decisionwise - coaching leaders from different cultural perspectives

Coaching Leaders from Different Cultural Perspectives

Linda Linfield, M.A.

Director of Talent Assessment DecisionWise, Inc.

Charles Rogel, M.B.A.

Director of Business Development DecisionWise, Inc.

©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com

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Attendees

Adventist HealthCare of Maryland Fifth Third Bank Omaha Public Power District

AIG Forest Service Pfizer

American Heart Association Hewlett-Packard Co. Pinellas County

Aptify Hoag Memorial Hospital Qualcomm

Aspen Skiing Co. Janus PIM Safmarine

Braun Northwest JFK Health System Smart and Final

Cargill Inc. Johns Hopkins Bayview St. Helena Hospital

CIT Group Lee Hecht Harrison State Street Bank

City of Seattle Library and Archives Stryker

Cleveland Dept. of Public Health Long Beach Memorial Medical Center Tarpon Energy Services

Cramer Maternal and Family Health Services UCLA

Curtiss Wright MetLife University of Louisville Hospital

Cyberonics Miami University University of Maryland Faculty Physicians

DAMCO Microchip Technology Inc. University of Miami

Delphi Moneygram International University of Rochester

Esurance NationsHealth Vecima Networks

Fancy Foods Inc NYC Department of Education Wells Fargo


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Employee Engagement

360-Degree Feedback

Leadership Coaching

Organization Change

Awareness | Action | Accountability

Clients

About DecisionWise


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Organizational Culture

… a set of shared mental assumptions that guide

interpretation and action in organizations by defining

appropriate behavior for various situations.

– Ravasi and Schultz (2006)


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But what happens in an organization if assumptions are not shared? There’s no reliable standard for appropriate behavior because interpretations vary significantly.

Organizational Culture


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Today’s Organizations

Multi-generational (ages 18 – 70+)

Multi-national, multi-ethnic

Multi-disciplined

Varying backgrounds and experience


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Poll Question

Which kind of cultural diversity presents the greatest challenge for leaders in your organization?

Multi-generational (ages 18 – 70+)

Multi-national, multi-ethnic

Multi-disciplined

Varying backgrounds and experience


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National/Ethnic Culture

Importance of relationships

Work approach

Hierarchy

Direct/Indirect communication

Language

Etiquette

Latin

vs.

European

Asian

vs.

American


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Complicated by Varying Professional Cultures

Sales

Marketing

Operations & Finance

Customer Service

Product Development/ Engineering

Human Resources

Engineering

vs.

Sales

HR

vs.

Finance


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Further Complicated by Experiential Culture

Corporate

Military

Technology

Medical

Academic

Multi-national

Family business

Entrepreneurial

Government

Entrepreneurial

vs.

Corporate

Military

vs.

Multi-national


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Prepare for Success: Start with Intention

Be clear about what the organization wants to achieve

Outline the purpose, the process, and the intended results

Specify basic requirements for participants and the upside

How to Coach?


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360 Feedback

Highlights Signature Strengths

Identifies Areas for Development

Spots potential Career Derailers

Gives insights into differences in perspectives based on relationships

Start with Data


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Listen for Cultural Disconnects

They just don’t get it.

They nod their heads in agreement, but then do what they

want.

The locals don’t want to work; they

want everything given to them for

nothing.

They are lazy,

clueless, ridiculous.

Can you imagine?

I’ve told them

over and over, and

nothing changes!

Can’t

they

see?


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Why would the individual leader or manager want coaching?

Why would he/she be willing to change his/her approach?

His or her job is at risk

Must deliver results in multi-cultural environment, and that requires more than mere compliance from employees

Personal career aspirations to lead on a larger/broader scale

Desire to influence/have impact beyond current circle of control

Sees value in bridging among diverse stakeholders

Dissonance


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What can the person reasonably do differently?

Leverage a signature strength

Augment a current practice

Reframe the criticality of new behaviors in the current context

Demonstrate willingness to learn

Reach


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What can the individual do immediately?

Seek out additional feedback

Listen to others wholeheartedly/mindfully

Be curious about what others see that may not be obvious

Accept others’ perceptions as valid points of view

Think about how to respectfully bridge existing gaps in perception

Immediate Steps


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How will the participant know his/her efforts are effective?

What are the key indicators?

Can these be measured?

What will be different in terms of how others engage and communicate with the participant?

What kind of feedback will be forthcoming, and how will it come?

Validation


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What additional support does the individual need to succeed?

Who can help or hinder the individual’s progress?

Does the individual have the resources required to make progress?

Does individual need an accountability partner outside the organization?

What are the organizational consequences for changing vs. not changing?

Environment


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Coaching in a Multi-Cultural Environment

1. Start with data

2. Listen for cultural disconnects

3. Help the individual understand what is at stake for him/her

4. Uncover the Dissonance or personal motivation to change

5. Notice what are reasonable/Reachable goals based on the

person’s Signature Strengths and Areas for Development

6. Identify Immediate Steps

7. Determine ways to Validate success

8. Address Environmental factors that can support or impede

progress


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Next Webinar:

How to Coach Leaders from Different Generations

June 21, 2 pm Eastern https://www1.gotomeeting.com/register/147869720

Linda Linfield

Director of Talent Assessment

[email protected]

Charles Rogel

Director of Business Development

[email protected]

1.800.830.8086

www.decision-wise.com

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decisionwise - coaching leaders from different cultural perspectives

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