Establishing Leadership Credibility on Multi-Cultural Teams

Establishing Leadership Credibility on Multi‐Cultural Teams

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© 2013 ITAP International, Inc. All Rights Reserved.

Presentation ContentsPresentation ContentsMulti‐Cultural Teams

New Team/New Team Leader: Strategies

Leader Newly Promoted from within the Team: Strategies

New Leader for an Existing Team: Strategies

Special Offer ‐‐ Improving Team Performance: Team Assessment (GTPQ)


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Assessment (GTPQ)

Multi‐Cultural TeamsMulti Cultural Teams

• The workplace has become multi‐cultural andThe workplace has become multi cultural and in many cases global.

• To succeed managers need to align their• To succeed managers need to align their strategies with particular cultural orientations.

Th f l i d• The most successful strategies engage and motivate team members who may be “diff ” f h l d“different” from the team leader.


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Team OverviewTeam Overview

• Team members on new teams are curious about the leader’s background, capabilities, expertise, and l d hi t lleadership style.

• Regardless of what cultural background they come from, team members will bring with them expectationsfrom, team members will bring with them expectations about how they hope to be led (their perspective on the qualities and characteristics of an effective leader).

• You can expect to have members of remote teams who have opposing views on the qualities and characteristics of an effective leader.


characteristics of an effective leader.

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Three Team Leader ScenariosThree Team Leader Scenarios

1. Scenario #1: New team leader to a new team (both start together)(both start together)

2. Scenario #2: New team leader who used to be a member of the team (promotion frombe a member of the team (promotion from within the team)

3. Scenario #3: New team leader assigned to a3. Scenario #3: New team leader assigned to a team has been working together under a different team leader


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Culture NotesCulture Notes• INDIVIDUALISM:

b d l d h d d l l k l– Team members and leaders with an Individual Orientation are more likely to want to know what the team leader has accomplished (as an individual)

• POWER DISTANCE:– Team members with a Hierarchical Orientation are more likely to want to y

know about a persons’ academic achievements– Those with a Hierarchical Orientation want a leader to take charge and to be

decisive – Those with a Participative Orientation want to be included and involved in p

problem solving and decision making• ACHIEVEMENT:

– Team members and leaders with a Quality of Life Orientation are more likely to want to know more about a person than just their academic or workto want to know more about a person than just their academic or work achievements and are interested in how they treat people

• CERTAINTY:– Those with a Need for Certainty are comforted by knowing what to expect

from a leader and other team members


from a leader and other team members

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Scenario #1: New Team/New LeaderScenario #1: New Team/New Leader

• Since both you and the team are starting outSince both you and the team are starting out together on this new venture, this is the easiest situation in which to establish your credibility.y y

• Clarifying the team member expectations early on the team formation will prevent issues fromon the team formation will prevent issues from cropping up later. As a team leader you can be assured that there are many variations of cultural yorientations on your team.


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Initially…Initially…Strategies for introducing yourself

Cultural Orientations: These strategies work for those withyourself

• Share some of your background –focus on task achievement– Experience with teams

strategies work for those with…Individual Orientation /

Achievement Orientationp• Number of years/teams• Examples of teams they may

recognize as having accomplished good things

• Leaders who were your mentors• Leaders who were your mentors• Accomplishments and previous

responsibilities on teams– Have a senior leader introduce you

as the new team leader Hierarchical Orientation

– Describe some of the more difficult experiences you had and how you believe you would handle a similar situation on this team

Individual Orientation / Achievement Orientation


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More StrategiesMore StrategiesStrategies for introducing yourself

Cultural Orientations: These strategies work for those withyourself

• Share some of your background –focus on relationship building– What you have learned that teams

strategies work for those with… Quality of Life, Group Orientation

ycan do to be effective (build trust and relationship)

– Allow them to submit personal questions to you in such a way as to provide anonymity (smallto provide anonymity (small groups)

– Tell them things about yourself that they might find interesting (hobbies, favorite books/foods, ( , / ,etc.)

– Provide a graphic such as a flow chart to show who the members are and what responsibilities they have in the team

Need for Certainty Orientation


have in the team

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…More Strategies…More StrategiesStrategies for finding out about the team/team’s work

Cultural Orientations: These strategies work for those withthe team/team s work

• Ask the team to submit their perspectives on the qualities and characteristics of an effective team leader Describe your strengths (and

strategies work for those with… Participative Orientation

leader. Describe your strengths (and areas that need improvement). Make a commitment to grow and learn. Use their answers to frame your approach even if it is contrary to your preferred t l f l d histyle of leadership

• Define the following and communicate them very clearly:

Hierarchical Orientation / Need for Certainty Orientationy y

– Who are the project stakeholders – and the involvement you expect them to have as stakeholders

– Team outcomes/customer requirements– Provide timeframes for deliverables

for Certainty Orientation


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Scenario #2: Leader Newly PromotionScenario #2: Leader Newly Promotion from within the Team

• Use the recommended strategies for new team leadersteam leaders

• Add these…


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Newly Promoted: StrategiesNewly Promoted: StrategiesStrategies for starting out as the newly chosen leader

Cultural Orientations: These strategies work for those withnewly chosen leader

• New team leaders promoted from within may have to contend with “taking charge” rather then “being friends” with former team mates. This is probably one of the more difficult leadership moves

• Be careful to establish quickly that you are the

strategies work for those with… Need for Certainty Orientation

• Be careful to establish quickly that you are the leader

• Be careful not to make any decisions (for example, about who does what) that might be perceived as showing preference to certain team members or ignoring former friends

Hierarchical or Participative Orientation (depending on how you do this)

• Focus on– clarifying tasks to be accomplished and deliverables– giving feedback for achievements and performance

challenges quickly and factually– communicating often and – explaining the rationale for your decisions to the team

b (d b d f )

Need for Certainty Orientation

members (do not be defensive)• You already know what qualities and characteristics

of the previous team leader worked well for team members and you might be wise to emulate these behaviors


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Scenario #3: New Leader for an Existing Team

• New team leader assigned to a team has been e tea eade ass g ed to a tea as beeworking together under a different team leader.

• Leaders inserted into existing teams may have to g ycontend with the attitudes about the previous team leader

• This scenario is the most difficult in some ways because you need to know about the preferences for how the team members like to be led or whatfor how the team members like to be led or what motivates them, and how well the team is functioning


g

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New to the Team: StrategiesNew to the Team: Strategies

• If the previous team leader was beloved (even if they were d f f ) t ki th i l ill bremoved for performance reasons), taking their place will be

particularly difficult as you may be seen as the “enemy” – Find out what team members respected about that team leader– Give credit to the previous leader’s positive attributes– Give credit to the previous leader s positive attributes– Work to emulate the positive attributes– Work to be better than their less developed attributes– Build relationships on the team (see also ITAP’s presentation on p ( p

Building Relationships)• If the previous leader was despised or perceived as less than

competentd h– Find out why

– Avoid those behaviors that caused the team to lose trust in their leader (see also ITAP’s presentation on Building Trust)


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Measuring Team FunctioningMeasuring Team Functioning

ITAP measures human process easu es u a p ocessinteractions on teams which include:

• Executive overviews• Both quantitative answers and qualitative insights

• Automated diagnosis• …can be customized with questions that address your team goals


team goals…

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To Improve IndividualTo Improve Individual and Team Performance

We have a BUY 1 get 1 FREE promotion:

Gl b l T P Q i i ™ (GTPQ*) liGlobal Team Process Questionnaire™ (GTPQ*) to measure team alignment, improve team dynamics, and improve performance– 2 iterations for the same team to measure change over time or 1 iteration for

2 different teams– Also includes 1 hour virtual debriefing with the team for each iteration

INTERESTED? Email me ([email protected]) and enter PROMOTION CODE EC14GTPQ in the subject lineEC14GTPQ in the subject line

*GTPQ (Premium version) retails for $1,000/team plus debrief or interventions for the team


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2013 ITAP Presentations2013 ITAP Presentations

1 Impact of Culture in Multi‐Cultural Teams1. Impact of Culture in Multi Cultural Teams

2. Establishing Leadership Credibility on Multi‐2. Establishing Leadership Credibility on MultiCultural Teams

3. Building Trust on Multi‐Cultural Teams

4. Establishing Relationships on Multi‐Cultural Teams


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Questions? Please email or call me…

Catherine Mercer Bing

Questions? Please email or call me…

CEO, ITAP International, [email protected]

ITAP International IncITAP International, Inc.353 Nassau Street, 1st FloorPrinceton, NJ 08540 USA(W) 1.215.860.5640

//http://www.itapintl.com

…thank you…Remember put PROMOTION CODE EC14GTPQ

in the subject line of your email.


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Establishing Leadership Credibility on Multi-Cultural Teams

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