#cultural transformation tweet book01
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By Melissa Lamson
Business Advice on Agility and Communication Across Cultures
E-mail: [email protected]
20660 Stevens Creek Blvd., Suite 210Cupertino, CA 95014
#CULTURAL TRANSFORMATIONtweetBook01
Book Excerpt
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BOOK EXCERPT Table of Contents
Section I: Cultural Transormation: How It Works
Section II: Developing Cultural Agility: The Key to Transormation
Section III: The Role o a Leader in Cultural Transormation
Section IV: Transorming Our Communication Across Cultures
Section V: Sustaining Cultural TransormationAbout the Author
Business Advice on Agility and Communication Across Cultures
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ContentsThis is the Table o Contents (TOC) rom the book or your
reerence. The eBook TOC (below) difers in page count rom
the tradebook TOC.
Section I
Cultural Transormation: How It Works 11
Section II
Developing Cultural Agility:The Key to Transormation 29
Section III
The Role o a Leader inCultural Transormation 49
Section IV
Transorming Our CommunicationAcross Cultures 65
Section V
Sustaining Cultural Transormation 87
About the Author 101
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Cultural Transormation:How It Works
Section I
The United States plays a huge role in the uture o
our global economic survival and given the recent
upheaval in our economy, companies need to be
thinking in terms o an overhaul in the way they do
business today. Its not enough to change, we need a
complete transformation; thereore, I believe Cultural
Transormation is the answer. Transorming our
approach to business is our only hope o nurturing our
global economy and coming out ahead o the game.
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Section I: Cultural Transormation: How It Works
5
6
Transormation can occur when we
look at it holistically, consideringindividual, national, and
organizational cultures.
Research has proven that job
satisaction is significantly linked to
being treated as a unique individual
with value to contribute.
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Part o the problem is language. Theterm corporate culture is business-
speakits cerebral, not emotional.
Change happens regularly, whereas
transormation is a single act o
overhaul.
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Section I: Cultural Transormation: How It Works
9
In order or people to buyin, they need to be reassured
that what they know and love
about a corporate culture
wont change.
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Oten, Cultural Transormation isnt
whats needed or wanted, but a changein behaviors whilst maintaining
existing culture is.
Cultural Transormation happens
when ear and duress pressure an
organization and shakes it to its core.
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Section II: Developing Cultural Agility: The Key to Transormation
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Developing Cultural Agility:The Key to Transormation
Section II
The word agile or agility is tossed around when
organizations, teams, and leaders see the need or
a rapid and resh response to changing market
demands. To become agile is to be able to react quickly
in completely new ways. We need to be flexible,
responsive, and adaptive to compete with the changing
needs o the world economy. In todays global business
climate, its the only way an organization, or or that
matter, an individual, will excel. Cultural agility is the
key to Cultural Transormation.
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Section II: Developing Cultural Agility: The Key to Transormation
29
Companies can bemore flexible and adaptable
with processes and
procedures based on their
corporate culture.
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Reflection is good, but sometimes itsimportant to stop thinking and talking.
Just do it.
Appreciation needs to be given to
employees, customers, and partners
they must extend to the way we treat
our community and amilies.
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Section II: Developing Cultural Agility: The Key to Transormation
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33
Companies can oster agility in a team
by leveraging individual behaviorsand honoring the unique attributes o
each contributor.
A successul organization in todays
business world must be flexible and
able to adapt very quickly to the pace
o technology.
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The multitude ocommunication options
available to customers makes
them accessible to sellers
around the clock.
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Section III: The Role o a Leader in Cultural Transormation
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The Role o a Leader inCultural Transormation
Section III
The presence o a committed leader is ultimately
the only chance an organization has to successully
transorm itsel. Yet, it isnt a leaders sole
responsibility to make decisions regarding how to
move orwardhe or she must have a cohesive team
at the upper management level. The leaders role is to
coner, collaborate, ask, listen, and discover what is
best needed to overhaul technology, processes, or
product lines. But most o all, they need the sensitivity
and awareness to know what their people need to
engage in the transormation journey.
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Section III: The Role o a Leader in Cultural Transormation
57
A CEO must become very aware o
the influence o their own personality
in allowing (or not allowing) Cultural
Transormation to happen.
58
A company can only change its culturei senior leaders are o one heart, one
mind, and one voice.
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Leaders should take
an interest in theirorganizational culture and
influence it to get their
strategies aligned and
processes implemented.
59
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Section III: The Role o a Leader in Cultural Transormation
60
I you want the CEO to buy corporate
culture change, try putting it in plainer,
more gut-connected language.
61
Corporate culture is maintained
independently o new people broughtinto the organization, and this
maintenance starts at the top.
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CEOs need to look at their
organization with a critical eye.Sometimes I dont know is the most
powerul statement a leader can make.
New cultures are born with leadership
commitmentthey know themselves,
understand the other, and are able to
adapt to anothers style.
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Section IV: Transorming Our Communication Across Cultures
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Section IV
Transorming Our
Communication Across Cultures
Every culture will have a diferent priority when
determining how decisions are made; what the market
needs or wants; and an approach to sales, marketing,
development, hiring, and managing employees. I
we dont take the time to understand those diverse
perspectives, well miss the boat in truly being a global
organization. A 2010 study by Hay Group1 ound that
the top 20 most successul companies in the worlddevoted more than double the amount o resources to
cultural awareness programs than those companies
who were not on that list. Strive to be one o the
most successul companies by treating cross cultural
communication as an essential business competency.
1. Hay Group, Taking a new direction: Summary o the 2010 BestCompanies or Leadership study (white paper), Hay Group, 2010,www.haygroup.com/BestCompaniesForLeadership/downloads/Taking_a_new_direction_2010_BCL_Summary.pd.
http://bit.ly/haygrouppdf
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Section IV: Transorming Our Communication Across Cultures
Cultural communicationshould strike a balance
between recognizing strength
and breeding complacency
(i.e. resting on ones laurels).
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Its rare someone goes to work
thinking, I want everyone to sufertoday. Most peoples intentions are
good even i the impact is bad.
Hold regular teleconerences (take
into consideration respective time
zones) to review progress, issues,
next steps, and help needed.
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Section IV: Transorming Our Communication Across Cultures
86
Assign local champions o change
around the world at all levels.
Understanding anothers culture starts
with being aware o your own. This
influences how ar you are willing to
open up.
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Have all employees take a Doing
Business in X class, taught by areputable firm that provides personal
insight and business guidance.
Individuals in a corporation need to
learn to adapt their communication
styles across country locations and
global cultures.
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Section V: Sustaining Cultural Transormation
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Sustaining CulturalTransormation
Section V
Now that weve done it, how do we make it stick?
Its not enough to overhaul our approach, we need
to establish patterns and systemsnew ways o
doing thingswhich become ingrained in the
DNA o an organization. Research has shown that
new behaviors orce attitudinal change. I the
goal is to truly make change last in our companies,
we need to repeat new behaviors until our brains
have decided theyre good or us!
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Section V: Sustaining Cultural Transormation
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International business is aboutcontinually separating the people
rom the problem.
To reinorce local engagement,
conduct ace-to-ace kickofs and
quarterly reviews with headquarter
representatives in regional countries.
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Section V: Sustaining Cultural Transormation
127
Continually re-design the physicalworkspace to ensure new energy,
innovative ideas, and a resh approach.
Ask or eedback, create space or
honest conversations, and be aware
that your presence influences how
others communicate.
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Melissa Lamson is a pioneer in the fields o Cultural Transormation and
global business development. As a Cultural Transormation expert, she has
developed a proprietary methodology called Agility, Communication and
Transormation, or ACT. ACT helps organizations around the globe create
the common values, business practices, and behaviors that are hallmarks o
productive and innovative company cultures.
Melissa is the author o the book, No Such Thing as Small Talk: 7 Keysto Understanding German Business Culture, published in November 2010.
She has authored books and articles on cross cultural communication,
global talent management, global expansion, and managing cultural
diversity worldwide.
Melissa has lived in France, Germany, Mexico, Spain, and the United States.
In 2008, she was named one o the top 25 emale entrepreneurs in Europe
and received an award or her work in Cultural Diversity rom the German
Ministry o Cultural Afairs. She is regularly invited to speak about Cultural
Transormation to corporations and also teaches courses or executive MBA
programs globally. Melissa holds an M.A. in Intercultural Relations rom
Lesley University, Cambridge, MA. She is fluent in English and German and
is conversational in French and Spanish.
To find out how Melissa can help transorm your company culture
to achieve greater productivity and innovation, contact her at:
About the Author
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Business Advice on Agility and Communication Across Cultures
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#CULTURAL TRANSFORMATION tweet Book01 can be purchased as
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