Establishing Relationships on 
Multi‐Cultural Teams
Brought to you by ITAP International, Inc.
www.itapintl.com

© 2013  I...
Presentation Contents
Presentation Contents
Relationships and Trust

Cognitive and Affective Trust

Building Successful Re...
Outcomes
• This presentation will explore the logical and
This presentation will explore the logical and 
emotional aspect...
Relationships and Trust
Relationships and Trust
Trust is one of the most important factors underlying effective 
working r...
Culture Note
Culture Note
NEED FOR CERTAINTY:
NEED FOR CERTAINTY:
• It helps to define the links between the team 
members...
Cognitive vs. Affective Trust
Cognitive vs. Affective Trust
Cognitive Trust is… 
•
•

•

•

Affective Trust is…

The level...
Cognitive Trust
Cognitive Trust
Strategies for Building Cognitive 
Trust:
•
•
•
•
•

Share information about your skills 
...
Affective Trust
Affective Trust
Strategies for Building Affective 
Trust:
•
•
•
•

•
•

Rotate meeting times/meeting 
lead...
Building Successful Relationships
Building Successful Relationships
Strategies…
•
•
•
•
•

•

•
•

Prove you are willing t...
Building Successful Relationships
Building Successful Relationships
Strategies…
•
•
•

•
•

Cultural Orientations: These 
...
Building Rapport
Building Rapport
Strategies…
•

•

Cultural Orientations: These 
strategies work for those with…
strategi...
Building Rapport
Building Rapport
Strategies…
•

•

•

•

“Give them permission” to talk with each other 
by telephone out...
More Strategies for Building Rapport
More Strategies for Building Rapport
•

Smile when talking on the telephone (others c...
More Strategies for Building Rapport: 
Quick Tips
k
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







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
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Match the pace of their speech
Show re...
Measuring Team Alignment 
Measuring Team Alignment
• If you already suspect that there is a lack of
If you already suspect...
Measuring Team Functioning
Measuring Team Functioning
ITAP measures human process 
easu es u a p ocess
interactions on tea...
To Improve Individual 
To Improve Individual
and Team Performance
Want to know more about your team?  Start 2014 with 
inf...
2013 ITAP Presentations
2013 ITAP Presentations
1. Impact of Culture in Multi Cultural Teams
1 Impact of Culture in Multi‐...
Questions?  Please email or call me…
Questions? Please email or call me…
Catherine Mercer Bing
CEO,  ITAP International, I...
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Establishing Relationships on Multi-Cultural Teams

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Table of contents:
- Relationships and Trust
- Cognitive and Affective Trust
- Building Successful Relationships
- Building Rapport
- Special Offer -- Measuring Team Functioning / Team Assessment (GTPQ)

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Establishing Relationships on Multi-Cultural Teams

  1. 1. Establishing Relationships on  Multi‐Cultural Teams Brought to you by ITAP International, Inc. www.itapintl.com © 2013  ITAP International, Inc. All Rights Reserved.
  2. 2. Presentation Contents Presentation Contents Relationships and Trust Cognitive and Affective Trust Building Successful Relationships Building Rapport Special Offer – Measuring Team Functioning: Team Assessment  (GTPQ) 2 © 2013  ITAP International, Inc. All Rights Reserved.
  3. 3. Outcomes • This presentation will explore the logical and This presentation will explore the logical and  emotional aspects of trust as they relate to  building relationships among team members building relationships among team members • It will show the cultural implications and  impact of cultural attitudes, and it will offer  impact of cultural attitudes and it will offer suggestions for how to build relationships 3 © 2013  ITAP International, Inc. All Rights Reserved.
  4. 4. Relationships and Trust Relationships and Trust Trust is one of the most important factors underlying effective  working relationships.  (See also the ITAP presentation on  k l h ( l h Building Trust on Multi‐cultural Teams.) • Trust is important in relationships because it: – is the belief that a person’s word is reliable and that each  person will fulfill its obligation in any work or personal  interaction – means having the confidence that others will not exploit  the vulnerabilities of the team members or team leader.  – is based what assumptions others make as to how their  team members will perform on some future occasion. This  b ill f f i Thi assumption is a function of the other person’s current and  previous claims, either implicit or explicit, as to how they  will behave will behave 4 © 2013  ITAP International, Inc. All Rights Reserved.
  5. 5. Culture Note Culture Note NEED FOR CERTAINTY: NEED FOR CERTAINTY: • It helps to define the links between the team  members, identifying the handoffs and  members identifying the handoffs and dependent variables.  You can do this by  creating a visual/flow chart.  Such a map is  creating a visual/flow chart Such a map is especially useful for team members for whom  English is an acquired language. English is an acquired language 5 © 2013  ITAP International, Inc. All Rights Reserved.
  6. 6. Cognitive vs. Affective Trust Cognitive vs. Affective Trust Cognitive Trust is…  • • • • Affective Trust is… The level of confidence or willingness to  rely on the competence of others   It is based on observations and personal  reputation (how the team member acted  reputation (how the team member acted in other relationships) regarding the  likelihood that team members will live up  to their obligations Can be referred to as predictability or  Can be referred to as predictability or reliable‐ness. It is based on knowledge  that has been accumulated from  observations and from what is understood  to be their reputation (how they have  to be their reputation (how they have acted in other relationships)  Cognitive trust is knowledge‐driven • • • • Confidence based on feelings  generated by the level of care and  concern the other team  member/leader demonstrates.   member/leader demonstrates Characterized by feelings of security  and perceived strength of the  p relationship Based more on personal experiences  than knowledge about the reputation  of the other  Affective trust is emotion‐driven SOURCE: www.kentgrayson.com/Grayson Archive/cogaffjbr.pdf 6 © 2013  ITAP International, Inc. All Rights Reserved.
  7. 7. Cognitive Trust Cognitive Trust Strategies for Building Cognitive  Trust: • • • • • Share information about your skills  and capabilities Endorse the skills and value that each  Endorse the skills and value that each member brings to the team  Provide a clear team purpose and  vision so Do what you say you will do  (DWYSYWD) Create an “Operating Agreement”  with the team  Cultural Orientations: These  strategies work for those with… strategies work for those with  Achievement Orientation  Need for Certainty 7 © 2013  ITAP International, Inc. All Rights Reserved.
  8. 8. Affective Trust Affective Trust Strategies for Building Affective  Trust: • • • • • • Rotate meeting times/meeting  leadership Personalize e‐mails – avoid e‐mail blasts Personalize e‐mails – avoid e‐mail blasts Have regular 1:1 conversations with  each other Pay attention to news items  from your  other locations – talk about their global  current events Ask about each member’s culture and  then flex your approach then flex your approach Ask about each team member’s  communication preferences and try to  follow what they prefer Cultural Orientations: These  strategies work for those with… strategies work for those with  Group and Participative  Orientations  Quality of Life Orientation 8 © 2013  ITAP International, Inc. All Rights Reserved.
  9. 9. Building Successful Relationships Building Successful Relationships Strategies… • • • • • • • • Prove you are willing to trust by demonstrating  illi b d i your level of investment in the relationship Demonstrate your commitment to the project  (team outcomes) and the people on the team Keep your commitments and promises Keep your commitments and promises Tell the truth even when it may reflect badly on  you Communicate with team members often  including outside team meetings and social  including outside team meetings and social occasions Treat others as equals.  While they may not have  the same skills or skill levels you have, they may  have other complimentary skills.  Assume they  are bringing something valuable to the team Focus on shared goals (rather than personal  goals) Do what’s right rather than just doing the right  things Cultural Orientations: These  strategies work for those with… strategies work for those with  Participative Orientation  Participative Orientation  Group Orientation g y  Tolerance for Ambiguity 9 © 2013  ITAP International, Inc. All Rights Reserved.
  10. 10. Building Successful Relationships Building Successful Relationships Strategies… • • • • • Cultural Orientations: These  strategies work for those with… strategies work for those with Act and speak consistently Share more information than is requested Be open‐minded about “how to do things.”   There are many ways to get things done – your  h h d way may not be the best.  Listen openly to what  others consider best approaches Let others do it their way when it is not your  responsibility Even if the other is perceived as “impossible to  work with” focus on the team outcomes, not the  person.  You do not have to like your team  members, but the team does need to achieve its  stated outcomes and work towards that  common goal.  Ask yourself, “What can I do  differently to make this work?”  Participative Orientation  Tolerance for Ambiguity 10 © 2013  ITAP International, Inc. All Rights Reserved.
  11. 11. Building Rapport Building Rapport Strategies… • • Cultural Orientations: These  strategies work for those with… strategies work for those with Start each meeting by asking members to  identify themselves, their current geographic  location, and the time at their location (that  will help everyone remember who is working  ill h l b h i ki outside of typical work hours and likely to be  tired while showing commitment to the  team) Start each team meeting with a few minutes  St t ht ti ith f i t of “personal milestones.”  These can be  personal or professional.  Some team  members will talk about family events such  as birth of a child, a celebration, or a cultural  as birth of a child a celebration or a cultural holiday. This helps team members discover  what they have in common.  Group Orientation  Group Orientation p 11 © 2013  ITAP International, Inc. All Rights Reserved.
  12. 12. Building Rapport Building Rapport Strategies… • • • • “Give them permission” to talk with each other  by telephone outside of team meetings (the  telephone is better at building relationships  than email) Read the news and weather especially for those  locations where employees are remote.  Ask if  they/their families are okay after earthquakes,  monsoons, typhoons, political upheavals, etc. Encourage them to share with the team  E th t h ith th t information about how they celebrated recent  cultural events Notice the pace of speech of the team  members.  When conversing with them and  members. When conversing with them and when asking them questions, match their pace  of speech.  Remember, some of your team  members may be speaking in a language other  than their preferred language and slower pace  helps them assimilate and understand what is  h l th i il t d d t d h ti being said Cultural Orientations: These  strategies work for those with… strategies work for those with  Hierarchical and Group  Orientation  Quality of Life Orientation  Group Orientation 12 © 2013  ITAP International, Inc. All Rights Reserved.
  13. 13. More Strategies for Building Rapport More Strategies for Building Rapport • Smile when talking on the telephone (others can hear the smile).   – – • • • • • • Consider putting a small mirror by your computer or telephone to remind yourself to smile.   Consider putting a small mirror by your computer or telephone to remind yourself to smile Or pin up the word SMILE.  Smiling would make your conversation warmer and more relaxed. Ask simple questions to get others involved in the conversation; encourage involvement. Offer to help.  (“It seems like you are asking for some support.  How can I help?  What do you need  from me to make this deadline?”) Listen carefully and listen for undertones (listen for what they mean not just what they say). Li t f ll d li t f d t (li t f h t th t j t h t th ) Do not interrupt even when there is silence.  Some cultures are cultures of silence. Also it may be  necessary for team members to gather their thoughts before speaking.  Give them space.  If the  time of silence gets too long, ask if they need time to think about their answer and offer to come  back to them after you let someone else speak.  (DO NOT FORGET to get back to them.) Do not let others interrupt, finish sentences of others or “explain” what other team members have  said (I think what John means is…). Use communication techniques to show that you understand or care to know more.  Here are some  examples: – – – – – I can follow that logic Please say more about that Does that mean…? I see what you mean It sounds like it is a difficult situation 13 © 2013  ITAP International, Inc. All Rights Reserved.
  14. 14. More Strategies for Building Rapport:  Quick Tips k                Match the pace of their speech Show respect (use honorifics, allow for silence, etc.) Show respect (use honorifics allow for silence etc ) Find commonalities; ask them to share information (hobbies, cultural events, favorite foods, books, movies, music,  information about holidays, etc.) Be “sociable” Actively seek ways to build relationships between team members such as using icebreakers, socializing, and/or “successes  since we last spoke…” i l k ” Background sharing (education, other successful team work, lessons learned on other teams, special capabilities, specific  issues, help or support needed…) Ask:   What I want to learn is…  Who can help me gain access to… During the introductions in team meetings ask them to talk about the “time of day” and their current location Focus on both people and their work Create “high social presence”; use social media if they do Use photos (of the office locations, of the team members) U h t ( f th ffi l ti f th t b ) Recognize various holidays Encourage team members to  share successes Be friendly g Communicate outside meetings – socialize, too 14 © 2013  ITAP International, Inc. All Rights Reserved.
  15. 15. Measuring Team Alignment  Measuring Team Alignment • If you already suspect that there is a lack of If you already suspect that there is a lack of  trust among and between team members, or  there seem to be “broken relationships” you  may want to measure team alignment.   • ITAP’s Global Team Process Questionnaire™,  (or GTPQ) identifies areas that need work so  you can focus on team improvement, and  allows you to measure change/improvement  ll h /i over time. 15 © 2013  ITAP International, Inc. All Rights Reserved.
  16. 16. 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 16 © 2013  ITAP International, Inc. All Rights Reserved.
  17. 17. 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: 50% OFF the first 2 (must buy 2)! Buy 2 iterations of ITAP’s Global Team Process Questionnaire™  f ’ l b l (GTPQ*) at $495 each.  This offer includes 1 hour virtual  debrief with each iteration. Email me (cbing@itapintl.com) and enter PROMOTION CODE ER14GTPQ in the  subject line *GTPQ (Premium version) retails for $1,000/team plus debrief or delivery  of interventions for the team @ $350/hour 17 © 2013  ITAP International, Inc. All Rights Reserved.
  18. 18. 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 18 © 2013  ITAP International, Inc. All Rights Reserved.
  19. 19. 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  ER14GTPQ j y in the subject line of your email. …thank you… 19 © 2013  ITAP International, Inc. All Rights Reserved.

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