Delft University Graduate School - Leadership challenge plus bonus slides
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Handout to the one day workshop on Personal Leadership, Leading without a title (but with passion and purpose) and Leading High Performance teams with diversity.
Transcript of Delft University Graduate School - Leadership challenge plus bonus slides
Gustaaf Vocking Ø Master of Econometrics
Ø Bachelor of Business informa7on science
Ø Psychology and post Doc didac7c skills Ø Execu7ve MBA
Ø Entrepeneur since age of 15 Ø Management Trainer/Coach/Consultant
Ø Leadership/Communica7ons/Brain skills
Ø Managers/Professionals/Experts
Ø Europe & USA Ø 10 days per year for students Ø >10.000 students trained
Nathalie Soeteman Ø Master of Law
Ø Post Doc Change management
Ø Cer7fied Coach
Ø Social Business Change manager
Ø Social media expert & key note speaker
Ø Management Trainer/Coach/Consultant
Ø Leadership/Communica7ons/Social Business
Ø Managers/Professionals/Experts
Program
Leading with passion and posi7vity, without a 7tle or formal power
Personal Leadership
Working in (culturally) diverse teams
Program
Leading with passion and posi7vity, without a 7tle or formal power
Personal Leadership
Working in (culturally) diverse teams
The five things we can’t change And the happiness we find by embracing them
1. Everything changes and ends.
2. Life is not always fair.
3. Things do not always go according to plan.
4. Pain is a part of life.
5. People are not loving and loyal all the time.
Sweet spot check up
Sweetspot
1
2
3
4
5
6 7
1. Self-‐sacrificing 2. Disappointed 3. Self-‐indulgent 4. Unappreciated 5. Frustrated 6. Disengaged 7. Fulfilled
Program
Leading with passion and posi7vity, without a 7tle or formal power
Personal Leadership
Working in (culturally) diverse teams
Program
Leading with passion and posi7vity, without a 7tle or formal power
Personal Leadership
Working in (culturally) diverse teams
What is a culture?
• Culture is the "lens" through which you view the world.
• It is central to what you see,
• How you make sense of what you see,
• How you express yourself.
What is different? 1. Communica>on Styles 2. ABtudes toward conflicts 3. Decision making style 4. Approaches to knowing
Hidden below the surface? 1. Beliefs 2. Values 3. Expecta>ons 4. ABtudes
Four Fundamental PaPerns of Cultural Difference
37
[email protected] Twi:er: GustaafVocking LinkedIn: Gustaaf Vocking
“The reasonable person adapts himself to the world, while the unreasonable one persists in
trying to adapt the world to himself”
Addi7onal resources
Geert Hofstede Webinar of 65 minutes: hep://www.sietareu.org/ac7vi7es/webinars Hofstede culture dimensions per country: hep://geert-‐hofstede.com/countries.html
Effec7ve communica7on?
Effec@ve Speaking
Effec@ve listening Understanding people’s percep@on
Elements of communica7on Verbal CommunicaBon Ø Words Ø Voice Non-‐Verbal CommunicaBon Ø Gestures Ø Postures Ø Facial Expressions Ø Eye Contact Ø Vocal Characteris@cs Ø Personal Appearance Ø Touch
Cross Culture Communica7on
Intercultural Communication is the process of sending and receiving messages between people whose cultural background could lead them to interpret verbal and non-verbal signs differently.
High Context and Low Context Cultures
High Context Cultures: rely heavily on non-verbal and subtle situational cues in communication. Low Context Cultures: rely heavily on words to convey meaning in communication.
On 7me…
In some cultures, looking people in the eye is assumed to indicate honesty and straighjorwardness; in others it is seen as challenging and rude.
Source: Cultural Antropolgy 2nd editon
Eye Contact
In some cultures, looking people in the eye is assumed to indicate honesty and straighjorwardness; in others it is seen as challenging and rude.
In USA, the cheapest, most effec>ve way to connect with people is to look them into the eye.
Most people in Arab culture share a great deal of eye contact and may regard too liele as disrespecjul.
In English culture, a certain amount of eye contact is required, but too much makes many people uncomfortable.
In South Asian and many other cultures direct eye contact is generally regarded as aggressive and rude.
1. Ethnocentrism : Inability to accept another culture's world view; "my way is the best."
2. DiscriminaBon : Differen@al treatment of an
individual due to minority status; actual and perceived; e.g., "we just aren't equipped to serve people like that."
3. Stereotyping : Generalizing about a person while
ignoring presence of individual difference; e.g., "she's like that because she's Asian – all Asians are nonverbal."
Blocks to Cultural Communica>on
Blocks to Cultural Communica>on
4.Cultural Blindness: Differences are ignored and one proceeds as though differences did not exist; e.g., "there's no need to worry about a person's culture
5.Cultural ImposiBon: Belief that everyone should conform to the majority; e.g., "we know what's best for
you, if you don't like it you can go elsewhere.” 6.Tone Difference : Formal tone change becomes embarrassing and off puTng in some cultures.
DEVELOPING CROSS CULTURAL COMMUNICATION SKILLS
"Tact is the ability to describe others as they see themselves.“ – Abraham Lincoln
Skills To Overcome Differences
"To handle yourself, use your head; to handle others, use your heart." – Donald Laird
TEN Pre-‐cauBons in Cultural CommunicaBon
1. Slow Down 2. Separate Ques>ons 3. Avoid Nega>ve Ques>ons 4. Take Turns 5. Write it down 6. Be Suppor>ve 7. Check Meanings 8. Avoid Slangs 9. Watch the humor 10. Maintain E>quePe
Trompenaars Dilemma thinking
Step 1: Determine dilemma duali@es and dilemma owner.
Step 2: Clarify: stakeholders, posi@ons, norms, values and beliefs.
Step 3: Synergize paradoxal paradigms through common
interests and goals.
Winnning trust through credibility
1. Integrity
2. Intent
3. Capability
4. Results
Ra>onal phase
Anihila>on through self sacrifica>on Anihila>on of enemy
Limited damage doing
Threathening Damaged self image
Image and coali>ons
Deeds Debate
Glasl Conflict ladder
Toughening
Emo>onal phase
BaPle
phase
Program
Leading with passion and posi7vity, without a 7tle or formal power
Personal Leadership
Working in (culturally) diverse teams
(c) [email protected] 91
Leadership language: don’ts Ø Uncalled for masking
“really”, “maybe”, “or something”, “possibly”, tec.
Ø Depersonifying “you” in tead of “I”, “someone”/”people” instead of the person referred to
Ø Time shiqing “I had the idea…” instead of “I propose...” “We could some7me try…” instead of “Let’s...”
Ø Vague-‐ify Unclear, irrelevant and/or incomprehensible stories
Ø Too nega7ve too liele posi7eve langauage too liele enhusias7c words
too much focus on problem (instead of solu7ons)
Leadership language: do’s
ü Short ü Relevant ü Concrete ü Enthusias7c ü Ac7ve ü Complete ü (In the) now ü Invi7ng ü Thought provoking ü Inspiring ü Problem solving ü Improving
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