「ダイジェスト / Digest」カテゴリーの投稿アーカイブ
In the article “Japanese companies must fuse traditional, foreign ways of working” published 2015, January 06, the Nikkei Asian Review suggests that “in an era of globalization, Japanese companies need to combine the strengths of their traditional business methods with those of the countries they operate in” in order to see their business succeed overseas.
Far beyond the “simple” language barrier, business leaders and managers working in a foreign country often face the difficult challenges to develop a fair understanding of the cultural differences of their local teams, clients, partners, providers… and to use this knowledge to adjust their management and business approaches, while keeping connected with their mother company values and missions.
In this post, DELTANOMIX would like to share a few ideas on how to grow cross-cultural sensibility and leverage effectively the surrounding diversity and differences in order to improve the local operations performance.
- Get exposed, stay open
As early as possible in your career, try to get a maximum exposure to a variety of work situations and environments. Be it through short-term project assignment, international mobility or transversal global initiatives, volunteer as much as possible to opportunities requiring to stretch outside of your regular work environment and culture. In other words, be curious and try new things that will challenge your preconceived views of the world.
When put in a new work context and culture, approach your environment open-mindedly, putting aside the stereotypes you may have. Listen and observe carefully in a first step. What does surprise you? What does shock you? What do you like? What is different from your expectations? Find what works in your new environment that would not work in your culture and vice versa. Try to understand why.
Being open to new experiences and culture is obviously not limited to your professional life! Experience openly different cultures in your personal life as well through friends, travel, community activities, student exchange…
As a manager, also ensure to offer this exposure to cultural diversity to your team members as much as you can. It should thus help them to develop a greater cross-cultural awareness as well which in return should help you to manage them.
- Explore differences constructively
When put on an assignment in a different country as a manager and after your initial observation phase, start asking candid questions on the specific points or topics that surprise you (positively or negatively). Getting the true answers from your new teams will require you to build first a work environment based on mutual trust and understanding, an environment fostering constructive criticism but also where people are aware of their differences and respect them.
As a manager, take every opportunity (casual discussion and formal meetings) to ask for feedbacks and opinions on the on-going team activities and the way those are run; encourage your team members to do the same (depending on the culture and on the individual characteristics of your team members, this may work or not…). Put those feedbacks into perspective: how does it fit the local picture and the global one?
Discuss as well about your understanding and your teams understanding of your role. In other words, ask to your teams how, from their point of view, you can make them even more successful. Also ask them to which extent the global corporate values resonate locally.
- Build on diversity and stay aligned
Then, based on the feedbacks and inputs you have gathered, make sure to clarify with everyone the local mission, your objectives (how you define success for yourself and your teams) as well as the teams and their members goals.
Run a transversal exercise with all your teams to translate the global corporate values into a local mission statement and work charter that everyone will feel closer to. Then ensure that everyone complies with it by clarifying the “Do and Don’t” and by clearly highlighting the promoted behaviours and banned attitudes.
Overtime, stay attuned to any new challenges or conflict, keep fostering healthy debates within your team members while making sure that everyone stays aligned behind any final decision and behind the local mission and values. Improve and adjust your structure where and when necessary to reflect any internal or external changes.
Feel free to share your ideas or feedbacks with DELTANOMIX by sending them to email@example.com. DELTANOMIX also remains available if you are interested in getting deeper details on the above points.
In its article published January 2014 and based on interviews with hundred of chief executives: “Why leadership-development program fails”, McKinsey reveals the 4 most common mistakes leading to failed leadership development programs.
- First mistake: Overlooking context
- Second mistake: Decoupling reflection from real work
- Third mistake: Underestimating mind-sets
- Fourth mistake: Failing to measure results
DELTANOMIX has read this article with the utmost attention and confirms that its approach as described in the “Services” page already cover those 4 points for the delivery of an optimum development program.
Do not hesitate to contact us at firstname.lastname@example.org for any further details.
ダイバーシティーといえば、デルタノミクスのブログポスト「Three words to sustain team performance: Competency, Direction and Diversity」（英語のみ）が助かるかもしれない。
December 2013 Harvard Business Review featured an interesting article by Daniel Goleman (psychologist known for his research introducing and highlighting the importance of Emotional Intelligence in the management and leadership field) called “The Focused Leader” and dubbed “How effective executives direct their own -and their organization’s- attention”.
Looking at the start of the article itself, we could read:
” A primary task of leadership is to direct attention.To do so, leaders must learn to focus their own attention. When we speak about being focused, we commonly mean thinking about one thing while filtering out distractions. But a wealth of recent research in neuroscience shows that we focus in many ways, for different purposes, drawing on different neural pathways—some of which work in concert, while others tend to stand in opposition.
Grouping these modes of attention into three broad buckets—focusing on yourself, focusing on others, and focusing on the wider world—sheds new light on the practice of many essential leadership skills. Focusing inward and focusing constructively on others helps leaders cultivate the primary elements of emotional intelligence. A fuller understanding of how they focus on the wider world can improve their ability to devise strategy, innovate, and manage organizations.
Every leader needs to cultivate this triad of awareness, in abundance and in the proper balance, because a failure to focus inward leaves you rudderless, a failure to focus on others renders you clueless, and a failure to focus outward may leave you blindsided.”
Going through the entire article, we were excited and proud to see that the focus areas for effective leadership suggested by Daniel Goleman were one-to-one matching the 3-cornerstone approach of DELTANOMIX: know, manage and align yourself, your teams and your broader environment. What an indirect recognition of our work!
For busy leaders, simply consult our DELTANOMIX blog post titled “Leader Checkpoint: 9 simple -but not easy- questions” for key questions helping you to grab our core 3-cornerstone concept (English only)
Read the full December 2013 HBR article at: http://hbr.org/2013/12/the-focused-leader/ar/1