DBVC Coaching-Kongress Global Executive Coaching

Transcription

1 DVC Coaching-Kongress Global Executive Coaching Wiesbaden October 20 th 2012

2 Why Intercultural Competence (IC) is Important Within no longer than a decade or two, the probability of spending part of one s life in a foreign culture will exceed the probability a hundred years ago of ever leaving the town in which one was born. Dean C. arnlund,

3 Global is the Future According to Harvard usiness, the next wave of leaders must be Global: We have 100,000 employees worldwide, so we have to talk about leadership on a truly global basis. Developing and hiring leaders who are credible globally has got to be core competency. The share of world GDP that is effectively globalized is set to rise from 20 percent in 2000 to well over 50 percent in the next 10 to 15 years. *What the future demands: The growing challenge of global leadership development, Mercer and Wyman, Corporate Leadership Council Executive Inquiry March 2000 The New Global Assignment Developing and etaining Future Leaders of the Global Enterprise

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7 Leadership Competences Political Intelligence Vision Governance Stability Drive esolution Determination Execution Entrepreneur -ship Senior Executive Presence Lightness Emotional Leadership Competence alance Empathy Openness Acknowledgment elaxed Awareness Humor Perspectives Flexibility Creativity

8 Differentiating the Global Executive They are more frequently physically and psychologically distant from the company or business unit headquarters. They differ in the degree to which they require managing relations between the business, the government, and society. International positions at any level are challenged to marry the corporate culture. 8 The Conference oard: Developing Global Leaders Enhancing Competencies and Accelerating the Expatriate Experience by obert J. Kramer, 2005

9 Developing Global Executives 9 The Conference oard: Developing Global Leaders Enhancing Competencies and Accelerating the Expatriate Experience by obert J. Kramer, 2005

10 Five Imperatives for Global Leadership 1. Accurate Interpretation of events and behaviors by counterparts from other cultures 2. Cultural Self-Knowledge eing aware of different from what? 3. Confident Adaptability Knowing how to learn and how to make subtle behavioral responses 4. Appropriate Performance Fine-tuning actions to be acceptable to local stakeholders 5. Empathic Collegiality uilding trust with colleagues across mindsets and values 10 Ernest Gundling: Working GlobeSmart, New York, 2010

11 Global Coaching Model, ird & Osland Accurately identify effective managerial action Perceive, analyze and decode 11 Possess behavioral flexibility and discipline to act appropriately Adapted from Allan ird and Joyce Osland Global Competencies: An Introduction, In Lane, Maznevski, Mendenhall and McNett (eds)., lackwell s Handbook of Global Organizing. P.66.

12 Intercultural Conflict Triangle Sources of Intercultural Conflicts Personal Context Inputs: Hidden messages, sarcasm, language translation barriers Outputs: Conflicts, confusion, misinterpretations, faux pas, etc. Meaning Making Organizational Context Country Culture Context 12

13 Misunderstanding 13

14 Appendix 14

15 Cultural Complexity of Coaching Global Executives High Medium Low 15

16 Amerikanische Kulturstandards Gleichheitsdenken Handlungsorientierung ( just do it ) Gelassenheit ( easy going ) Leistungsorientierung Individualismus edürfnis nach sozialer Anerkennung Interpersonale Distanzminimierung Zwischengeschlechtliche eziehungsmuster Patriotismus 16

17 Trust eliability Sincerity Competence Connection Mutual espect Conditions of satisfaction ackground of shared obviousness 17

18 Questions? Comments? Stefan Matthies (Senior Coach DVC) 18