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DBVC Coaching-Kongress Global Executive Coaching
Wiesbaden October 20th 2012
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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. Barnlund, 1975
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“Global” is the Future…
According to Harvard Business, 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, 2007.
Corporate Leadership Council Executive Inquiry • March 2000 The New Global Assignment Developing and Retaining Future Leaders of the Global Enterprise
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Results-Behavior-Grid
Behavior
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Results-Behavior-Grid
Behavior
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Results-Behavior-Grid
Behavior
Res
ult
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Entrepreneur-ship
Emotional Leadership
Competence
Lightness
Senior Executive Presence
Leadership Competences
Governance Vision
Perspectives Flexibility Humor
Drive
Execution
Determination
Balance
Empathy
Openness
Stability
Creativity
Political Intelligence
Relaxed Awareness
Acknowledgment Resolution
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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.
The Conference Board: Developing Global Leaders Enhancing Competencies and Accelerating the Expatriate Experience by Robert J. Kramer, 2005
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Developing “Global” Executives
The Conference Board: Developing Global Leaders Enhancing Competencies and Accelerating the Expatriate Experience by Robert J. Kramer, 2005
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Five Imperatives for “Global” Leadership
1. Accurate Interpretation • of events and behaviors by counterparts from other
cultures 2. Cultural Self-Knowledge
• Being 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
• Building trust with colleagues across mindsets and values
Ernest Gundling: “Working GlobeSmart”, New York, 2010
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Perceive, analyze and decode
Accurately identify
effective managerial action
Possess behavioral flexibility and discipline to
act appropriately
Global Coaching Model, Bird & Osland
Adapted from Allan Bird and Joyce Osland. 2004. “ Global Competencies: An Introduction, In Lane, Maznevski, Mendenhall and McNett (eds)., Blackwell’s Handbook of Global Organizing. P.66.
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Intercultural Conflict Triangle
Organizational Context
Personal Context
Meaning Making
Country Culture Context
Inputs: Hidden messages, sarcasm, language translation barriers
Outputs: Conflicts, confusion, misinterpretations, faux pas, etc.
Sources of Intercultural Conflicts
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Misunderstanding
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Appendix
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Cultural Complexity of Coaching Global Executives
High
Medium
Low
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Amerikanische Kulturstandards
Gleichheitsdenken Handlungsorientierung (“just do it”) Gelassenheit (“easy going”) Leistungsorientierung Individualismus Bedürfnis nach sozialer Anerkennung Interpersonale Distanzminimierung Zwischengeschlechtliche Beziehungsmuster Patriotismus
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Trust
Reliability Sincerity Competence Connection Mutual Respect
Conditions of satisfaction Background of shared obviousness
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Questions? Comments?
Stefan Matthies (Senior Coach DBVC) [email protected] www.mitcc.com