Leadership Development Series - PowerPoint Presentation

Slide1

Leadership Development Series

Training: Intermediate I –

Leading

PeopleModule 2: Managing Culture

HandoutSlide2

Program Overview

2

Leadership Development Series

Advanced I

Reflecting Leadership

Reflection on Leadership Style

Inspirational Leadership/ Empowerment/ Exemplary Behavior

Essential

I

Essential

II

Inter-

mediate I

Inter-

mediate II

Advanced II

Building High Performance Teams

Coaching & Mentoring

Leading Change

Leadership Vision

Strategic Management

Managing People

Henkel Leadership Brand

Managing People

Leading People

Leading Teams

Leading Strategy

Organizational Leadership Challenges

Module 1

Welcome to your new Role and the Leadership Development Series

Module 2

tbd

Module 3

Your first 100 days as a leader

Part I & II

Module 1

Leadership Tools & Communication

Module 2Talent Management & Enhancing Performance

Module 1Leadership Styles & Models

Module 3Conflict Management

Module 2Managing Culture

Module 4Foundations for Operational Leadership @ Henkel

Impression Management/ Convincing & Influencing

Work-Life-Balance/ Mental HealthSlide3

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Contents

Introduction

Intercultural CompetenceCultural Differences and Challenges

Intercultural Communication – Verbal

Intercultural Communication – Nonverbal

Multicultural and Virtual Teams

Leadership Development SeriesSlide4

Learning Objectives4

At the end of the course, the participants…

understand cultural differences and reflect their own approach

towards them

are able to meet challenging leadership situations in

intercultural contexts

promote the effective functioning of multicultural and virtual

teams through intercultural leadership

Leadership Development SeriesSlide5

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Contents

Introduction

Intercultural CompetenceCultural Differences and Challenges

Intercultural Communication – Verbal

Intercultural Communication – Nonverbal

Multicultural and Virtual Teams

Leadership Development SeriesSlide6

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1.

Introduction

Definition of culture

influential on behavior

mutually perceived

emotional

dynamic

hard to grasp

historic

Culture is…

collectively shared

symbolic

Culture is a pattern of shared basic assumptions that a group learned,

that has worked well enough to be considered valid and,

therefore, to be taught to new members as the correct way to perceive, think, and feel.

Edgar Schein

Leadership Development SeriesSlide7

1. IntroductionLayers of culture – “onion model”

Deep culture:

What is hidden in the inside?

BeliefsValuesAssumptions

Rules of conduct

Communication style

Attitudes

Mindset

…

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Surface culture:

What can be seen from the outside?

Behavior

Language

Traditions

Customs

…

Leadership Development SeriesSlide8

1. IntroductionContexts of cultural imprint – what forms us?

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Rules of conduct

Family

Peers

Rituals

Gender

Language

Religion, worldview

Traditions,

habits

Nationality

Individual culture

Media

Insight into other cultures

Values

Individual dispositions

Region

Leadership Development SeriesSlide9

1. IntroductionLeading diversity

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The overarching goal of leading diversity is to create a multicultural organization with the fundamental idea of equal opportunities for all people involved.

Henkel‘s diversity & inclusion initiative

Leadership Development SeriesSlide10

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Contents

Introduction

Intercultural CompetenceCultural Differences and Challenges

Intercultural Communication – Verbal

Intercultural Communication – Nonverbal

Multicultural and Virtual Teams

Leadership Development SeriesSlide11

2. Intercultural Competence Ethnocentrism

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Studies show that people from all cultures...

think of what goes on in their own culture as natural and correct and what goes on in other cultures as not natural or not correctperceive their

own customs as universally valid

favour and co-operate with in-group members

while feeling distant or even antagonistic with out-group members

Leadership Development SeriesSlide12

2. Interc

ultural Competence

Three areas of intercultural competence for leaders

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1. Cognitive competence =

KNOWLEDGE

Cultural/country-specific knowledge

Theoretical culture knowledge

Self-reflection

2. Affective competence =

AWARENESS & MOTIVATION

Openness

Empathy

Ambiguity tolerance

Respect and tolerance

3. Pragmatic-communicative competence =

SKILLS

Suitable communicative patterns

Effective conflict solving strategies

Action flexibility

Meta-communicative competence

Leadership Development SeriesSlide13

2.

Intercultural Competence

Intercultural competence of leaders is critical for success in a globally interconnected world

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Build and develop

networks of mutually beneficial relationships for transformation and innovation 

Connect

effectively with people by building on commonalities while being sensitive to different perspectives

Create

a more harmonious working and personal environment in which creativity thrives and innovation abounds

Contribute

to positive global transformation

Leadership Development SeriesSlide14

2. Intercultural Competence

Which profile describes me best?

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The ambassador

The analyst

The natural

The mimic

The chameleon

The provincial

Leadership Development SeriesSlide15

2. Intercultural Competence

What are challenging intercultural work situations?

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Leading

…

intercultural meetings,

negotiations and decisions

understanding cultural differences

Agenda part 3

i

ntercultural

and

virtual teams

diversity

and

virtuality

Agenda part 6

intercultural

c

ommunication

verbal and nonverbal

Agenda part 4 & 5

Leadership Development SeriesSlide16

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Contents

Introduction

Intercultural CompetenceCultural Differences and Challenges

Intercultural Communication – Verbal

Intercultural Communication – Nonverbal

Multicultural and Virtual Teams

Leadership Development SeriesSlide17

Gender equality

Long-term vs.

short-term orientation

Individualism vs.

collectivism

Performance orientation

Humane orientation

Assertiveness

Uncertainty avoidance

Power distance

3

. Cultural

Differences and Challenges

GLOBE* - Cultural dimensions based on

Hofstede

17

* GLOBE

= Global Leadership and Organizational Behavior Effectiveness project

Leadership Development SeriesSlide18

3. Cultural Differences and Challenges GLOBE* - Cultural dimensions based on

Hofstede

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Gender equality Degree to which men and women are considered and treated equally

Long-term vs. short-term orientation

Degree to which individuals are focused on the future by delaying gratification or planning, for example

Individualism vs. collectivism

The extent to which an individual’s identity is connected to family or group membership

Performance orientation

Degree to which performance improvements and excellence is stressed

Humane orientation

Extent to which a society rewards individuals for being fair, kind, and altruistic to others

Assertiveness

Degree to which individuals are assertive and aggressive in their interactions with others

Uncertainty avoidance

Degree to which individuals rely upon social norms, rules, and procedures to reduce uncertainty

Power distance

Extent to which individuals expect equal or different power distributions in society

* GLOBE

= Global Leadership and Organizational Behavior Effectiveness project

Leadership Development SeriesSlide19

3

. Cultural

Differences and Challenges

Power distance (GLOBE dimension)

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Only

small status differences

Greater

and

natural status differences

Low

NED

DEN

ISR

RUS

J

ES

SA

Power distance

CHN

RSA

Extent to which individuals expect equal or different power distributions in society

High

Leadership Development SeriesSlide20

3

. Cultural

Differences and Challenges

Individualism vs. collectivism (GLOBE dimension)

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Accentuation of

individualism

Strong orientation on

social group

one belongs to

Individualism

Individualism vs.

collectivism

Extent to which an individual’s identity is connected to family or group membership

Collectivism

ARG

HUN

GER

GRE

SIN

JAP

SWE

CHN

Leadership Development SeriesSlide21

3

. Cultural

Differences and Challenges

Assertiveness (GLOBE dimension)

21

Emphasis on

modesty and tenderness

, relations are warm, cooperative and harmonious

Emphasis on

toughness, assertiveness and competition

Assertiveness

The degree to which individuals are assertive and aggressive in their interactions with others

SIN

CHN

Low

High

Leadership Development Series

ARG

GER

HUN

GRE

SWE

JAPSlide22

3. Cultural

Differences and Challenges

Linear-active, multi-active and reactive cultures (Lewis)

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One thing at a time

Task orientation, planning

Time plans are taken seriously

Facts before sentiment, logic before emotion

e.g. US-American, Germanic, Nordic cultures

Linear-active

Reactive

People-orientated with patience and quiet control

Modesty and courtesy

Subtle body language replaces excessive words

Listening carefully, reacting considerately

e.g. Asian, some Nordic cultures

Multi-active

Many things done at once

Communicative, information flow

People-time rather than clock-time

Time commitments considered as objective to be achieved if possible, flexible changes of plan

e.g. Latin-American, Mediterranean, Arabic cultures

Leadership Development SeriesSlide23

For global leadership, it is crucial to consider intercultural differences in meetings, negotiations and decision situations.

Some (exaggerated) examples for consideration

3. Cultural

Differences and Challenges

Challenging situations: Meetings-negotiations-decisions

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Phases of a meeting

Opening phase

Argumentation phase

Approaching phase

Decision phase

Implementation phase

Opening phase: Beginning a meeting

Formal introduction – maybe too formal. Sit down. Begin. Strong focus on agenda.

Formal introduction. Cup of coffee. Sit down. Begin. Little time for social talking.

Formal introduction. Cup of coffee.

Sometimes superficial

wisecracking. Begin.

Formal introduction. Cup of tea and biscuits. 10

mins

. small talk (weather, comfort, sport). Casual beginning.

Formal introduction. Protocol seating. Green tea. 15-20

mins. small talk. Sudden signal from senior Japanese. Begin.

Formal introduction. Cup of tea and biscuits. 15 mins. small talk (politics, scandal, etc.). Begin.

Sometimes limited time due to personal conversations (soccer, family matters) and late-arrivers.

Leadership Development Series

Germany

Finland

U.S.

U.K.France

JapanSpain / ItalySlide24

3. Cultural

Differences and Challenges

Challenging situations: Meetings-negotiations-decisions

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Different priorities in goals

Leadership Development Series

Linear-

active

cultures

Multi-

active

cultures

:

Reactive

cultures:

Good dealsShort-term profit and growthSustained profitGood relations to business partner

National pridePersonal prestige of negotiation leaderLong-term relation to business partnerGood deals

Harmonic relation to business partnerSecuring market sharesLong-term profitGood dealsSlide25

3. Cultural

Differences and Challenges

Challenging situations: Meetings-negotiations-decisions

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Cultural differences in the commitment to decisions

Leadership Development Series

Linear-active cultures:

consider decisions as binding, comparable to a verbal contract

Multi-active

cultures:

are not reluctant to revise verbal contracts and do not consider them as binding

Reactive

cultures:

do not like to make decisions based on unclear information or circumstances and even regard this as against their

ethicsSlide26

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Contents

Introduction

Intercultural CompetenceCultural Differences and Challenges

Intercultural Communication – Verbal

Intercultural Communication – Nonverbal

Multicultural and Virtual Teams

Leadership Development SeriesSlide27

4

. Intercultural Communication – Verbal

Relationship of linguistic and cultural differences

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Individual perception

Categorization

Cognitive concept

Meaning

e.g. snow

Inuit have 90 different words for snow

e.g.

habla

In Spanish it means 'to say'; in Filipino it means 'to sue'

e.g. “yes”

means agreement in Western countries but ‘only’ understanding in Asian countries

e.g. family

depending on cultural background only close family or all relatives are associated

S

ubstantial differences between

the cultures and languages

Leadership Development SeriesSlide28

cultural values

stereotypes

selective perception

language & meaning

cultural values

stereotypes

selective perception

language & meaning

4

. Intercultural Communication – Verbal

Sender-receiver-interaction

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Message

Sender

Receiver

Leadership Development SeriesSlide29

4. Intercultural Communication – Verbal

Direct and indirect communication styles

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Communication style

Interaction partner

expresses his intentions forthrightly

, e.g. through

critique

formulation of contrary opinion or assumption

Conflicts are addressed explicitly

Characteristic for western (especially Germanic and Nordic) cultures

Indirect forms of articulation

, e.g.

no open contradiction

relativization

use of conjunctive

Explicit addressing of conflicts is avoided

, implicit forms of conflict solving are appropriate

Characteristic for Asian, arabic and Latin-American cultures

DIRECT

INDIRECT

Leadership Development SeriesSlide30

4. Intercultural Communication – Verbal

Leadership responsibility - giving feedback

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„open“

„indirect“

„positive“

(USA, UK)

„

indirect“

„unclear“

„shrouded “

„respectful“

(Japan, China, India)

„open“

„direct“

„clear“

„factual-neutral“

(Germany)

As a leader, carefully consider the direct vs. indirect communication styles and expectations when giving feedback.

Expected form of giving feedback

Leadership Development SeriesSlide31

4. Intercultural Communication – Verbal Handling intercultural communication challenges (1/3)

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Highlight

and

repeat

the relevant elements

Reformulate

what you wanted to say in different

words

Be sensitive!

This can be considered as direct & impolite

Tips for

facillitating

communication as an intercultural leader

Leadership Development Series

Engage in active listening

Use meta-communicative strategies: communicating about communication

Re-formulate

Repeat

the facts you have understood and paraphrase

(“I understand that …“)

Articulate

feelings

(“I have the feeling that this is something you enjoy doing?“)

Ask

for better understanding

(“What did you mean by saying …?“)

Communicate

your intentions and the meaning of what you are saying

Talk

about the patterns and rules of

communication:

e.g

. “It is my intention to find out …“, “In your culture, how would one proceed, if his intention was to …?“ Slide32

4

. Intercultural Communication – Verbal

Handling intercultural communication challenges (2/3)

32

Be aware of perception biases

Encourage yourself to

r

ethink

ideas

that seem incongruent or inappropriate in the first place

Get to know the unknownTry experiencing the foreign culture with all senses (food, music, traditions, theatre, holiday, language course, art exhibitions, …)Challenge prejudices

Make yourself aware of the stereotypes you (might) have and conquer them – be self-reflectiveBe patient and open-mindedBe proud

of (even small) success moments and try to transfer them to different other situationsMimic expertsLook for people in your surrounding with high intercultural communication competence and use them as

role models

Leadership Development SeriesSlide33

4

. Intercultural Communication – Verbal

Handling intercultural communication challenges (3/3)

33

“

May I find the

bravery

to address obstacles that lie between us,

the

tactfulness

to override delicate situations

and the

wisdom to differentiate, whether the one or the other is appropriate.”

Leadership Development SeriesSlide34

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Contents

Introduction

Intercultural CompetenceCultural Differences and Challenges

Intercultural Communication – Verbal

Intercultural Communication – Nonverbal

Multicultural and Virtual Teams

Leadership Development SeriesSlide35

5. Intercultural Communication - NonverbalImportance of non-verbal communication

The bigger part of communication is non-verbal

Essential to pay attention to non-verbal communicationIntercultural communication: non-verbal codes often used to compensate

deficits of understanding verbal communicationNon-verbal codes: source of misunderstandings and misinterpretationsGesture and mimic are not necessarily natural and universal – many components of non-verbal communication are

culture specific

and

socialized

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Leadership Development SeriesSlide36

5. Intercultural Communication - NonverbalGesture

36

One Germany Austria Switzerland

All right! Great Britain Korea South AfricaVulgar meaning Afghanistan Iraq

Iran

Small, few Congo-Kinshasa

Good, beautiful Turkey

One moment! Egypt

Patience!

What do you want?! Italy

Hi! Texas (USA)

That’s rock ’n’ roll! Germany

Russia

USA

Italy

Your wife has affairs. Italy

Shelter of mischief Argentina

Leadership Development SeriesSlide37

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Contents

Introduction

Intercultural CompetenceCultural Differences and Challenges

Intercultural Communication – Verbal

Intercultural Communication – Nonverbal

Multicultural and Virtual Teams

Leadership Development SeriesSlide38

38

6.

Multicultural and Virtual Teams

Video

Leadership Development SeriesSlide39

6. Multicultural and Virtual TeamsIntercultural leadership concepts

Which leadership concepts are effective and appropriate?Leadership concepts are shaped by culture

The fit between a perceived manager and the leadership concept held by the employee determines leadership influence and effectiveness

Some leadership concepts differ substantially between cultures, e.g. participative, humane, directive, autonomous, face-saving leadership

Some leadership concepts seem to be

universal

, e.g. charismatic (transformational)/ value-based leadership, team-oriented leadership

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Leadership Development SeriesSlide40

6

.

Multicultural and Virtual Teams

Intercultural leadership conceptsRecommended leadership styles for different cultural contexts

40

C

ultural context

R

ecommended

leadership style

E

xample

country

Low power distance and low uncertainty avoidance

Low power distance and high uncertainty avoidance

High power distance and low uncertainty avoidance

High power distance and high uncertainty avoidance

Supportive, participative/ egalitarian and achievement-orientated

Directive, supportive and participative

Directive/ hierarchical and supportiveDirective/hierarchical Great Britain

GermanyChinaFrance

Leadership Development SeriesSlide41

6

.

Multicultural and Virtual Teams

How to become an intercultural leader?41

Be aware: leadership concepts are

embedded in societal cultures

; in each country they “make full sense” because they match the whole value system

Find out which

divergences can improve intercultural performance

(synergetic effects)

Focus on negotiating a

common understanding of goals, plans and actions

Adjust your leadership style

gradually:

Understand what local managers do to lead successfully in their own country

Use this knowledge to modify own leadership style

Become clear about the

influence of your own cultural background

Don’t “twist” yourself

and your counterpart in intercultural encounters

Leadership Development SeriesSlide42

6. Multicultural and Virtual Teams

Potentials and disadvantages of multicultural teams42

Potentials of multicultural teams

Disadvantages of multicultural teams

Leadership Development Series

Certain

independence

from culture-specific determining rules and standards

Strengths

can complement one another

Broader scope of

knowledge and experience

Broader scope of

perspectives

leads to more creativity and innovative solutions

Less narrow-minded “group-think”For new and unstructured tasks, multicultural teams outplay homogenous teams

Less commonalitiesMisunderstanding can lead to mistrust and less cohesionShared consensus in finding a solution

more difficultTeam building process more challengingCommunication hurdles likelyFor routine tasks, homogenous teams outplay multicultural teamsSlide43

6. Multicultural and Virtual Teams What makes multicultural and virtual teams effective?

43

Shared

team mission

& mutual understanding

of goals

Clear coordination

& mutually agreed upon

norms

Effective communication

and

constant

information flow

“

Real team

“:

feeling of belonging together & mutual trustContinuous reflection

on working styles and processes

Leadership Development SeriesSlide44

6. Multicultural and Virtual Teams What makes multicultural and virtual teams effective?

44

Shared

team mission

& mutual understanding

of goals

Clear coordination

& mutually agreed upon

norms

Effective communication

and

constant

information flow

“

Real team

“:feeling of belonging

together & mutual trustContinuous reflection on working styles and processes

Make team members understand the mission and their part in it

Be precise in clarifying routines, roles and responsibilities Set the stage

for regular effective communication

Establish a trustful basis and foster a shared team identityReflect on

differencesin interculturality and possible improvements

Leadership Development SeriesSlide45

6. Multicultural and Virtual TeamsWhat makes multicultural and virtual teams effective?

45

Shared team mission & mutual understanding of goals

Communicate the

big picture

: make

members understand why they're participating

Create a

compelling mission

that causes all players to align their efforts with the team goals

Take your time to ensure that the

understanding of the goals is actually mutual and not only superficial

Leadership Development SeriesSlide46

6. Multicultural and Virtual TeamsWhat makes multicultural and virtual teams effective?

46

Clear coordination & mutually agreed upon norms

Clarify and communicate the

members’ individual roles and responsibilities

- especially in virtual teams, it is hard to experience members’ interdependencies

Point out

important interfaces

and encourage the interface partners to communicate regularly

Establish team

routines

R

e-engineer work processes to

accommodate "different-time-different-place“ requirements

Collectively agree upon rules for team work - using the multifaceted experiences of all members

Leadership Development SeriesSlide47

6. Multicultural and Virtual TeamsWhat makes multicultural and virtual teams effective?

47

Effective communication and constant information flow

Implement

regular (virtual) team meetings

to exchange information and coordinate task steps

Encourage

& set the stage for

members to communicate regularly

apart from the meetings

Establish

clear communication channels

through use of groupware

Nevertheless, there is no replacement for face-to-face interaction to enhance communication

Enhance individual awareness that other cultures do, say, and see things differently. These differences are exacerbated in a virtual environment where communication is limited by time and spaceCreate effective email protocols. Emails have to function as announcement, reminder, and call to action. Separate messages with individual subject headings.

Make it crystal clear what actions are required of each recipientMake sure that no team member is isolated from the information flow, e.g. because of language barriers

Leadership Development SeriesSlide48

6. Multicultural and Virtual TeamsWhat makes multicultural and virtual teams effective?

48

“Real team“: feeling of belonging together & mutual trust

Start teamwork collectively: begin the teamwork with a

kick-off meeting

Reserve time for getting to know one another and develop a

shared team identity

Establishing a

trustful basis

is important when distances are big; connect with individual members often to

avoid the feeling of isolation

Bringing the team together

physically at appropriate times can pay large dividends in speed, collaboration and team identity

Celebrate (even small) successes

especially in the early phase of teambuilding

Leadership Development SeriesSlide49

6. Multicultural and Virtual TeamsWhat makes multicultural and virtual teams effective?

49

Continuous reflection on working styles and processes

Regularly

reflect

project advancements and

quality

of cooperation & communication in the team

Reflect on the

working climate and different working styles

(e.g. “

How well are we using our individual strengths?”)

– external coaches or evaluation instruments may help

Proactively bridge gaps by finding ways to respect the differences and build on the strengths of the group; create a cooperative space through video conferencing to engages the team in solving problems

Actively pass on your experiences to other multicultural team settings

Leadership Development Series