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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 
(c) Aronagh Ltd 2013 
2 
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 
(c) Aronagh Ltd 2013 
3
Some definitions 
•“Software of the mind” or “mental programming” (source Hofsteede) 
•“Common patterns of thinking, feeling and acting” (source Social Anthropology) 
(c) Aronagh Ltd 2013 
4 
Types of Culture 
•National 
•Regional 
•Company 
•Department 
•Team 
•Project 
•Family 
•Individual 
Building Strong Multicultural Teams
(c) Aronagh Ltd 2013 
5 
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 
(c) Aronagh Ltd 2013 
6 
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 
(c) Aronagh Ltd 2013 
7 
Building Strong Multicultural Teams
(c) Aronagh Ltd 2013 
8 
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 
(c) Aronagh Ltd 2013 
9
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 ….. 
(c) Aronagh Ltd 2013 
10 
Fostering Cultural Intelligence
(c) Aronagh Ltd 2013 
11 
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 
(c) Aronagh Ltd 2013 
12 
5.Willingness to challenge others 
6.Diverse talents 
7.Leadership and followership 
Communication 
Fostering Cultural Intelligence
(c) Aronagh Ltd 2013 13 
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
(c) Aronagh Ltd 2013 
14 
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
(c) Aronagh Ltd 2013 
15 
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 …. 
(c) Aronagh Ltd 2013 
16 
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 
(c) Aronagh Ltd 2013 
17
(c) Aronagh Ltd 2013 
18 
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
(c) Aronagh Ltd 2013 
19 
•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
•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 
(c) Aronagh Ltd 2013 
20
Key Issues 
•Unclear expectations 
•Addressed too late 
•Lack of mutual understanding 
•Lack of Feedback Competencies 
(c) Aronagh Ltd 2013 
21 
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 
(c) Aronagh Ltd 2013 
22 
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 
(c) Aronagh Ltd 2013 
23
•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 
(c) Aronagh Ltd 2013 
24

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Aronagh managing performance hr forum pakistan 28112013_final

  • 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 (c) Aronagh Ltd 2013 2 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 (c) Aronagh Ltd 2013 3
  • 4. Some definitions •“Software of the mind” or “mental programming” (source Hofsteede) •“Common patterns of thinking, feeling and acting” (source Social Anthropology) (c) Aronagh Ltd 2013 4 Types of Culture •National •Regional •Company •Department •Team •Project •Family •Individual Building Strong Multicultural Teams
  • 5. (c) Aronagh Ltd 2013 5 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 (c) Aronagh Ltd 2013 6 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 (c) Aronagh Ltd 2013 7 Building Strong Multicultural Teams
  • 8. (c) Aronagh Ltd 2013 8 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 (c) Aronagh Ltd 2013 9
  • 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 ….. (c) Aronagh Ltd 2013 10 Fostering Cultural Intelligence
  • 11. (c) Aronagh Ltd 2013 11 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 (c) Aronagh Ltd 2013 12 5.Willingness to challenge others 6.Diverse talents 7.Leadership and followership Communication Fostering Cultural Intelligence
  • 13. (c) Aronagh Ltd 2013 13 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
  • 14. (c) Aronagh Ltd 2013 14 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
  • 15. (c) Aronagh Ltd 2013 15 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 …. (c) Aronagh Ltd 2013 16 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 (c) Aronagh Ltd 2013 17
  • 18. (c) Aronagh Ltd 2013 18 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
  • 19. (c) Aronagh Ltd 2013 19 •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 (c) Aronagh Ltd 2013 20
  • 21. Key Issues •Unclear expectations •Addressed too late •Lack of mutual understanding •Lack of Feedback Competencies (c) Aronagh Ltd 2013 21 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 (c) Aronagh Ltd 2013 22 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 (c) Aronagh Ltd 2013 23
  • 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 (c) Aronagh Ltd 2013 24