See on Scoop.it – Global Leaders
A study that shows intercultural competence as a factor in effectiveness of global virtual teams, and that building relationships, establishing structure, and having discipline are critical for success.
Anne Egros‘s insight:
To build a global team, first determine what needs to be done and then identify who are the best individuals for achieving the goals based on individual coaching and through intercultural training programs
See on gbr.pepperdine.edu
See on Scoop.it – Global Leaders
International assignments are getting shorter and the number of international commuters is increasing. Do you think it is beneficial on the long run for both the employees and employers ?
Anne Egros‘s insight:
Not living in the same country with your family is detrimental for learning fully about the culture. Local employees may also treat you as an outsider, not really part of the team as you can’t share social events involving partners or children.
Each family situation is different but if you embrace expatriation as a great way to grow then I prefer to do it with the whole family. However I understand that sometimes other considerations such as schooling system or health care or dangerous locations may give no choice but commuting, I think this situation should be exceptional and not exceed 1 year.
I am not surprised that long-distance commuters have 40 percent higher risk of separation compared to other people who already have 50 percent chance to get divorced in most countries nowadays.
And yes the tax filing can become a nightmare and a costly exercise, especially for US residents and citizen
See on blog.iese.edu
Many managers working in multicultural teams or dealing with clients and business partners overseas have often little idea that conflicts could have underlying cultural differences.
Time and its perceived value is one of those key cultural differences. We may measure time with same metrics such as hours or days but time is perceived differently on a personal level and on a cultural level.
Time management is a frequent cause of conflicts between Americans and Russians when doing business together and this is due to the cultural context.
For Americans the value of time is material:
- “Time is money”
- They tend to have a materialistic approach attached to achievements and time.
- Time is sacred in the U.S., being late is very rude, deadlines are fixed.
- “Time is the scarcest resource and unless it is managed nothing else can be managed.”Peter F. Drucker
For Russians, the value of time is “elastic”:
- “People” come before time, a Russian proverb says: “seven people do not wait for one”.
- Being late is not perceived as being rude
- Deadlines are flexible
- Russian management does not fit easily in “westernized” practices of time management
- Planning is not rigorous
- Issues and problems are solved under pressure and stress at the last-minute
- If you want to manage your Russian team you better be a night owl. Often employees work late until 11 pm or 1 am (the direct consequence of dealing with things at the last-minute)
When doing business in Russia, American companies should spend more time than they usually do in the US on establishing personal connections before talking business. Frequent contacts should then be maintained.
Organizing bi-cultural meetings is often the first step of intercultural business communication. Handled poorly, those events can lead to frustration and lack of trust, jeopardizing collaboration. The organizers of such introductory intercultural meetings between Americans and Russians should create an environment in which time perception differences are explained and accepted by all.
In the US, an agenda is always sent before a meetings and it is usually followed. In Russia there is often reluctance to put in writing a detailed plan. If the meeting is conducted in English, more time should be given to people who are not the native speakers. Do not rush the call and make sure to allow extra time for unplanned topics that could emerge during the discussion. Always send minutes or a summary of what’s been said just after the meeting. However, with Russian partners what has been discussed and perceived as agreed by their American counterpart may be challenged and rejected at any time.
In the article ‘Global Mindset Secrets of Superstar Expats” published by Thunderbird School of Global Management, the authors argue that immersing executives in different cultures does not produce effective global leaders as they often fail to learn how to deal with the complexities of their work environment.
To lead is to be able to influence people who are not thinking and behaving like you. In my experience learning to lead across cultures is a mix of formal leadership development training aligned with corporate values and multiple international assignments in places with very different cultural values and dimensions (https://zestnzen.wordpress.com/tag/cultural-dimensions/ )
I challenge the concept of “‘global mindset” as it is often interpreted as an “ethnocentric” way of doing business aka “western”. You can have all the attributes listed in this article and fail to adapt your leadership style to one specific country. Applying participating leadership and asking employees to take initiatives doesn’t work well in Russia for example, while Americans appreciate leaders who grant autonomy and delegate authority to subordinates.
Successful leaders in developed economies are different from successful leaders in emerging economies.
In a Forbes’ article, How Does Leadership Vary Across the Globe? results of a study show that it is important to adapt leadership style to a specific culture and not try to apply “Americanized” management principles. The skills set and competencies of leaders in different countries vary.
The Global Leadership and Organizational Behavior Effectiveness Research Project (GLOBE) is an international group of social scientists and management scholars who study cross-cultural leadership. According to GLOBE researchers, leader effectiveness is contextual, that is, it is embedded in the societal and organizational norms, values, and beliefs of the people being led. In other words, to be seen as effective, the time-tested adage continues to apply: “When in Rome do as the Romans do.”
To gauge leader effectiveness across cultures, GLOBE researchers empirically
established nine cultural dimensions (adapted from work of Hofstede) to capture the similarities
and/or differences in norms, values, beliefs –and practices—among societies. The cultural dimensions can be used in intercultural leadership training.