Building Trust on Multi-Cultural Teams

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Table of contents:
- The Importance of Trust in Multi-Cultural Teams
- Learn How Your Team Members Trust
- Demonstrating Trustworthiness
- Measuring and Building Trust
- Special Offering: Measuring Team Functioning / Improving Team Performance: Team Assessment (GTPQ)

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  • 1. Building Trust on Multi‐Cultural  Teams Brought to you by ITAP International, Inc. www.itapintl.com © 2013  ITAP International, Inc. All Rights Reserved.
  • 2. Presentation Contents Presentation Contents The Importance of Trust in Multi‐Cultural Teams Learn How Your Team Members Trust Demonstrating Trustworthiness Measuring and Building Trust Special Offer – Measuring Team Functioning/Improving  Team Performance: Team Assessment (GTPQ) Team Performance: Team Assessment (GTPQ) 2 © 2013  ITAP International, Inc. All Rights Reserved.
  • 3. Importance of Trust Importance of Trust • “Organizations with high trust Organizations with high trust  outperform organizations with low  trust by nearly three times.” (SOURCE: Watson Wyatt 2002) • While the research was focused on  g , organizations, it was the teams within those  organizations that allowed the organizations  to outperform their competitors.  p p 3 © 2013  ITAP International, Inc. All Rights Reserved.
  • 4. Multi Cultural Teams Multi‐Cultural Teams • This presentation will explore the logical and This presentation will explore the logical and  emotional aspects of trust.   • It will: It will: – Identify their barriers to trust. –L Learn strategies for how to build trust. i f h b ild • A good follow‐on presentation is ITAP’s         Building Relationships on Multi‐Cultural  Teams. 4 © 2013  ITAP International, Inc. All Rights Reserved.
  • 5. Defining Trust Defining Trust • Reliance on the integrity strength ability Reliance on the integrity, strength, ability,  surety, etc., of a person or thing; confidence.  • Confident expectation of something; hope Confident expectation of something; hope.  • The obligation or responsibility imposed on a  person in whom confidence or authority is  i h fid h i i placed: a position of trust.  SOURCE: http://dictionary.reference.com/browse/trust SOURCE h //di i f /b / 5 © 2013  ITAP International, Inc. All Rights Reserved.
  • 6. Culture Notes Culture Notes Trust is knowing that you can depend on someone. Distrust can  be the outgrowth of doubt, disillusionment, and fear.  b h h f d b d ll df INDIVIDUALISM: • For many with a Group Orientation there is a  clear delineation between members of the in‐ group and people who are out‐group.  Trust may  come more easily with members of their in‐ group. TIME ORIENTATION: • For many with a Short‐Term Orientation, doing work quickly is a value,  sometimes more valued than being 100% correct.   • A focus on speed and efficiency for those with Long Term Orientation may A focus on speed and efficiency for those with Long‐Term Orientation may  seem like a lack of concern for quality which may erode trust. 6 © 2013  ITAP International, Inc. All Rights Reserved.
  • 7. Learn How Your Team Members Trust Learn How Your Team Members Trust In a team meeting… • • • • Let them know in advance that the  h k d h h session will focus on trust Give them time to prepare their answers  so they will be ready to give an  explanation Ask them not to give examples until  everyone has had a turn responding to the  q questions posed p Ask each of your team members to  explain their approach to trust by  responding to the question ‐ Which are  you? – – Cultural Orientations: These  strategies work for those with… strategies work for those with  Need For Certainty Are you someone who implicitly trusts  others and they have to do something to  betray or lose your trust?   Or are you someone who is more skeptical  y p at first and others have to win your trust? 7 © 2013  ITAP International, Inc. All Rights Reserved.
  • 8. Learn How Your Team Members Trust Learn How Your Team Members Trust Step 2 • After everyone has expressed him/herself in  f h d hi /h lf i terms of “how they trust” ask the following  question: – – • Cultural Orientations: These  strategies work for those with… strategies work for those with  Need For Certainty For those who trust implicitly, “What specific  behaviors break trust for you?” For those who want others to earn their trust,  “What are the barriers to  building trusting  relationships on teams?” Use the answers to these questions to create  protocols for how to work together.  For  protocols for how to work together For example, if one of the barriers to trust is listed  as “when someone does not meet their  commitments in a timely manner.  Then start a  conversation about what is a reasonable  turnaround time for: – – – – – Response to email Response to voice mail Commitments accomplishe things by x time What to do if commitments cannot be met What to do if commitments cannot be met How (and when) to notify others about missing  deadlines 8 © 2013  ITAP International, Inc. All Rights Reserved.
  • 9. Demonstrating Trustworthiness Demonstrating Trustworthiness Strategies… Cultural Orientations: These  strategies work for those with… strategies work for those with Team leaders and team members can show trust and  build relationships in the following ways: • Be loyal – leaders can show loyalty by acting as a  buffer between what happens outside the  team and team members  – leaders and members can show loyalty by  championing the work of the team and of  h i i th k f th t d f other team members • Build their self‐esteem – Say thank you – M ti Mention work done well (on time, quick  kd ll ( ti i k thinking, under budget, when savings or  efficiencies are introduced, quality, going  above and beyond, working long hours,  etc.) • When warranted, show that you are confident  in others and their work  Hierarchical Orientation and  Group Orientation  Individual Orientation  Quality of Life Orientation  Achievement Orientation/Short  Term Orientation 9 © 2013  ITAP International, Inc. All Rights Reserved.
  • 10. Demonstrating Trustworthiness Demonstrating Trustworthiness Cultural Orientations: These  strategies work for those with… More Strategies… • • • • • • • • • Focus on helping others learn from mistakes  rather than reacting negatively.  Use an  Inquiry/Advocacy model Show respect for others, even when they  disagree with you (or you disagree with them) di ith ( di ith th ) Do not ask your team members to do anything  you will not do Set a good example (follow the rules).  Conduct  yourself in a manner that demonstrates how  yourself in a manner that demonstrates how you want team members to treat each other Do things for your team members that you are  not asked to do Speak up for the team and the team members,  Speak up for the team and the team members, especially to others outside the team Catch the team members doing something right  and recognize them for it Keep a watchful eye for behaviors that break  trust Build team agreement about how to behave  with each other (focus especially on  communication issues)  Quality of Life Orientation  Need for Certainty  Participative Orientation © 2013  ITAP International, Inc. All Rights Reserved. 10
  • 11. Measuring Trust Measuring Trust • If you already suspect that there is a lack of trust  you a eady suspect t at t e e s a ac o t ust among and between team members, you may  want to measure the level of trust.   • Conduct an objective assessment of how your  team members view/perceive how the team  interactions are working; identify areas that  i t ti ki id tif th t needs work; then measure change over time (see  information about ITAP s Global Team Process  information about ITAP’s Global Team Process Questionnaire™, or GTPQ, at the end of this  presentation). 11 © 2013  ITAP International, Inc. All Rights Reserved.
  • 12. Measuring Team Functioning Measuring Team Functioning ITAP measures human process  easu es u a p ocess interactions 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 12 © 2013  ITAP International, Inc. All Rights Reserved.
  • 13. To Improve Individual  To Improve Individual and Team Performance Want to know more about your team?  Start 2014 with  information about how well the team is performing, what   p g, needs attention… (and measure change over time…) PROMOTION: Buy 1 get 1 FREE! Buy 1 iteration of ITAP’s Global Team Process Questionnaire™  f ’ l b l (GTPQ*) at $495 and get one FREE (to measure change).  This  offer includes 1 hour virtual debrief with each iteration. Email me (cbing@itapintl.com) and enter PROMOTION CODE BT14GTPQ in the  subject line *GTPQ (Premium version) retails for $1,000/team plus debrief or delivery  of interventions for the team @ $350/hour 13 © 2013  ITAP International, Inc. All Rights Reserved.
  • 14. 2013 ITAP Presentations 2013 ITAP Presentations 1. Impact of Culture in Multi Cultural Teams 1 Impact of Culture in Multi‐Cultural Teams 2. Establishing Leadership Credibility on Multi‐ Cultural Teams Cultural Teams 3. Building Trust on Multi‐Cultural Teams 4. Establishing Relationships on Multi‐Cultural  Teams 14 © 2013  ITAP International, Inc. All Rights Reserved.
  • 15. Questions?  Please email or call me… Questions? Please email or call me… Catherine Mercer Bing CEO,  ITAP International, Inc. cbing@itapintl.com ITAP International, Inc. ITAP International Inc 353 Nassau Street, 1st Floor Princeton, NJ 08540 USA (W) 1.215.860.5640 http://www.itapintl.com // Remember put PROMOTION CODE  BT14GTPQ j y in the subject line of your email. …thank you… 15 © 2013  ITAP International, Inc. All Rights Reserved.