Managing staff performance in an international environment. overview of the challenges of effectively managing performance across borders and cultures, share practical insights and actions that you can take to manage and improve cross border and cross cultural performance in your organisation. The presentation addresses issues regarding expats, international project team dynamics and cross border line management, you will have an opportunity to ask questions at the end.
What you will learn :
•The one surprising key factor to building a strong multi-cultural team
•Key elements on how to fostering cultural intelligence to prevent conflicts and misunderstandings
•How to use values to motivating staff from different cultures
•Tips on how to deal with poor performance across borders
2. 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
3. •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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4. 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
6. 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
7. •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
9. •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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10. 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
12. 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
16. •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
17. •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
Communication
20. •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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21. Key Issues
•Unclear expectations
•Addressed too late
•Lack of mutual understanding
•Lack of Feedback Competencies
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Dealing with Poor Performance
22. •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
23. 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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24. •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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