Strategies for cross-cultural interactions
A free video tutorial from Elizabeth C. Pagé
Global Leadership Developer: Diagnose Design Decide Deliver
4.3 instructor rating • 6 courses • 7,552 students
Learn more from the full courseLeadership: How to Become an Effective CEO, Leader, Manager
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02:48:01 of on-demand video • Updated May 2017
- To manage high performing teams
- To resolve conflicts
- To get the best productivity and improved performance from employees
- Use emotional intelligence to get their teams to work well together
- Hold people and teams accountable.
- Think strategically
English [Auto] So would you agree that it's more employees are beginning to work virtually a whole new type of corporate leadership might be required. Well technology has brought unprecedented levels of benefits to all of our workplaces like productivity and the efficiency and convenience but it's also brought a lot of challenges. Now some of these challenges we're going to be talking about today along with the ways that we can actually create virtual teams a really powerful way for superior performance. Now this lecture is going to cover four of the common challenges of virtual team building five clusters that we should be aware of. Some strategies for effective cross-cultural communications and how do you build trust in a virtual community. Now we unfortunately know that over 40 percent of virtual teams are under performing and so there are even other barriers that we can take a look at and then we'll talk about a specific game plan that you can put to work for you. Now this is a really exciting opportunity because we've been working together over the last several lectures and in a way this lecture on virtual teams brings it all together because as we talk about virtual teams you see that this kind these practices actually carry over to any of the teams. Now of course virtual teams you've got people all over. And so we want to begin thinking about how can we create communities with our teams and really get them engaged in a highly functioning high performing way. Well here are some of the first challenges that we've got. They lack of informal communication. We do know that people really build bridges make connections through the informal ways they connect you know that chatting with each other. You know the conversations over the water cooler or grabbing a cup of coffee. So how can we create similar informal communications. But we do that in the virtual world. We also have differences in perception and status can have an impact on how we communicate and how we operate in the virtual community. Now there are also differences in interpretating context and by that we mean even if you work in with a company inside of the same city but some people are offsite and some are on perhaps you're working with people who are distributed across the state or across the country but then some of us are also working on virtual teams that really embrace people from all over the globe. So we'll just take a few minutes to consider some of the impacts of working with multicultural communities now to begin the five key challenges. Well there are things they sort of reside in clusters that helps it helps us understand a little bit better what we are facing. The first one for example is mindset. What do we need. Well that's the what is it global or local. Are we talking about people who are more accustomed to working collaboratively or competitively. And maybe Thirdly task for a focus versus relationship focus. Now what about the people themselves their persona. Do they have a sense of who they are or are they the kind of people that have a tendency to withhold their opinions versus voicing their point of view. Maybe they are agreeable versus those who are a lot more willing to disagree perhaps you can constructively or a third group the you know the public versus the private finding the persona the questions. You know people who are questioning authority are those people who might be more acquiescent. The third cluster what's our orientation. So are we more located with a present focus or future focus. Is there a sense of scarcity there's just not enough time not enough resources or is a sense of abundance is enough to go around and everybody will have an opportunity to succeed maybe even in terms of orientation that slow versus fast all the people that we work with have possess any combination of these sorts of attitudes. And we as the virtual team leader have to become really aware of those and think about THAT be able to assess and analyze our teams. Now there's another closter and that is the structure. How do we work and what we do. Is your team or members of your team used to working in more precise math you know letters or are they more loose. Are they hierarchial or entrepreneurial do they come up with solutions or do they wait for somebody else to present the the opportunities. Finally. Are there more. Are they formal vs informal. Fifth of the five cluster's process how do you do it. Are you a planner or is it just in time I just get very responsive. Are you a linear thinker or are you really fluid and maybe perhaps more creative. And finally the general versus the D2. Now you might have people from various having various attitudes and when you're managing entire teams you'll notice that these can be challenges as well as opportunities. Now though there are opportunities. Is that what we do know and what research tells us is that the greater the level and degree of diversity the greater the innovation you have in your team. So you're going to build more resilient teams and greater solutions to problems. Now when you're dealing with cross-cultural complications there's a simple acronym you can use learn NCAR YG ELAS for listen only listen attentively because we often think we know what people are going to say. We make assumptions about what they're going to say but just stop and listen carefully the end learn is effectively communicate. Be sure that although it's clear in your head have you articulated it well so well that the people actually get it. Be aware and double check find out if the message you are sending is the one that you intended to send and when it's received they and learns avoid ambiguity. We talked about how our messages can be in congruity even as we're speaking of ourselves when our body language tone of voice don't match the words we use so extremely important obviously in dealing with virtual teams so avoid ambiguity. They are in learn respect differences in other words don't look for people to be all the same as we were virtually. We're going to come across the FAQ of greater and greater differences in our teams and by respecting those differences we're going to be honoring them and tapping into their potential. Finally the end and learn no judgment don't make judgments and you move in through your teams and your communication. People have such a great variety of experience and they bring different talents and attitudes into their working environment. Respect those differences and see how people can build their capacity rather than limit it.