Leading Multicultural Teams

Transcription

1 Leading Multicultural Teams Developing Your Cultural Intelligence Marie Bankuti, PCC, CPCC, PMP Tether Free Vision Inc. 2018

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3 Culture Matters!

4 Is it really that big of a deal?

5 Culture A shared pattern of beliefs, values, assumptions and behaviors that distinguish one group from another.

6 culture: the way we do things around here

7 EQ, SQ, CQ Emotional Intelligence (EQ) The capability of individuals to recognize their own emotions and those of others and use emotional information to guide thinking and behavior. Social Intelligence (SQ) The ability to form rewarding relationships with other people, and a capacity and appetite to manage complex social change. Cultural Intelligence (CQ) The capability to relate and work effectively in culturally diverse situations.

8 Cultural Intelligence The capability to function effectively across various cultural contexts (national, ethnic, organizational, generational, gender, etc.) Handbook of Cultural Intelligence: Theory, Measurement, and Applications - Soon Ang and Linn Van Dyne

9 What is the make-up of your team or organization? Nationality Ethnicity Gender Generation Profession Region Department Religion Sexual Preference

10 The Case for CQ 70% of all international ventures fail due to cultural differences (expats, mergers, outposts, virtual teams) $700, 000 for first year expenses of moving an expat overseas 82% of multinational firms are losing money in China 49% of kids 5 and under in US today are children of color 1 million university students in study-abroad programs 90% of leading executives from 68 countries cite multicultural leadership as top management challenge Sources: International Labor Union and Economist Intelligence Unit

11 What s in It for the Company? Success in culturally diverse markets Speed and efficiency working across borders Effective short-/long-term global assignments Being an employer of choice (attraction/retention) Profitability and cost savings Multicultural team effectiveness Global virtual team effectiveness

12 What s in It for Me? Your CQ predicts your readiness for working with and relating effectively with people from different cultural backgrounds. What s in it for me? Higher CQ can translate to New opportunities Earning higher wages Greater success in today s diverse, globalized world

13 Myths International Experience = Cultural Intelligence Technical Competence = Success High EQ = High CQ Correlations Not Causations

14 Four Capabilities The Four Capabilities of Culturally Intelligent Leaders CQ Drive CQ Action CQ Knowledge CQ Strategy Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

15 CQ Drive The Four Capabilities of Culturally Intelligent Leaders CQ Drive Your interest, drive, and confidence to adapt to multicultural situations Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

16 CQ Drive Think of one cultural challenge you face in your role. Write it down in a paragraph or less.

17 CQ Drive The team members from X never speak up. The people from X always dominate meetings. The communication I receive from X is unclear. Projects involving X never get done on time. (X = a cultural group, not an individual)

18 CQ Drive Without naming the group What s just a word or two to describe your challenge? (always late, too direct, so laid back, hard to understand, etc.)

19 CQ Drive Do you know how to work with them? How intrinsically and extrinsically motivated are you to learn?

20 CQ Knowledge The Four Capabilities of Culturally Intelligent Leaders CQ Drive Your interest, drive, and confidence to adapt to multicultural situations CQ Knowledge Your understanding about how cultures are similar and different Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

21 Weird or Just Different? Derek Sivers

22 The Iceberg HUMAN NATURE We re all alike CULTURE Cultural Artifacts/Systems Cultural Values and Assumptions INDIVIDUAL PERSONALITY Just get to know people as individuals

23 Mapping Cultural Differences

24 10 Largest Cultural Clusters CLUSTERS Anglo Arab Confucian Asia Eastern Europe Germanic Europe Latin America Latin Europe Nordic Europe COUNTRIES Australia, Canada, New Zealand, U.K., U.S., etc. Bahrain, Egypt, Jordan, Kuwait, Lebanon, Morocco, Saudi Arabia, U.A.E., etc. China, Hong Kong, Japan, Singapore, South Korea, Taiwan, etc. Albania, Czech Republic, Greece, Hungary, Mongolia, Poland, Russia, etc. Austria, Belgium, Germany, Netherlands, etc. Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Mexico, etc. France, French-speaking Canada, Italy, Portugal, Spain, etc. Denmark, Finland, Iceland, Norway, Sweden, etc. Sub-Saharan Africa Ghana, Kenya, Namibia, Nigeria, Zambia, Zimbabwe, etc. Southern Asia India, Indonesia, Malaysia, Philippines, Thailand, etc. NOTE: The countries are NOT the clusters themselves. They are simply places where you re likely to find a significant presence of the cultural clusters. The Cultural Intelligence Center; based on Ronen and Shenkar research

25 Individualism vs. Collectivism Individual goals and rights Group goals and personal relationships USA: more individualist

26 Power Distance Low vs. High Equality, shared decision-making Differences in status, superiors make decisions USA: more low power distance

27 Uncertainty Avoidance Low vs. High Flexibility and adaptability Planning and predictability USA: more low uncertainty avoidance

28 Cooperative vs. Competitive Collaboration, nurturing, and family Competition, assertiveness, and achievement USA: more competitive

29 Time Orientation Short vs. Long Term Immediate outcomes (success now) Long-term planning (success later) USA: more short-term

30 Context Low (Direct) vs. High (Indirect) Explicit communication (words) Indirect communication (tone, context) USA: more low context / direct

31 Being vs. Doing Quality of life Being busy and meeting goals USA: more doing

32 Universalism vs. Particularism Rules, standards that apply to everyone Specifics, unique standards based on relationship USA: more universalist

33 Neutral vs. Affective (Non-Expressive) Non-emotional communication; hiding feelings (Expressive) Expressive communication; sharing feelings USA: mid-point

34 Monochronic vs. Polychronic (Linear) One thing at a time, punctuality, work and personal life separate (Non-Linear) Multitasking, interruptions ok, work and personal life combined USA: more monochronic / linear

35 Mapping & Working with Cultural Values Implications to consider with different values/styles: Expressiveness and Disagreeing Context (direct/indirect) and Giving Feedback

36 10 Cultural Value Dimensions Think back to your personal cultural challenge What cultural differences/values could possibly explain what s going on with your challenge? Write down something you could learn about the culture(s) involved.

37 10 Cultural Value Dimensions Individualism vs. Collectivism Low Power Distance vs. High Power Distance Low Uncertainty Avoidance vs. High Uncertainty Avoidance Cooperative vs. Competitive Short-Term Time Orientation vs. Long-Term Time Orientation Low Context (Direct) vs. High Context (Indirect) Being vs. Doing Universalism vs. Particularism Neutral (Non-Expressive) vs. Affective (Expressive) Monochronic (Linear) vs. Polychronic (Non-Linear)

38 CQ Strategy The Four Capabilities of Culturally Intelligent Leaders CQ Drive Your interest, drive, and confidence to adapt to multicultural situations CQ Knowledge Your understanding about how cultures are similar and different CQ Strategy Your awareness and ability to plan for multicultural interactions Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

39 CQ Strategy Kenya 2010

40 What Do You Observe?

41 CQ Action The Four Capabilities of Culturally Intelligent Leaders CQ Drive Your interest, drive, and confidence to adapt to multicultural situations CQ Action Your ability to adapt when relating and working interculturally CQ Knowledge Your understanding about how cultures are similar and different CQ Strategy Your awareness and ability to plan for multicultural interactions Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

42 The Art of Choosing Sheena Iyengar What cultural differences might explain Sheena s experience? (watch through to 1:49)

43 CQ Action Is it a tight or loose culture? Will adapting compromise the organization or me? To adapt or not!?

44 Applying and Improving Your CQ Explore with Individual Team Members Incorporate into 1-1 s Discuss the Cultural Values What resonates for them? What s most challenging? What insights can they give you? How can you support them differently? Encourage two-way feedback Listen more talk less.

45 Applying and Improving Your CQ Explore with Your Whole Team Have your team s Cultural Values mapped out Facilitate conversations about each Cultural Value Encourage curiosity, openness, honesty, respect, no-judgement Uncover unknown assumptions and prejudices What s most challenging for you as a team? What agreements can the team make together? Design the team alliance around agreements Assume unconditional positive regard Embrace elephants!

46 CQ Action Think back to your personal cultural challenge What s one action you could take 1) On your own? 2) With another person? Write them down! When will you do them by?

47 Four Capabilities The Four Capabilities of Culturally Intelligent Leaders CQ Drive Your interest, drive, and confidence to adapt to multicultural situations CQ Action Your ability to adapt when relating and working interculturally CQ Knowledge Your understanding about how cultures are similar and different CQ Strategy Your awareness and ability to plan for multicultural interactions Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

48 Next Steps Where Do I Begin with All of This? Plan a conversation with someone from a different background Read a foreign-based novel (notice values behind their actions) Have your Cultural Intelligence Assessment done and work with a coach Have your whole team assessed/trained.

49 Resources Cultural Intelligence (CQ) Assessments: Self-Assessment 360 Assessment Team Assessment Cultural Values Mapping

50 Developing Cultural Intelligence It s about building bridges and removing barriers for working and relating across cultures.

51 Thank you! Questions? Want to explore more? Sign up for newsletter? Stay in touch! Marie Bankuti, PCC, CPCC, PMP Tether Free Vision Inc Helping leaders and teams bridge multicultural differences, so they can thrive in our global economy.