women and global leadership: coloring outside the lines-around the world barbara t. bauer

Women and Global

Leadership:Coloring Outside the Lines-Around

the World

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Barbara T. Bauer

10:30-10:45 Introductions10:45-11:15 Global Leadership

11:15-11:45 Case Study11:45-12:15 Readout, Q&A

AgendaAgenda

“Two years ago globalization meant paring off a function and moving it abroad: a factory in

China, a call center in India. The key driver was cost. Today, CEOs see globalization as

intrinsic to their business, the means of accessing the best resources wherever they are. It is

the gateway to new markets.”-2008 IBM CEO Study



Why focus on women and global leadership?


The world is global, and needs women global leaders.

• At home: school, sports, travel, immigration

• On the job: executive, management, and individual global relationships

• In the community: church, non-profits, political organizations

“Women will change the nature of power. Power will not change

the nature of women.” Bella Abzug, State of the World, 1996



• At home• On the job• In the community

Women have essential skills • Intrinsic• Learned

“A woman leader has a distinctive approach as the organization’s

chief “storyteller’, personifying a sense of community and telling a

story that helps shape people’s sense of their identity.” Mary

Robinson,former President of Ireland, 1996



• At home• On the job• In our communities

Women have essential skills • Intrinsic• Learned

Practice makes perfect

“…non-verbal cues, emotional sensitivity, empathy, patience, a broad contextual view, long term planning, networking and negotiating, cooperating, reaching consessus, and leading via egalitarian teams.” Tom Peters quoting Helen Fischer, The First Sex.

Before we practice, some insight about the challenge

Increasing:• Geographic diversity• Cultural diversity• Frequency of global interactions• Content complexity (the deal, the task)• Both more and less “in person”

Decreasing:• Jobs with no global attribute• Situations that can rely strictly on “masculine”

traits

Let’s understand some personal skills

Cultural Intelligence: the ability to understand and engage successfully in any environment or cultural setting with behaviors that optimize the situations.

Emotional Intelligence: a self-perceived ability to identify, assess, and manage the emotions of one's self, of others, and of groups. Leadership based on self-awareness, self-regulation, empathy.

Social Intelligence: Leadership based on effective group interactions and behaviors.

Cultural Intelligence:

Guiding Principle: Assume others have different ways to approach situations, from hand shakes to conversations to signing major contracts. Appreciate that cultural “norms” are stereotypes that may not be true of an individual.

Examples: • Asian seating arrangements• Saying “yes” in India• “It is obvious.” in Germany vs. the UK• Bare feet as a sign of respect

Challenges:• Too many countries (e.g. APEC leadership meetings)• Too easy to generalize and stereotype

There are too many different cultures and individuals to rely strictly on the study of cultural differences. Leaders today must adapt to the current

“situation”, using and integrating all their skills.

Cultural Intelligence:

Guiding Principle: Assume others have different ways to approach situations, from hand shakes to conversations to signing major contracts. Appreciate that cultural “norms” are stereotypes that may not be true of an individual.

Examples: • Asian seating arrangements• Saying “yes” in India• “It is obvious.” in Germany vs. the UK• Bare feet as a sign of respect

Challenges:• Too many countries (e.g. APEC leadership meetings)• Too easy to generalize and stereotype

There are too many different cultures and individuals to rely on the study of cultural differences, leaders today must adapt to the current “situation”, using and integrating all their skills.

Cultural Research Studies Cultural Research Studies

5 common dimensions of culture (Hofstede)•Power Distance•Long-term orientation•Avoiding uncertainty•Acceptance of competitiveness•Individualism Orientation

Findings:•Western countries have common, strong “individualism”, lower “long-term” scores•Asian countries tend toward “long-term” and “power acceptance” scores, but some are quite diverse•France is most like Asia



Voicing Opinion

Meetings are to listen to

superiors

Meetings are to provide input

Strict instructions,

avoid uncertainty

Preferences for Supervision

Self-starting, demonstrates

creativity

Perception of Orders

Always follow

command

Modify and improve orders

Views Employer As

Father Colleague

Rewards

Pay based on tenure

Pay based on merit

Resign rather than air

grievance

Quick to voice

grievance

Dissatisfaction with Workplace

Demonstration of Commitment

Company loyalty above

all

Hard work and honesty

above all

Measure of Job Well-done Goals

achievedRules

followed

From G. Perchthold presentation, Abeam Consulting, 2005

Asian versus Western TendenciesAsian versus Western Tendencies

As expected, communications patterns vary depending on culture causing miscommunication

across cultures

From G. Perchthold presentation, Abeam Consulting, 2005

Done

all the cards

spell it all out

sarcasm

kiddingsummary

do the business as soon as possible

confront

provoke

A

FIGHT

louder

concessionconciliation

isCommu

n -ication

on the table

BASE

United States

BASE

verboserestate position

approach

use powers

of imaginatio

n

reinforce logic

logic rationality logic CLARITY

France

moderate moral

BASE negotiations behind the sceneslouder tough harmony

without losing face

position & power…

semi-confrontation

al

CLARITY

Mainland ChinaSouth Korea

DoneBASE • general tendency to make quick sales or business

serious

flashes of humor

KOREAN ELASTIC TRUTH

• relative truth• only good

news• what they think

you want to hear

• what they would like to be true

• what they think has a chance to be true

• what is temporarily true

general tendency: quick sales or business

intense

creative deceptively

adaptablerefu

se

crun

chp

oin

t

Tendencies in Communication Patterns

Dangers of talking about cultureDangers of talking about culture

• Subject to generalities, there are always exceptions

• Always biased by preconceptions from personal experience

• Culture, history, truth all depend on your vantage point

• Most of us have experience, and don’t realize our blind

spots

“Being right” about cultural sensitivities is a dead end. “Being culturally intelligent” is an opportunity



Our Task Today: Practice and Reflect

Practice in a small group case study:–4 “roles”–4 observers–Use intrinsic and learned personal skills (“intelligences”)–Refer to handouts on “intelligences” at your table–15 min for activity–10 min for sharing insights at your table, and selecting one key insight or learning to share

Act authentically always, especially in complex cultural settings.

Type of Intelligence

Good Example

Example to Improve

Suggestions

Cultural

Emotional

Social

Case StudyBeth works for a Denver firm with many international projects. She has just been assigned to the project team designing the opening ceremony for the London Olympics. Her team members include Li from China, Andrew from London, and Indira from India. This core team is newly appointed. There is a bigger team including representatives of all countries, but this core team is responsible for bringing the plan back on schedule, and directing the work of the larger group.

This is the first conference call to get the new core team organized and off to a good start.

Participant: Choose one of the roles (US, China, London, India ) and carry out your role’s behaviors. Use your instincts as well as any learned insights or behaviors. Think (Color???) “outside the box”.Observers: Listen to the conversation and note good/not so good examples of applying “intelligence” or instincts. Think (Color???) “outside the box”.

After 15 min, share observations and choose one important insight to read out to the group.

“The key to working globally is not to seek homogeneity…” IBM 2009 Global CEO Study

Case Study Read Out

Please share A good, BRIEF example of “intelligences” observed on the call.

And, any other insights….

Questions and Answers

Barbara T. BauerPresident





women and global leadership: coloring outside the lines-around the world barbara t. bauer

Documents

global leadership

women global leaders

community women

nature of women

communities women

global attribute situations

bauer slide

political organizations