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How to Succeed As the Center Shifts
Leading Across New Borders
COMMUNICATINGLOW CONTEXT HIGH CONTEXT
TRUSTINGTASK BASED RELATIONSHIP BASED
PERSUADING
SCHEDULINGLINEAR TIME FLEXIBLE TIME
DISAGREEINGCONFRONTATIONAL AVOIDS CONFRONTATION
EVALUATINGDIRECT INDIRECT
DECIDINGCONSENSUAL TOP DOWN
LEADINGEGALITARIAN HIERARCHICAL
PRINCIPLES FIRST APPLICATIONS FIRST
COMMUNICATINGLOW CONTEXT HIGH CONTEXT
TRUSTINGTASK BASED RELATIONSHIP BASED
PERSUADING
SCHEDULINGLINEAR TIME FLEXIBLE TIME
DISAGREEINGCONFRONTATIONAL AVOIDS CONFRONTATION
EVALUATINGDIRECT INDIRECT
DECIDINGCONSENSUAL TOP DOWN
LEADINGEGALITARIAN HIERARCHICAL
AustraliaGM Germany AU
GM
GM
GM
GM
GM
GM
GM
GM
AU
AU
AU
AU
AU
AU
AU
CAPRINCIPLES FIRST APPLICATIONSIRST
COMMUNICATINGLOW CONTEXT HIGH CONTEXT
TRUSTINGTASK BASED RELATIONSHIP BASED
PERSUADING
SCHEDULINGLINEAR TIME FLEXIBLE TIME
DISAGREEINGCONFRONTATIONAL AVOIDS CONFRONTATION
EVALUATINGDIRECT INDIRECT
DECIDINGCONSENSUAL TOP DOWN
LEADINGEGALITARIAN HIERARCHICAL
BR
BR
BR
BR
BR
BR
BR
BR
BrazilFR France BR
FR
FR
FR
FR
FR
FR
FR
FR APPLICATIONSIRSTPRINCIPLES FIRST
How are we the same?We all want to be:
The challenge is the BEHAVIORS we look for to feel this way are different depending on the culture we grew up in.
LOW PERFORMANCE HIGH PERFORMANCE
Homogeneous Teams =
Average PerformanceDiverse Teams =
Above Average
Performance
Diverse Teams =
Below Average
Performance
Team Performance and Inclusive Leadership
• Recently, I was speaking to some French members of a global, matrix team that had started working with the
Americans. They were frustrated! They said, “You know those Americans! They are so indirect, so imprecise.
They “sugar-coat” everything so we do not know what is true. We just don’t know if we can work with those
Americans!” Later in my discussions I interviewed some members of the team in India. I was struck by what they
said: “You know those Americans. They can be so blunt with their opinions. Their directness is sometimes even
rude. How can we work with them.”
EXTREME A EXTREME B
Generalizations NOT Stereotypes
Not This. . . .
French Range
Indian Range
US Range
EXTREME A EXTREME B
But This. . . .
• Recently, I was speaking to some French members of a global, matrix team that had started working with the
Americans. They were frustrated! They said, “You know those Americans! They are so indirect, so imprecise.
They “sugar-coat” everything so we do not know what is true. We just don’t know if we can work with those
Americans!” Later in my discussions I interviewed some members of the team in India. I was struck by what they
said: “You know those Americans. They can be so blunt with their opinions. Their directness is sometimes even
rude. How can we work with them.”
DIRECT NEGATIVE FEEDBACK INDIRECT NEGATIVE FEEDBACK
IndiaUnited StatesFranceGermany
Dutch Germany Austria Italy USA UK Brazil Mexico China Saudi Japan
Israel France Spain Australia Argentina India Emirati Korea
Russia Denmark Poland Canada Singapore Zimbabwe Thai
DIRECT NEGATIVE FEEDBACK INDIRECT NEGATIVE FEEDBACK
RESPECTED
HBR Video
Negotiation Video:
https://www.dropbox.com/s/dprfmpi4f09is0m/negotiating-across-cultures.mp4?dl=0
High Context, Indirect Communication
It looks like we’re going to have to keep the production line running on Saturday
I see.
Can you come on Saturday?
Yes, I think so.
That’ll be a great help.
Yes, Saturday is a special day.
How do you mean?
It’s my son’s birthday.
How nice I hope you all enjoy it.
Thank you. I appreciate your understanding.
Mr. Chen Mr. Jones
Explicit
Simple
Clear
Implicit
Layered
Nuanced
US Netherlands UK Poland Spain France Emirati Zimbabwe Korea
Australia Germany Denmark Brazil Mexico Russia India China Japan
Canada Austria Belgium Argentina Singapore Saudi Thai China
LOW CONTEXT HIGH CONTEXTCOMMUNICATING
UNDERSTOOD
SENDER’S
Responsibility to be clear
RECEIVER’S
Responsibility to interpret
Communicating Conclusions
Multi-cultural teams need low context processes.
Build awareness on your teams.
When working with low context cultures be as explicit as possible. Put it in writing. Repeat key points.
When working with high context cultures repeat yourself less and
work on increasing their ability to “read the air”.
!
Task RelationshipTrusting
You do not need to know a person
well to work with them. You get
“down to business” quickly.
Relationships are best made by
working hard together
You begin by getting to know
a person when working with
someone.
This helps your understand
each other so the business
goes smoothly
US Netherlands Denmark UK France Argentina Korea India Saudi
Canada Germany Australia Poland Spain Russia Mexico Emirati China
Austria Singapore Japan Brazil Zimbabwe
Task RelationshipTrusting
Phone F2F MtgEmail F2F Social
Task RelationshipTrusting
Trusting Conclusions
When working with relationship-based cultures:
When working with task-based cultures:
• Get down to business. Try shorter lunches, less non-work related talk, get down to business
• Or explain why you want to invest the time – (“in order for me to work with someone well I
need to spend time to know them. In Brazil we do this by. . .”).
• Invest significantly more time building relationships when working globally.
• Practice exposing yourself more than you are used to and working on blending your personal
self with your professional self.
• Use more non-work talk to pad your emails and telephone calls.
She was so prepared. Why did Hong not speak up in the meeting?
• After 12 years of working in local roles in Shanghai, Hong was delighted
to join a matrix team made up of Americans and Europeans. Hong still
reported to her local Chinese manager, but was invited by her new
American boss to attend a first virtual meeting of her new team. She
prepared for a full week prior to the meeting. When the meeting began,
she briefly met and said hello to her new colleagues. Although having
many things she would have liked to say, during the meeting Hong spoke
almost not at all. Later her American manager sent her an email saying
“We were pleased to have you at our meeting last week! Next time we
would like to hear your voice more!”
USA China
Egalitarian Leading Hierarchical
UK Germany France
Denmark
The Netherlands
A
B
A
B
A
B
LISTENED TO
Israel Canada USA Brazil Argentina Poland Russia Japan
Netherlands UK Germany France Mexico India China Nigeria
Denmark Australia Spain Austria Singapore Saudi
Korea Emirati
Egalitarian Leading Hierarchical
www.erinmeyer.com
LOW PERFORMANCE HIGH PERFORMANCE
Homogeneous Teams =
Average PerformanceDiverse Teams = Above
Average Performance
Diverse Teams =
Below Average
Performance
Team Performance and Inclusive Leadership
Where to learn more:
Culture Map Tool
• Country Mapping: http://erinmeyer.com/product/7-days-free/
• Password code: ICTFSNovember
Self-Assessment Questionnaire:
• http://erinmeyer.com/tools/self-assessment-questionnaire-2/
If you want to learn more… Books by Karen Cvitkovich and Erin Meyer
www.erinmeyer.com
T-shirt video:
https://www.dropbox.com/s/ga0abcv1npg3135/slide-34.mpeg?dl=0
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