Global Workforce 2020Leveraging Multicultural &

Multigenerational Workforces for ROI & Shared Purpose.

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Executive Next Practices Institute

.

Next Practices

Ideas, processes, concepts and solutions that move you beyond the “status

quo”.

Not “how are others doing it best” but rather, “where do we go from here that

represents a true, fundamental shift in

value”…

5 Steps to NEXT

• Articulate the mountaintop

• Optimal way, not legacy way

• Break it for breakthroughs

• Contextual IQ

• Engage and align for execution

March 4- Customer Centricity-

High Net Worth & Global Trends

OC- Taco Bell HQ# 1 Marketing Book

Worldwide 2015Chairman Linden BrownAnd Top Brand Leaders

Retaining Top Talent and BuildingTeam Support for Your

Multi-Cultural Organization – The ICANN Perspective

Ashwin Rangan & Pallavi Ridout

The Internet – What’s happening there?

• ~7.5B people in the world, growing at ~2% p.a.

• ~2.5 to 3B people connected to the Internet daily today

• ~7.5B mobile connections today

• ~2.5B MORE people expected to connect in next 7 years

• ~90% of them expected from Asia and Africa

• ~80% of them will access the Internet via Smartphones

• ~20B machines are expected to connect by 2016

• Estimates are that this could be 50B machines by 2020

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The Internet is growing up…fast

From 22 to over 500 global Top Level Domains (gTLDs)

Very interesting new market dynamics are starting to emerge

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What is ICANN?

The Internet Corporation for Assigned Names and

Numbers (ICANN) is a global multistakeholder, private

sector-led organization that manages Internet

resources for the public benefit

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ICANNcoordinatesthe top-level of the Internet'ssystem of unique

identifiersvia global, multistakeholder, bottom-upconsensuspolicy

processesand the implementation of the outcomeof those processes.

Established in 1998 as not-for-profit by US Department of Commerce

Most visible aspect is the global Domain Name System

Dramatic growth since early 2013:

22 to ~500 Top Level Domains plus 300 country codes

“Stakeholder” refers broadly to anyone who has an interest in the

Internet

Within ICANN, stakeholders include:

The multistakeholder community functions on bottom-up consensus

building which, by design, is resistant to capture due to the openness,

diversity and equal division of authority among participants

ICANN’sprivate sector-led multi-stakeholder community supportsthe successof

the Internet ’sDNS

What is the multistakeholder community?

Large and

small

businesses

Civil societyResearchers

and academicsEnd usersGovernments

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Technical

community

ICANN’s Global Multistakeholder Community

In the same way the Internet is a network of networks comprised of computers and

devices, the ICANN community is a community of communities comprised of people and

organizations

Business

Government & Governmental

Organizations

Civil Society

Domain Name

Industry

Internet Users

Academic

Technical

• Private-sector companies

• Trade associations

• National governments

• Distinct economies recognized in

international fora

• Multinational governmental and treaty

organizations

• Public authorities (including UN agencies

with a direct interest in global Internet

Governance)

• Non-governmental Organizations

•

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Non-profits

• Non-commercial Users

• Think Tanks

• Charities

• Registries

• Registrars

• Domain organizations

• Protocol

de• Equipment

velopers and

software

developers

• Network operators

• Technical researchers

• Academic leaders

• Institutions of higher learning

• Professors

• Students

ICANN – The people story……

2 Africa

.

4 Europe

1 NorthAmerica

1 LatinAmerica/ Caribbean Islands

Asia/Australia/ Pacific Islands

oTotal staff – 338

oNo of Hub offices – 3

oNo of Engagement offices – 6

oNo. of Countries with Staff Presence – 29

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International

85 staff members

dispersed globally

33%53%Women

178 women &

160 Male staff members

22%Remote staff

Remote staff who work

out of their home offices

ICANN – The people story……

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Motivation and engagement…. an every day occurrence

Autonomy

Mastery

Purpose

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Meeting Unique Staff needs

Connectivity

Personalized Skype accounts w/ Skype credit

Laptops for all staff

24/7 technical support

Access to remote participation tools such as Adobe Connect

Remote office set up regardless of level

What’s up calls

Benefits

Globally competitive benefits- unique to each

region

Twice a year at-risk rewards for performance

Fruits, cheese, flowers, walks, and more….

Learning & Development

Internal mobility and career growth

24/7 access to online learning platforms (soft

skills, technical skills, languages, countries

and cultures)

Live Instructor led sessions – 2 hours – all

time zones

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What are NEXT practices?

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• What if work gets done by non employees who are not

compensated?

• Is physicality a determinant of success?

Thank You and Questions

| 21

Building Collaboration and Harmony in a Multi-Cultural Workplace

Presented by Valerie Bath

President, Cultural Business Consulting, Inc

Executive Next Practices Institute

February 11, 2016

• Define culture and its business impact.

• Identify three key cultural differences.

• What are your personal cultural preferences?

• Build strategies for effective multicultural leadership.

Agenda

Navigating cultural differences

Behavior

Body Language

Customs

Words

Visible

Values

Ways of thinking

Expectations

Preferred Processes

Beliefs

Invisible

25

Demographic themes shaping US regional cultures

Light Blue = Germany Yellow = Scots Irish Indigo = ItalyPink = Mexico Orange = Indigenous Purple = Africa

Ancestry reported by US census with largest population by county

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Expectations

How do you generally prefer to:

• Collaborate?

• Get tasks done?

• Manage others?

• Be managed?

• Build relationships?

How might your style be different from the preferences of your colleagues from other

cultures?

Egalitarian Hierarchy

Individual Group

Direct Indirect

Competitive Cooperative

Task Relationship

Fixed Time Dynamic Time

Instrumental Expressive

Informal Formal

Private Public

Control (Internal) Constraint (External)

Inductive Deductive

Single-Focus Multi-Focus

Results Process/Interaction

“Live to Work” “Work to Live”

Universal Particular

Doing Being

Linear Thinking Systemic Thinking

Flexibility Order

Cultural Differences

NL US BR IN CN JP

• Hofstede: major comprehensive study of how culture influences values.

• View differences along continuum.• Predict and manage communication gaps.• Leverage diversity for more effective

collaboration.

Collaborating Across Differences

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MX

Val Rani

Collaborating Across Differences

Leadership Styles

Hierarchy/StatusEgalitarian

• Leader seen as a guide and equal• “Hands off” approach: leader allows

individuals to work independently

• Leader seen as an authority figure• Leader is highly involved in teams,

and subordinates’ projects

NL US UK SP MX IN CH JP

What is your leadership style?

Question 1 point

A. A good leader should have the most knowledge and experience on the team, and has answers to all /most of my questions.

B. A good leader should be able to guide, develop, and encourages collaboration on the team, and doesn’t have to have the answers.

Question 2 point

A. I respect leaders senior to me by deferring to them, and don’t contradict them.

B. I feel comfortable disagreeing openly with leaders senior to me.

Question 3 point

A. I feel more comfortable if a senior leader is older, over the age of 35.

B. I think anyone, no matter what age, should be promoted if they have the right skills and experience for the job.

Question 4 point

A. It’s better to respect and obey your parents than do what you want in the moment.

B. It’s better to follow what you want and risk your parents’ disapproval.

Question 5 point

A. A good leader is one who frequently checks how I’m doing on a task.

B. A good leader is one who assigns a task to me, then leaves me alone to do it.

A = add 1 point / B = subtract 1 point

© Kendra Carpenter, Cultural Business Consulting

Question: What is your style preference?

Leadership Style

Mostly

Egalitarian

Somewhat

Egalitarian Both Hierarchical Mostly

Hierarchical

Egalitarian Hierarchy/Status

-4 4-3 -2 -1 0 1 2 3 5-5

Collaborating Across Differences

Accountability

Group-oriented / Interdependent

Individualistic / Independent

• Harmony valued• Indirect, relationship-focused• Interdependent thinking: “We”• Identity in who you are • Group work

• Self-expression valued• Direct, task-focused• Independent thinking: “I”• Individual work• Identity in what you do

US UK NL MX IN CH JP

Question: What is your individual role?

© Kendra Carpenter, Cultural Business Consulting

What are your preference for accountability?

Question 1 point

A. I prefer to be a member of a team that is recognized for it’s achievements.

B. I prefer to be rewarded based on my individual achievements.

Question 2 point

A. I prefer to consult my colleagues for help or advice on tasks I’m involved with.

B. I prefer to work independently and usually don’t ask for help or advice.

Question 3 point

A. My responsibility is to my team.

B. My responsibility is to myself.

Question 4 point

A. I would hire someone referred by a friend rather than a qualified stranger.

B. I would hire someone who had the right qualification and experience for the job.

Question 5 point

A. I usually seek out and eat lunch with my colleagues.

B. I sometimes eat lunch by myself, sometimes at my desk.

A = add 1 point / B = subtract 1 point

© Kendra Carpenter, Cultural Business Consulting

Question: What is your style preference?

Individualistic / Independent

Group-oriented / Interdependent

Accountability

Mostly

Individualistic

Somewhat

Individualistic

Both Somewhat

Group-oriented

Mostly

Group-oriented

-4 4-3 -2 -1 0 1 2 3 5-5

Collaborating Across Differences

Communication Style

IndirectDirect

A B

• Believe in “getting to the point”• Directness viewed as saving time

• Able to read non-verbal cues of communication

• Indirectness seen as protecting relationship

GER US UK SP MX IN CH JP

© Kendra Carpenter, Cultural Business Consulting

Collaborating Across Differences

Communication Style

IndirectDirect

GER US UK SP IN CH

RudeAggressiveUncaring of feelings

Hiding somethingNot getting to the point

Untruthful

Maintain good relationshipSave time

Maintain good relationshipSave face and protect feelings

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JPMX

Hidden Values: What’s Going On?

Craig: I need the new proposal by Friday end of business day. Can your team complete it by then?

Nidhi: Yes, we’ve been working very hard on it.

Craig: Please include Ashwin on the project as well, if you need an extra resource to make it happen.

Nidhi: Yes, he is quite good. He has been quite busy with testing and finalizing the changes.

Craig: Good, talk to you on Friday then.

Nidhi: Sure.

Communication Style What strategies can you use to bridge the gap?

CommunicationStyle

Preference:Direct

and explicit

Preference:Indirect and implicit in many situations; direct and explicit

at higher levels

Culture A Culture BIssue/Dimension

Strategy:Share your real ideas

when asked for feedback, even if it is negative

Strategy:Ask open-ended questions about project challenges,

rather than yes/no questions

Case Study: Realistic communicationWhat actions can make multicultural teams more effective?

Direct StyleAction Steps for Bridging:

Examples of open-ended questions:• “How many days and what

additional resources does your team need”

• “What are the obstacles you anticipate?”

Indirect StyleAction Steps for Bridging:

Examples for sharing negative feedback:• “We are facing a number of

obstacles that could delay the project”

• “We need additional resources beyond what Ashwin is able to deliver”

How does the Direct/Indirect Style Impact You?Task/Relationships Orientation, Individual/Group Work, Communication Expectations

Expectations

How do you generally prefer to:

• Collaborate?

• Get tasks done?

• Manage others?

• Be managed?

• Build relationships?

How might your style be different from the preferences of your colleagues from other

cultures?

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Diversity in Organizations

Types of Organizations

Multicultural - The organizational culture values differences.

Plural - Has a diverse workforce and takes steps to be inclusive and respectful of differences, but where diversity is tolerated rather than valued.

Colorblind – Disregards cultural differences, and emphasizes assuming a unifying, superordinate identity

Monolithic – homogeneous

Colorblind Ideology at Work

“We are committed to creating an inclusive environment – one that is progressive, flexible, and values the individualcontributions of all of our people.”

– Ernst &Young

Effects of Colorblind Approach

• Dominant model for diversity in mainstream American culture (Plaut & Markus, 2007)

• Perceived as inclusive for majority group members (i.e., Whites) not minorities

• Perceived to devalue racial differences, frustration and conflict ensues in organizations (Chrobot-Mason & Thomas, 2002)

Multicultural Ideology at Work

“Will diversity ever be “finished” at Deloitte? Will there ever be a day when we interact with each other in total disregard to race or ethnicity? We hope not. Diversity is not about erasing differences – it’s about benefitting from

them.”

– Deloitte

Effects of Multicultural Approach

• Organizations employ strategies to emphasize diversity

• Perceived as inclusive of minorities (i.e., African Americans) but not non-minorities (Mannix

& Neale, 2006; K. M. Thomoas, 2008)

• Produces skepticism and resentment on the part of some groups (i.e., Whites) (Plaut, Sanchez-Burks,

Buffardi & Stevens, 2007)

Toward an All-Inclusive Workplace(Stevens, Plaut & Sanchez-Burks, 2008; Purdie-Vaughns, Steele, Davies & Crosby, 2006)

• Communication and Language

– Select words in organization’s diversity materials (e.g., mission statement, corporate brochures) that communicate inclusion of all employees (not just minorities)

• Organizational Structures and Policies

– Create diversity task forces, councils, and resource groups that include minorities and nonminorities

Toward an All-Inclusive Workplace(Gaucher, Friesen & Kay, 2011; Apfelbaum, Pauker, Sommers & Ambady, 2010;

Armstrong, Flood, Guthrie, Liu, MacCurtain & Mkamwa, 2010; Castilla, 2015)

• Recruitment, selection and promotion transparency

– Monitoring and public reporting of hiring practices and salary rates creates accountability

– Regular reviews of hiring, mentoring and promotion criteria to ensure fairness and equality

Diversity-Related Problems, Proposed Solutions and Policy Recommendations

(Galinsky, Todd, Homan, Phillips, Apfelbaum, Sasaki, Richeson, Olayon & Maddux, 2015)Problem Proposed Solution Example Policy Recommendations

Group homogeneity may breed narrow

mindedness, groupthink

Increase diversity in groups to spur

deeper information processing and

complex thinking

Policies that ensure work groups are

diverse in various dimensions (i.e., race,

gender, age)

Biased recruitment, selection and

promotion procedures prevent a diverse

workforce

Reduce explicit and implicit bias and

increase opportunities through

accountability and transparent

procedures and reporting

Recruitment policies that promote the

accurate description of qualifications but

eliminate language that can dissuade

members of underrepresented groups

from applying

Diversity can increase resistance,

mistrust, and conflict

Promote inclusive multiculturalism and

perspective taking to make effective use

of diversity

Policies that ensure that mentorship

programs are inclusive by stressing the

need to support both minority and

majority groups

© copyright 2011

MILLENNIALS AT WORKLeading the 21st Century Workforce

www.chipespinoza.com • (949.278.5956)

Espinoza, Ukleja, and RuschChip Mick Craig

Espinoza and Miller

Chip Peter

Espinoza and Schwarzbart

Chip Joel

www.chipespinoza.com

The Generations at a Glance

• The Builders/Silents/Traditionals (1926-1945)

• The Baby Boomers (1946-1964)

• Generation X (1965-1982)

• The Millennials (1983-2001)

www.chipespinoza.com • (949.278.5956)

The Millennial Story

The Discussion About Millennials

Recruiting Millennials

On-boarding Millennials

Managing Millennials

Millennials in the Leadership Pipeline

Putting Millennials In Charge

www.chipespinoza.com • (949.278.5956)

• The most critical aspect of integrating Millennials is the

quality of relationship between managers and Millennials.

• The greatest asset you have acquired as a company is

knowledge and it is your biggest investment. Tacit knowledge

is only transferred through relationship. Competitive

advantage will result from successfully transferring knowledge

from one generation to another.

• The people with the most responsibility in an organization

have to be the first to adapt.

• My work is to move the discussion about Millennials to how

to create an engaging work environment.

Working with Millennials

www.chipespinoza.com

Biggest Challenges Millennials Face

Challenges

A lack of experience

Not being taken

seriously

Not getting respect

Being perceived as

“entitled”

A lack of patience

Getting helpful feedback

Understanding

expectations

Miscommunication with

older workers

Rigid processes

Proving my value

What Millennials Want

To have more opportunity

To be listened to

To be accepted

To be rewarded for work

To be promoted faster

To know how they are doing

To know what is expected of them

To have a good relationship with older

workers

To have a say in how they do their job

To be recognized

LC

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M

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Source: Chip Espinoza, Ph.D. The Biggest Challenges Millennials Face in the Workplace and What They Can Do About Them

www.chipespinoza.com

• Primarily offspring of the Baby

Boomers generation

• Current ages range from 14 to early

thirties

• Teamwork has been emphasized

throughout their lives

• They have greater access to education

So what’s a Millennial?

www.chipespinoza.com

• 1 in 4 comes from a single-

parent home

• 3 in 5 have working mothers

• Most ethnically diverse

generation

• Closer to parents than

previous generations

So what’s a Millennial?

www.chipespinoza.com

• They are environmentally conscious

• They desire a customer-centric

experience and won’t dial a 1-800

number to get it

• They are brand loyal

• They want their brands to court them

(coupons, etc.)

• They want to be involved in how products

are created for them

• They influence the consumer behavior of

their parents

• They expect brands to give back to

society

Millennials As Consumers

www.chipespinoza.com

Millennials surpassed GenXers as the

largest generation in U.S. labor force in

the first quarter of 2015.

53.5 million-strong

PEW Research, May 2015

www.chipespinoza.com

Throwing their weight around...

0

20

40

60

80

Builders Baby Boomers Generation X Millennials

In M

illio

ns

Population numbers in the U.S.

www.chipespinoza.com • (949.278.5956)

Maslow’s Hierarchy of Needs

Builders

Baby Boomers

Gen X

Millennials

www.chipespinoza.com

Challenged Managers Successful Managers

Talked about how others

needed to change to make it in

the “real world”

Talked about their own need to

change to manage in “today’s

world”

Key difference #1

www.chipespinoza.com

Challenged Managers Successful Managers

Believed there was very little

they could do about their

situation

Believed there was something

they could do about their

situation

Key difference #2

www.chipespinoza.com

Challenged Managers Successful Managers

Punished their subordinates

for challenging them

Allowed their subordinates to

challenge them with new ideas,

processes, etc.

Key difference #3

www.chipespinoza.com

Challenged Managers Successful Managers

Felt that their authority was the

only power they had

Used the power of relationship

vs. the power of position

Key difference #4

www.chipespinoza.com

Challenged Managers Successful Managers

Felt that working with twenty-

somethings made them feel

older

Felt that working with twenty-

somethings made them feel

younger

Key difference #5

www.chipespinoza.com

Challenged Managers Successful Managers

Saw Millennials as a roadblock

to their own success

Saw themselves as the key to

their Millennial employees’

success

Key difference #6

www.chipespinoza.com • (949.278.5956)

Overcoming The Bias of Experience

• The way “I” or “we” did it is the blueprint for everyone else

• Excuses leaders from the adaptive work they need to do

• Leaders who cannot suspend the bias of their experience fail to ask

themselves questions like:

• Why am I bothered by their behavior?

• What threats do Millennial values represent?

• How will I need to change?

• Socio-political events

www.chipespinoza.com • (949.278.5956)

Organizational Bias

• Career advancement

• Organizational structure

• The bias about “voice”

• “It drives me nuts how they come in and immediately start criticizing what we

have been doing.”

• “Isn’t there an unspoken rule that you have to be here a couple of years

before you can talk in a meeting?”

www.chipespinoza.com • (949.278.5956)

What Bias May Hinder An Organization’s Future?

• Policies?

• Work/Life Fusion

• Feedback Process (Reviews)

• Job Rotation

• Organizational Culture?

• Procedures?

www.chipespinoza.com

Challenges When Millennials Transition Into

Management

Source: Chip Espinoza, Ph.D. Millennials Who Manage: How To Overcome Workplace Perceptions And Become A Great Leader

The change in relational dynamics with

peers

Being responsible for the work of

others

Not Being taken seriously

Getting people to listen

Delegating work

Holding people accountable

Motivating others

www.chipespinoza.com

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