Learning Objective: To improve the capacity to understand and negotiate around business and cultural expectations to increase interpersonal effectiveness
Executive manners refer to professional and corporate expectations. Cultural competence includes the capacity to apply and adapt executive manners in a wide variety of settings and cultures. We all make occasional cultural and business missteps and will likely agree that a better understanding of appropriate practices helps protect and enhance our image. There are bad manners that can be avoided with awareness and education. This session is designed for both new and seasoned professionals to gain an understanding of new ways to attract diverse talent, influence customers, and maximize interpersonal effectiveness.
At the end of this seminar, participants will be able to:
a. Identify and explore common business etiquette mistakes.
b. Explore global cultural practices and blunders made by professionals.
c. Identify personal and professional expectations based on cultural experiences.
d. Explore opportunities to learn more about executive manners and cultural competence.
Business Cultural Competence and Etiquette: Understanding Culturally Sensitive Executive Manners
1. THE NEW IQ DIVERSITY AND INCLUSION TRAINING
ENGAGE, INCLUDE, AND EMBRACE ALL
2. • Objectives
• Define Diversity
• Identify Social Biases
• Define Inclusion
• Five Inclusive Habits
• Understand Perceptions
• Generational Differences
Topics of Discussion
3. • To better understand, harness, and leverage the power of
the unconscious mind, and leverage inclusive intelligence
for engagement, innovation, and collaboration.
• Increase understanding, insight, and self awareness
about one's own behavior and its impact on others,
including the ways in which others interpret one's
behavior.
Objective
5. • What does diversity mean to you?
• Why is diversity important?
Diversity is…
• Diversity is defined as any relevant mixture
of difference that helps achieve the mission
9. What makes us different:
Genes
Environment
Unique Experiences
10. Unconscious Bias
Unconscious bias happens when our brain makes incredibly
quick judgments and assessments of people and situations
without us realizing. Our biases are influenced by our
background, cultural environment, and personal
experiences.
18. The degree to which an individual perceives that he or
she is an esteemed member of the work group through
his or her needs for belongingness and uniqueness.
Inclusion is…
19. Three Rules of Inclusive Leadership
Rule 1: Get out of your comfort zone
Rule 2: Respect others perspectives
Rule 3: We are smarter together
21. Act of Inclusion
• If you do not intentionally, deliberately, and proactively include, you will unintentionally
exclude.
• Who can you afford to exclude from your team?
22.
23. Traditionalist (1925-1945)
“Work First”
Children should be seen and not heard
Desire to leave a lasting legacy
Duty before pleasure
Dedication and sacrifice
Prefer communication in writing
Feedback need: low
24. Baby Boomers (1946-1964)
“Live to Work”
Workaholics
Excelling in their career is important
Prefer telephone or face-to face
communication
Spend “quality time” with children
Competitors
Feedback need: medium
25. Generation X (1965-1980)
“Work to Live”
Grew up as day-care children or as
latchkey
Prefer electronic communication
Expect their careers to keep moving
forward or they will leave
Challenge the system
Feedback need: high
26. Generation Y (1981 - 2000)
“Live, then Work”
Prefer instant or text messaging (Tech-
Savvy)
Entitled with high expectations
Confident
Respect for diversity
Feedback need: very high
“We want it all, now”