28/11/2013

Bettina Pickering

Background • 15 plus years experience as a

management consultant

• Lead & delivered over 50+ engagements in complex, culturally diverse and fast changing environments

• Key expertise: change management, performance management, business transformation

• Key qualifications: MSc Engineering, MBA, NLP (Neuro-Linguistic Programming) Master Practitioner & Trainer, Executive Coach

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Example Client Cases • global people change programme for

a large international manufacturer

• global culture change for multimedia

company across full HR lifecycle

• global performance management

framework for a telecommunication

organisation

Client List Extract BP, Clifford Chance, Department of Health, DSM, Erickson, Maersk, MAN Diesel, Novozymes, Philips, Reuters, Vodafone, Yara, York International

• Building a strong multi-cultural team

• Fostering cultural intelligence to prevent conflicts and misunderstandings

• Motivating staff from different cultures

• Dealing with poor performance across borders

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Some definitions

• “Software of the mind” or “mental programming” (source Hofsteede)

• “Common patterns of thinking, feeling and acting” (source Social Anthropology)

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Types of Culture

• National

• Regional

• Company

• Department

• Team

• Project

• Family

• Individual

Building Strong Multicultural Teams

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What is important

& not important

What to do & not

to do

How to behave &

not to behave

How to say things &

not to say things

What is acceptable

& not acceptable

What is right & what is wrong

Who we are & who we are not

What we like & what

we don’t

Who we trust & who we

don’t

Building Strong Multicultural Teams

1. Shared, very clear purpose

2. Ambitious, motivating goals

3. Mutual accountability

4. Strong social cohesion

5. Willingness to challenge others

6. Diverse talents

7. Leadership and followership

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Building Strong Multicultural Teams

• Global technology company based in Europe & US, with satellite locations in most major countries across the world

• Fast changing, high paced and uncertain environment

• Dysfunctional teams

– Lack of ownership

– Lack of communication

– Long running conflicts & misunderstandings

– General dissatisfaction

– Some significant negative events

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Building Strong Multicultural Teams

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Building Strong Multicultural Teams

Challenges

• Uncertainty

• Constant Changes

• Fast Pace

• Complexity

Could not provide Detailed

company vision Detailed

procedures & plans

Definitive answers to all questions

Static responsibilities

Could provide Clear team

visions Clear team

mission & values Clear roles &

accountabilities Ways of working

with each other Clear

Competencies Clear Behavioural

expectations

• Building a strong multi-cultural team

• Fostering cultural intelligence to prevent conflicts and misunderstandings

• Motivating staff from different cultures

• Dealing with poor performance across borders

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1. Shared, very clear purpose

2. Ambitious, motivating goals

3. Mutual accountability

4. Strong social cohesion

5. Willingness to challenge others

6. Diverse talents

7. Leadership and followership

These are all important, but …..

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Fostering Cultural Intelligence

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Communication

The No.1 difference that makes the difference for High Performing Teams

Fostering Cultural Intelligence

1. Shared, very clear purpose

2. Ambitious, motivating goals

3. Mutual accountability

4. Strong social cohesion

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5. Willingness to challenge others

6. Diverse talents

7. Leadership and followership

Communication

Fostering Cultural Intelligence

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Filters • Stories/Memories

• Language • Values & Beliefs

• Decisions • Expectations • Behavioural

Preference Patterns

Outside Events Other

people’s actions

State (mood,

emotions, body

language) Behaviour Results

Fostering Cultural Intelligence

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What is important

& not important

What to do & not

to do

How to behave &

not to behave

How to say things &

not to say things

What is acceptable

& not acceptable

What is right & what is wrong

Who we are & who we are not

What we like & what

we don’t

Who we trust & who we

don’t

Stories, Memories,

Beliefs Values

Values & Beliefs

Language

Values & Beliefs

Behavioural Pattern

Preferences

Values & Beliefs,

Decisions

Values & Beliefs

Values & Beliefs,

Decisions

Fostering Cultural Intelligence

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Cultural Intelligence is “the capability to function effectively in intercultural settings”

(Source - Article: Sub-Dimensions of cross-cultural intelligence)

and most of it is Communication

Fostering Cultural Intelligence

1. Self

Awareness

2. Other

Awareness

3. Situational Awareness

• Training for Managers

– Values

– Behavioural Patterns

– Language

• Workshops

– Team Mission

– Team Values – what is important to us…and to me…

– Team Behaviours – how do we interact with each other

– Days in the life of ….

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Fostering Cultural Intelligence

• Building a strong multi-cultural team

• Fostering cultural intelligence to prevent conflicts and misunderstandings

• Motivating staff from different cultures

• Dealing with poor performance across borders

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Motivators for Performance 1. Values 2. Behavioural

Preference Patterns

Motivating Staff from different cultures

Examples • Towards vs Away from • Internal vs External • Sameness vs Difference

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• Objectives vs Targets

• Team Behaviours vs Expectations

Towards vs Away From

• Self motivated vs feedback

• Sharing success stories & celebrating

Internal vs External

• Focus on what is or can be made certain

• Focus on evolution rather than volatility

Sameness vs Difference

Co

mm

un

icat

ion

• Building a strong multi-cultural team

• Fostering cultural intelligence to prevent conflicts and misunderstandings

• Motivating staff from different cultures

• Dealing with poor performance across borders

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Key Issues

• Unclear expectations

• Addressed too late

• Lack of mutual understanding

• Lack of Feedback Competencies

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Dealing with Poor Performance

• Performance management happened in ‘daily’ conversations

• Staff recognised their own poor performance

• Managers felt empowered to have performance conversations early

• Staff in wrong role could be easily identified

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Clear competencies & expectations

Feedback Models

Understanding of Motivating Factors

Dealing with Poor Performance

To connect with Bettina Pickering, contact her on

e-mail: bettina.pickering@aronagh.co.uk

or through

Linkedin: www.linkedin.com/in/bettinapickering

Facebook: www.facebook.com/AronaghLtd

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• Words that change minds, Shelle Rose Charvet, 1997

• The three laws of Performance, Steve Zaffron & Dave Logan, 2009

• Cultures and Organizations, Geert Hofstede, Gert Jan Hofstede, Michael Minkov, 2010

• Riding the Waves of Culture, Fons Trompenaars, Charles Hampden-Turner, 1997

• The Culturally Intelligent Team: The Impact of Team Cultural Intelligence and Cultural Heterogeneity on Team Shared Values, Wendi L. Adair, Ivona Hideg, and Jeffrey R. Spence, Journal of Cross-Cultural Psychology, 44(6) 941–962, 2013

• The Wisdom of Teams, Jon Katzenbach and Douglas Smith, 1993

• CQ: Sub-dimensions of Cultural Intelligence, Dyne, Ang, Ng et al, Social and Personality Psychology Compass, 295-313, 2012

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