dual executive leadership

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WorkingwithChineseexecutivesTurningbiculturalanxietyintosynergyWaliZahid,ceo SkillCityCMPak Forum|Zong Islamabad|Pakistan|2016


Whythistalk?

§ Executiveleadershipstyles- rootedintwodifferentcultures- cancauseanxietyforemployeesfromChinaandPakistan

§ Isthereawaywecanconvertthisbiculturalanxietyintosynergy?


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)


LeadsCEOleadershipworkshop


LeadershipofMuhammad(SAW)


World’sfirstpaperlessTrainTheTrainer


2050interview– UrduDigest


V2025


Pakistanoffuture§ Wali on

Pakistan of future: The News

§ 14 August 2014


‘16


That’susonweb|skillcity.co


That’smeon/mywali


That’suson/skillcity


That’smeon


authorpage


HumanizeMed


CertificateinGreenPro


Abitofhealthwarning

§ BeingaPakistanithinker,andusuallyself-critical,ImaysometimesbeoverlyunfairtothePakistaniexecutives…withatilttowardstheChinese,buthopethatIcanbeforgivenforthis‘crime’😛


1First,understandingboth


Fourwindows

1. Culturalvariations2. Individualdifferences3. Executiveworkpreferences4. Contextvariations:localvs expatleader


Butfirst,there’snotone China

§ HansRosling BBCclip:200years/200countries§ Ifyoudigdeeper,thereareasmanyChinasasyoucanthinkof


Culturalvariations:EdwardTHall

§ Highcontextvs lowcontextculture§ Chinaisahighcontextsociety


Highvs lowcontextculture


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


Vary


Leadersfrom7regions


Culturalvariations:Geert-Hofstede

SeeChina’s118LTO(LongTermOrientation)andcomparethiswithPakistan(0)


FutureOrientationIndex2013

1TheGuardian

2http://geert-hofstede.com


Low- vs high-trustsocieties

PakistanisseveralpointsbehindChinaonTrustIndex


AtCommunistPartymeetings,leaderstakepainstoblendinwithoneanother

BBC


Pakistanparliament:individualism


Employeeengagement:China6%

NocountrydataonPakistan.ComparewithIndia:8%;globalaverage:11%


Context:Globalconfiguration

§ Chinabecomingaleadingsuperpowerrealsoon§ Pakistanbecomingoneofthetop20economiesintheworldin2050(GoldmanSachs)


Worldin2010


Compare:In2005,theworldwas...


Worldin2050

GoldmanSachs: Jan2012report


PKbordering2giants- China&India


Andit’snotjustfuture…

§ Eventoday’scompetencelieswithChina§ BillGatesTED2013clip§ Shanghaitopsthestudentscoring/rankingintheworld– USA15th


Whohas1billionusersandisabouttoovertakeFacebook?QQ


§ UKtopscountriespositivethatChinaisnextsuperpower:Pew2014


Individualview:Locusofcontrol§ Isthepowertocommandsomethingwithinoneselforseekingexternalsupportforthatresult

§ Controlvariesfromsituationtosituationandpersontopersondependingonthematurityofconduct

1. Internallocus(takingpersonalresponsibilityforyouroutcomes)

2. Externallocus(givingcreditto&blameothersforyouroutcomes)

§ (Wali’s RevisedInternalLocus)


Executiveworkpreferences:RIDO


RIDOscale:markyourself


E

F

SB

A

P

C

I


The16-foldmodelofTMP


TeamManagementWheel

Whatroleareyou?Whatcolour areyou?


RIDO/TMP


Pacingskillscasestudy

§ Twovolunteersforroleplay1. Mumtaz2. Noor


Trustcriticaltocommunication§ IfNo trust,communicationwillbe:

§ Lengthy§ Complex

§ Iftrust there,communicationwillbe:

§ Brief§ Simple

Key:Developtrustatbothwork andsocial level


Taskvs relationship?FiedlerTask-oriented vs Relationship-oriented

• Directive• Distant

• Non-directive• Supportive

Highestpriority:GettingresultsWhichculturemore?

Highestpriority:Goodinterpersonal relationsWhichculturehasmore?


(Waliondefiningleadership)

§ It’shelpingpeopleachievetheirobjectivesand(inthatprocess)yours

§ It’snotaboutyouanymore…it’saboutthem!


Contextvariations:localvs expat

Differentsetsofbehaviour:§ Homeground§ OverseaspositionsThisalsoaddstoastressfulworkingscenario


Focus-energymatrix

ENERGYHigh

Distraction40%

Procrastination30%

Purposefulness10%

Disengagement20%

High

FOCUS

LowSource:BruchandGhoshal,HBR


Howpeoplearepromoted§ Research:Whattakesyouaheadatjob?

§ Learning:Whatdoesthistellyou?(Ashridge,UK)

Performance(work)Image(reputation)Exposure(visibility)

10%30%60%


4stylesofpoliticalbehaviour

Tobeeffective,youneedtomoveinto‘Wise’quadrant!


Leadermindsetsinnetworks

McKinsey:Leadershipandinnovation


So…collisionorconvergence?Whatdowedowithconflictingstyles?§ Givein?Agonise?Blame?Fight,Bitchabout?Createdefensewalls?

Or§ Synergise?Establishtrust?Developcommonground?


2Thechangeanditsissues


Responsetochangeinitiatives

§ Ourresponsestoanychangeinitiativesovertimearelikelytobe:either

§ negativeor§ positive


Negativeresponse§ Anegative responsetochangeistobeexpected.Changeis

differentandmanypeoplewillbeagainstitonprinciple


Positiveresponse§ Eventhoseinfavour ofchangewillneedmanagingtoensurethey

donotsuccumbtopessimismastheygothroughdifferentphases


Gainingacceptance§ Gainingacceptancegoesthroughtheprocessbelow,startingwith

innovators- untilthelaggardsarewonover- orleave§ UsetheinnovatorsasAmbassadorsofProgress


3

7stepstotaketobuildsynergy&improvedperformance


1.Usepacingskills

1. Appreciatingthatdifferentpeoplepreferdifferentwaysofcommunicating

2. Altering yourstyletomatchthepersonyouarecommunicatingwith


2.Learnfromeachother

§ WhatcanyoulearnfromChineseleaders?§ WhatcanyoulearnfromPakistanileaders?


2a.Learningopportunity…1

There’splentytolearnfromChinese leadershipstyletoachieve:§ Ambition§ Unparalleledgrowth§ Asecurefuturerole


2b.Learningopportunity…2

There’splentytolearnfromPakistani leadershipstyletoachieve:§ Compassion§ Relationships§ Brandvalue


3Bothsidesneednottobeafraidof

§ Stress§ Conflict


3a.Dealingwithstress§ WatchKellyMcGonigal - Howtomakestressyourfriend- TED2013clip

§ Anewwindowtostress§ Stressisnotharmfuluntilyoubelieveso§ Developaselfsecurity-orientation(.e.notoperatingfrominsecurity)


3b.Conflict:avoidormanage?§ Donotavoid;manageit§ Becausewherevertherearepeoplethereisconflict.§ Avoidanceiselusive.Takeupearly.§ Acceptitaspartoftheprocess(donottakeitpersonally).

§ Donotletitreachboilingpoint(loud,violent,bloody)12AngryMen?


4.Buildmutualtrust,inclusivity

§ In-groupandout-groupispast§ Weareusuallyobliviousofourownblindspots§ Diversityandinclusivityisin


5aLinemanagersmeetexpectationsSettingexpectationsforothers–work,standards,behaviour0%_____________________________________________________100%

Usingtheirfullestpotential0%_____________________________________________________100%

Givingfeedbackonhowtheyaredoingincurrentjob0%_____________________________________________________100%

Providingthemlearningandgrowingopportunities0%_____________________________________________________100%

Providingasenseofcaringtoteammembers0%_____________________________________________________100%


5bMovetowardsfollowers’wants

Fourbasicneeds:1. Trust2. Compassion3. Stability4. Hope

Strengths-BasedLeadership


6.HumanSigma

Thefinancialeffect


7.Pressforimprovedperformance

§ Howmany‘Phours’toputin?§ RiseandshineclipofNike1. What’stheChinesebehaviour?2. What’sthePakistanibehaviour (sofar)?


2012Olympics:Chinabags38gold

China’s16-year-oldswimmingsensation,YeShiwen,with2ndGold


2016:WillChinabetopgold-taker?

§ Withsuperpowerstatuscomesgreaternumberofgoldmedals😊

§ Letuswaitfor2016Riomedalcount


Andbehold:Igetgoldmedalreplicas


…anda1-on-1meetwithZong ceo


Thankyou!

Wali [email protected]

skillcity.cowalizahid.com


Followmeon/mywali

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