscomesgreaternumberofgoldmedals😊
§ Letuswaitfor2016Riomedalcount
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Andbehold:Igetgoldmedalreplicas
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…anda1-on-1meetwithZong ceo
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Thankyou!
Wali Zahidskillcity@live.com
skillcity.cowalizahid.com
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