Women and Global Leadership PP Final

8/13/2019 Women and Global Leadership PP Final

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Women and Global

Leadership:Coloring Outsidethe Lines-Around

the World

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Barbara T. Bauer


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10:30-10:45 Introductions

10:45-11:15 Global Leadership

11:15-11:45 Case Study

11:45-12:15 Readout, Q&A

Agenda

Two years ago globalization meant paring off a function and moving it abroad: a factory in

China, a call center in India. The key driver was cost. Today, CEOs see globalization as

intrinsic to their business, the means of accessing the best resources wherever they are. It is

the gateway to new markets.-2008 IBM CEO Study

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Why focus on women and global leadership?


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The world is global, and needs womenglobal leaders.

At home: school, sports, travel,immigration

On the job: executive, management,and individual global relationships

In the community: church, non-profits,political organizations

Women will change the nature of power. Power will not change

the nature of women. Bella Abzug, State of the World, 1996


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The world is global, and needswomen global leaders.

At home

On the job

In the community

Women have essential skills

Intrinsic

Learned

A woman leader has a distinctive approach as the organizations

chief storyteller, personifying a sense of community and telling a

story that helps shape peoples sense of their identity. Mary

Robinson,former President of Ireland, 1996


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The world is global, and needswomen global leaders.

At home

On the job

In our communities

Women have essential skills

Intrinsic

Learned

Practice makes perfectnon-verbal cues, emotional sensitivity, empathy, patience,

a broad contextual view, long term planning, networking and

negotiating, cooperating, reaching consessus, and leading via

egalitarian teams. Tom Peters quoting Helen Fischer, The

First Sex.


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Before we practice, some insight about the challenge

Increasing:

Geographic diversity

Cultural diversity

Frequency of global interactions

Content complexity (the deal, the task)

Both more and less in person

Decreasing:

Jobs with no global attribute Situations that can rely strictly on masculine traits


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Lets understand some personal skills

Cultural Intelligence: the ability to understand andengage successfully in any environment or culturalsetting with behaviors that optimize the situations.

Emotional Intelligence: a self-perceived ability toidentify, assess, and manage the emotions of one'sself, of others, and of groups. Leadership based onself-awareness, self-regulation, empathy.

Social Intelligence: Leadership based on effectivegroup interactions and behaviors.


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Cultural Intelligence:

Guiding Principle: Assume others have different ways to approach situations,from hand shakes to conversations to signing major contracts. Appreciate that

cultural norms are stereotypes that may not be true of an individual.

Examples: Asian seating arrangements

Saying yes in India

It is obvious. in Germany vs. the UK

Bare feet as a sign of respect

Challenges: Too many countries (e.g. APEC leadership meetings)

Too easy to generalize and stereotype

There are too many different culturesand individualsto rely strictly on

the study of cultural differences. Leaders today must adapt to the current

situation, using and integrating all their skills.


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Cultural Intelligence:

Guiding Principle: Assume others have different ways to approachsituations, from hand shakes to conversations to signing major contracts.

Appreciate that cultural norms are stereotypes that may not be true ofan individual.

Examples: Asian seating arrangements

Saying yes in India It is obvious. in Germany vs. the UK

Bare feet as a sign of respect

Challenges: Too many countries (e.g. APEC leadership meetings)

Too easy to generalize and stereotype

There are too many different culturesand individualsto rely

on the study of cultural differences, leaders today must adapt to

the current situation, using and integrating all their skills.


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Cultural Research Studies

5 common dimensions of culture (Hofstede)

Power Distance

Long-term orientation

Avoiding uncertainty

Acceptance of competitiveness

Individualism Orientation

Findings:

Westerncountries have common, strongindividualism, lower long-term scores

Asiancountries tend toward long-term andpower acceptancescores, but some arequite diverse

France is most like Asia




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Voicing Opinion

Meetings are to

listen to

superiors

Meetings are to

provide input

Strict

instructions,avoid

uncertainty

Preferences for Supervis ion

Self-starting,

demonstratescreativity

Percept ion of Ord ers

Alwaysfollow

command

Modify andimprove

orders

Views Emplo yer As

Father Colleague

Rewards

Pay based

on tenure

Pay based

on merit

Resign rather

than airgrievance

Quick tovoice

grievance

Dissat isfact ion with

Workplace

Demonst ra t ion of Commitment

Companyloyalty above

all

Hard workand honesty

above all

Measure of Job Well-

doneGoals

achieved

Rules

followed

From G. Perchthold presentation, Abeam Consulting, 2005

AsianversusWesternTendencies


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Dangers of talking about culture

Subject to generalities, there are always exceptions

Always biased by preconceptions from personal experience

Culture, history, truth all depend on your vantage point

Most of us have experience, and dont realize our blind

spots

Being right about cultural sensitivities is a dead end.

Being culturally intelligent is an opportunity




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Our Task Today: Practice and Reflect

Practice in a small group case study:4 roles

4 observers

Use intrinsic and learned personal skills (intelligences)

Refer to handouts on intelligences at your table

15 min for activity

10 min for sharing insights at your table, and selecting one keyinsight or learning to share

Act authentically always, especially in complex culturalsettings.


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Type ofIntelligence

GoodExample

Example toImprove

Suggestions

Cultural

Emotional

Social


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Case Study

Beth works for a Denver firm with many international projects. She has just beenassigned to the project team designing the opening ceremony for the LondonOlympics. Her team members include Li from China, Andrew from London, and Indira

from India. This core team is newly appointed. There is a bigger team includingrepresentatives of all countries, but this core team is responsible for bringing the planback on schedule, and directing the work of the larger group.

This is the first conference call to get the new core team organized and off to a goodstart.

Participant: Choose one of the roles (US, China, London, India ) and carry out yourroles behaviors. Use your instincts as well as any learned insights or behaviors. Think(Color???) outside the box.

Observers: Listen to the conversation and note good/not so good examples ofapplying intelligence or instincts. Think (Color???) outside the box.

After 15 min, share observations and choose one important insight to read out to thegroup.

The key to working globally is not to seek homogeneity IBM 2009 Global CEO Study


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Case Study Read Out

Please share A good, BRIEF example of intelligencesobserved on the call.

And, any other insights.


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Women and Global Leadership PP Final

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Transcript of Women and Global Leadership PP Final