Establishing Leadership Credibility on Multi-Cultural Teams


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Table of contents:
- Multi-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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Establishing Leadership Credibility on Multi-Cultural Teams

  1. 1. Establishing Leadership Credibility  on Multi‐Cultural Teams Brought to you by ITAP International, Inc. © 2013  ITAP International, Inc. All Rights Reserved.
  2. 2. Presentation Contents Presentation Contents Multi‐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) Assessment (GTPQ) 2 © 2013  ITAP International, Inc. All Rights Reserved.
  3. 3. Multi Cultural Teams Multi‐Cultural Teams • The workplace has become multi‐cultural and The 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 The most successful strategies engage and  f l i d motivate team members who may be  “different” from the team leader. “diff ”f h l d 3 © 2013  ITAP International, Inc. All Rights Reserved.
  4. 4. Team Overview Team Overview • Team members on new teams are curious about the  leader’s background, capabilities, expertise, and  leadership style.   l d hi t l • Regardless of what cultural background they come  from, team members will bring with them expectations  from, 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. 4 © 2013  ITAP International, Inc. All Rights Reserved.
  5. 5. Three Team Leader Scenarios Three 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 from  be a member of the team (promotion from within the team) 3. Scenario #3: New team leader assigned to a Scenario #3: New team leader assigned to a  team has been working together under a  different team leader 5 © 2013  ITAP International, Inc. All Rights Reserved.
  6. 6. Culture Notes Culture Notes • INDIVIDUALISM: – Team members and leaders with an Individual Orientation are more likely to  b dl d h d d l lk l 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 work  to 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 6 © 2013  ITAP International, Inc. All Rights Reserved.
  7. 7. Scenario #1: New Team/New Leader Scenario #1: New Team/New Leader • Since both you and the team are starting out Since 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 from  on 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  y orientations on your team.   7 © 2013  ITAP International, Inc. All Rights Reserved.
  8. 8. Initially… Strategies for introducing  yourself • Share some of your background – focus on task achievement – Experience with teams  p • 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  – Describe some of the more difficult  experiences you had and how you  believe you would handle a similar  situation on this team Cultural Orientations: These  strategies work for those with… strategies work for those with Individual Orientation /  Achievement Orientation Hierarchical Orientation Individual Orientation /  Achievement Orientation 8 © 2013  ITAP International, Inc. All Rights Reserved.
  9. 9. More Strategies More Strategies Strategies for introducing  yourself • Share some of your background – focus on relationship building – What you have learned that teams  y can do to be effective (build trust  and relationship) – Allow them to submit personal  questions to you in such a way as  to provide anonymity (small  to 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  have in the team Cultural Orientations: These  strategies work for those with… strategies work for those with  Quality of Life, Group Orientation  Need for Certainty Orientation 9 © 2013  ITAP International, Inc. All Rights Reserved.
  10. 10. …More Strategies …More Strategies Strategies for finding out about  the team/team s work the team/team’s work Cultural Orientations: These  strategies work for those with… strategies work for those with • Ask the team to submit their  perspectives on the qualities and  characteristics of an effective team  leader.  Describe your strengths (and  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  style of leadership t l f l d hi  Participative Orientation • Define the following and communicate  them very clearly: y y  Hierarchical Orientation / Need  for Certainty Orientation for Certainty Orientation – – – Who are the project stakeholders – and  the involvement you expect them to have  as stakeholders Team outcomes/customer requirements Provide timeframes for deliverables  10 © 2013  ITAP International, Inc. All Rights Reserved.
  11. 11. Scenario #2: Leader Newly Promotion  Scenario #2: Leader Newly Promotion from within the Team • Use the recommended strategies for new  team leaders team leaders • Add these… 11 © 2013  ITAP International, Inc. All Rights Reserved.
  12. 12. Newly Promoted: Strategies Newly Promoted: Strategies Strategies for starting out as the  newly chosen leader newly 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  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 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  members (do not  be defensive) b (d b d f ) Cultural Orientations: These  strategies work for those with… strategies work for those with  Need for Certainty Orientation  Hierarchical  or Participative  Orientation (depending on how  you do this)  Need for Certainty Orientation 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 12 © 2013  ITAP International, Inc. All Rights Reserved.
  13. 13. 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 bee working together under a different team leader. g y • Leaders inserted into existing teams may have to  contend 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 what  for how the team members like to be led or what motivates them, and how well the team is  functioning g 13 © 2013  ITAP International, Inc. All Rights Reserved.
  14. 14. New to the Team: Strategies New to the Team: Strategies • If the previous team leader was beloved (even if they were  removed for performance reasons), taking their place will be  df f ) t ki th i l ill b 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  competent – Find out why  d h – Avoid those behaviors that caused the team to lose trust in their  leader (see also ITAP’s presentation on Building Trust) 14 © 2013  ITAP International, Inc. All Rights Reserved.
  15. 15. 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 15 © 2013  ITAP International, Inc. All Rights Reserved.
  16. 16. To Improve Individual  To Improve Individual and Team Performance We have a BUY 1 get 1 FREE promotion:  Global Team Process Questionnaire™ (GTPQ*) to measure team alignment,  Gl b l T P Q i i ™ (GTPQ*) li 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 ( and enter PROMOTION CODE  EC14GTPQ in the subject line in the subject line *GTPQ (Premium version) retails for $1,000/team plus debrief or interventions for the team  ( ) $ , / p @ $350/hour 16 © 2013  ITAP International, Inc. All Rights Reserved.
  17. 17. 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‐ Establishing Leadership Credibility on Multi Cultural Teams 3. Building Trust on Multi‐Cultural Teams 4. Establishing Relationships on Multi‐Cultural  Teams 17 © 2013  ITAP International, Inc. All Rights Reserved.
  18. 18. Questions?  Please email or call me… Questions? Please email or call me… Catherine Mercer Bing CEO,  ITAP International, Inc. ITAP International, Inc. ITAP International Inc 353 Nassau Street, 1st Floor Princeton, NJ 08540  USA (W) 1.215.860.5640 // Remember put PROMOTION CODE  EC14GTPQ j y in the subject line of your email. …thank you… 18 © 2013  ITAP International, Inc. All Rights Reserved.