13 Leading in an Increasingly Global Business Environment Kimberly’s Breakthrough Leadership Kimberly Wiefling, M.S. Copyright Wiefling Consulting, LLC 2008

Breakthrough Results Course Outline Leading into the Future 1-to-1 Leadership Self Leadership Team Leadership Organization Leadership Global Leadership Introduction to Leadership What is Leadership? Leadership vs. Management – Is There a Difference? “ The Leadership Challenge” - Kouzes & Posner Model Becoming the Kind of Leader You Admire - The Endless Journey Why Would Anyone Follow You? - Values-based Leadership The Lost Leadership Skill - Listening Inspire Action – Set Clear Goals Beyond Words - Effective Communication Building Trust – The Foundation of Results Overcoming “The 5 Dysfunctions of a Team” - Patrick Lencioni’s Model Leading Through the Phases of Team Development Leading Organizations – Bigger Challenges Leading Change Leading in an Increasingly Global Business Environment 1 2 3 4 5 7 6 8 9 10 11 12 13 14 Copyright Wiefling Consulting, LLC 2008

Module Description There are no more “foreigners” in our global reality. A 21 st century business leader requires a global mindset because you are likely leading one of the most diverse teams on earth. Today practically every business seems to be spread over two or three continents and four or more time zones. Domestic sales for many international companies make up a minority of the revenue stream. Leadership in today’s global economy requires new skills, experience and confidence. As more competitors come into the global marketplace, the decision making, marketing and management processes that worked in the past may now be restrictive or even detrimental to company success. Teams today are composed of an amazing diversity of people from different cultures, people who may be sitting offices halfway around the world from one another, with a diverse array of native languages and customs. But even sharing a common language is no guarantee of mutual understanding, as anyone who has spoken with people from Australia, India, England and Texas knows. Even many co-located teams find themselves composed of a multi-cultural cast of characters. Regardless of the country of origin, many leadership challenges are shared universally. There’s too much to do and not enough time, and it all must be done with too few resources. A “thank you” and a few words of encouragement go a long way no matter where you’re from, and sincere appreciation of a job well done is a source of motivation. Success as a leader depends on your ability to work effectively in this global village. There are no foreigners in this global economy. And no borders, either. This module will challenge you to explore how you can become a far more effective global leader. Copyright Wiefling Consulting, LLC 2008

There are no more “foreigners” in our global reality. A 21 st century business leader requires a global mindset because you are likely leading one of the most diverse teams on earth. Today practically every business seems to be spread over two or three continents and four or more time zones. Domestic sales for many international companies make up a minority of the revenue stream. Leadership in today’s global economy requires new skills, experience and confidence. As more competitors come into the global marketplace, the decision making, marketing and management processes that worked in the past may now be restrictive or even detrimental to company success. Teams today are composed of an amazing diversity of people from different cultures, people who may be sitting offices halfway around the world from one another, with a diverse array of native languages and customs. But even sharing a common language is no guarantee of mutual understanding, as anyone who has spoken with people from Australia, India, England and Texas knows. Even many co-located teams find themselves composed of a multi-cultural cast of characters. Regardless of the country of origin, many leadership challenges are shared universally. There’s too much to do and not enough time, and it all must be done with too few resources. A “thank you” and a few words of encouragement go a long way no matter where you’re from, and sincere appreciation of a job well done is a source of motivation. Success as a leader depends on your ability to work effectively in this global village. There are no foreigners in this global economy. And no borders, either. This module will challenge you to explore how you can become a far more effective global leader.

Module Goals Understand the human challenges of leading in a global environment. Become committed to living and working outside of your comfort zone as a leader. Reach beyond cultural boundaries to create trusting and effective relationships anywhere in the world. “ Our greatness lies not so much in being able to remake the world…as in being able to remake ourselves.” - Gandhi Copyright Wiefling Consulting, LLC 2008

Understand the human challenges of leading in a global environment.

Become committed to living and working outside of your comfort zone as a leader.

Reach beyond cultural boundaries to create trusting and effective relationships anywhere in the world.

Global Leadership Comfort Zone Leadership Willing to Be UNCOMFORTABLE! Global Language Non-verbal Curious Passion Generous listening Possibility speaking Sincere appreciation Copyright Wiefling Consulting, LLC 2008

Global Language

Non-verbal

Curious

Passion

Generous listening

Possibility speaking

Sincere appreciation

Dual Iceberg Model of Cross-cultural Relationships Ref: Atsushi Funakawa, Transcultural Management: A New Approach for Global Organizations, p. 17, referring to the Geonexus Communications diagram. Copyright Wiefling Consulting, LLC 2008 Common Ground of Human Nature

Evolution of Trust in Virtual Teams Ref: Communication and Trust in Global Virtual Teams, Sirkka L. Jarvenpaa , Graduate School of Business, The University of Texas at Austin. Initial Level of Trust Final Level of Trust High High Low Characteristics of HighHigh Failures tolerated. Roles clear for all. Realistic expectations. Schedule is a guide, not a source of pressure. Thorough explanation of ideas. Intensity during crucial period. Characteristics of LowLow Unequally distributed communication. Shallow ideas & solutions. Lack of task focus. Little or no feedback. Characteristics of LowHigh Initial preoccupation with procedures. Later focus on task. Emergent rather than assigned leadership. Professional, vs. social, relationship among members. Characteristics of HighLow Unrealistic expectations. Lack of follow through on ideas. Excitement over initial small successes. Departure/betrayal of leader or key members. Unable to manage transition to task focus. Copyright Wiefling Consulting, LLC 2008

Characteristics of HighHigh

Failures tolerated.

Roles clear for all.

Realistic expectations.

Schedule is a guide, not a source of pressure.

Thorough explanation of ideas.

Intensity during crucial period.

Characteristics of LowLow

Unequally distributed communication.

Shallow ideas & solutions.

Lack of task focus.

Little or no feedback.

Characteristics of LowHigh

Initial preoccupation with procedures.

Later focus on task.

Emergent rather than assigned leadership.

Professional, vs. social, relationship among members.

Characteristics of HighLow

Unrealistic expectations.

Lack of follow through on ideas.

Excitement over initial small successes.

Departure/betrayal of leader or key members.

Unable to manage transition to task focus.

Keys to Building Virtual Trust . Member Actions Coping with technical uncertainty Individual initiative To Build Team Trust Member Actions Successful transition from social to procedural to task focus Positive leadership To Maintain Team Trust Communication Behaviors Social communication Communication of enthusiasm Communication Behaviors Predictable communication Substantial and timely responses Ref: Communication and Trust in Global Virtual Teams, Sirkka L. Jarvenpaa , Graduate School of Business, The University of Texas at Austin. Copyright Wiefling Consulting, LLC 2008

Member Actions

Coping with technical uncertainty

Individual initiative

Member Actions

Successful transition from social to procedural to task focus

Positive leadership

Communication Behaviors

Social communication

Communication of enthusiasm

Communication Behaviors

Predictable communication

Substantial and timely responses

Innovation: The Fuzzy Front End of the Product/Project Lifecycle Idea Generation Idea Refinement Idea Selection Selection Criteria Market Needs  Economic Environment  Customer Input  Observation  Copyright Wiefling Consulting, LLC 2008

Product Development Process Global Product Review Board Regional Executive Sponsorship Sustaining End of Life Product Strategy Vision Product Platform Strategy Product Roadmap Phase Development Process, Decision Points, Milestones, Deliverables Ref: McGrath, Setting the P.A.C.E. in Product Development Copyright Wiefling Consulting, LLC 2008 Ideas Product Pipeline Management X-Fcnl Core Team Marketing Hardware Manufacturing Software Quality Finance Cust. Support

Conflict Styles Concern for Results Concern for Relationship High High Low Copyright Wiefling Consulting, LLC 2008 Ref: The Thomas Kilmann Conflict Mode Inventory

Competing Shark Emphasizes goals over relationships Win-Lose thinking Copyright Wiefling Consulting, LLC 2008

Emphasizes goals over relationships

Win-Lose thinking

Accommodating Teddy Bear Emphasizes relationships over goals Lose-Win thinking Copyright Wiefling Consulting, LLC 2008

Emphasizes relationships over goals

Lose-Win thinking

Compromising Fox Sacrifices some personal goals while persuading others to give up some of theirs Lose-Lose thinking Copyright Wiefling Consulting, LLC 2008

Sacrifices some personal goals while persuading others to give up some of theirs

Lose-Lose thinking

Collaborating Owl Value goals and relationships Views conflicts as a problem-solving challenge, and finds solutions agreeable to all sides Win-Win thinking Copyright Wiefling Consulting, LLC 2008

Value goals and relationships

Views conflicts as a problem-solving challenge, and finds solutions agreeable to all sides

Win-Win thinking

Avoiding Turtle Sacrifice personal goals and results to withdraw from or avoid conflict Copyright Wiefling Consulting, LLC 2008

Sacrifice personal goals and results to withdraw from or avoid conflict

Turn Breakdowns Into Breakthroughs Possibility Thinking What does this make possible that was not possible before? Ideal Future State What is the ideal result, even if it seems impossible today? Power of Negative Thinking List all of the reasons why this is not possible, all obstacles, barriers and everything preventing this. What Would Make It Possible? Brainstorm silently using post-notes or email, then with the group as a whole, pretending you have a magic wand and infinite power and resources. List at least one idea that would never work and one idea that would get you all fired! Copyright Wiefling Consulting, LLC 2008

Possibility Thinking

What does this make possible that was not possible before?

Ideal Future State

What is the ideal result, even if it seems impossible today?

Power of Negative Thinking

List all of the reasons why this is not possible, all obstacles, barriers and everything preventing this.

What Would Make It Possible?

Brainstorm silently using post-notes or email, then with the group as a whole, pretending you have a magic wand and infinite power and resources.

List at least one idea that would never work and one idea that would get you all fired!

Summary of Key Points An effective global leader must be willing to work and live outside of their comfort zone. There are real differences in people from different cultures, just as there are real differences between people from the same culture. Basic human relationship skills, like building trust and treating people with dignity and respect, are important whether you are from the same culture or a different one. Clear goals and effective communication are even more key to successful global teams. A clearly understood framework for innovation and product development is even more crucial in global teams. All teams have conflict. Understanding different conflict styles can help make this healthy conflict. Breakdowns can be turned into breakthroughs using possibility thinking, negative thinking and silent brainstorming. This process can be done virtually. Copyright Wiefling Consulting, LLC 2008

An effective global leader must be willing to work and live outside of their comfort zone.

There are real differences in people from different cultures, just as there are real differences between people from the same culture.

Basic human relationship skills, like building trust and treating people with dignity and respect, are important whether you are from the same culture or a different one.

Clear goals and effective communication are even more key to successful global teams.

A clearly understood framework for innovation and product development is even more crucial in global teams.

All teams have conflict. Understanding different conflict styles can help make this healthy conflict.

Breakdowns can be turned into breakthroughs using possibility thinking, negative thinking and silent brainstorming. This process can be done virtually.

W.O.W. Leadership Development Exercises Within One Week (WOW!) What seems impossible today, but if it WERE possible, would transform this world for the better? Analyze your preferred conflict style and compare it to other people on your global team. Learn to say at least “hello, goodbye, please, thank you and I’m sorry” in each of the languages of your global colleagues. Sample food from your global colleagues’ countries of origin. Study the history of the countries or origin of your global colleagues. Copyright Wiefling Consulting, LLC 2008

Within One Week (WOW!)

What seems impossible today, but if it WERE possible, would transform this world for the better?

Analyze your preferred conflict style and compare it to other people on your global team.

Learn to say at least “hello, goodbye, please, thank you and I’m sorry” in each of the languages of your global colleagues.

Sample food from your global colleagues’ countries of origin.

Study the history of the countries or origin of your global colleagues.

Commitment to Action “ Knowing” is not enough. You must take action. Confidence is not required. You must be committed. What action will you take in order to become more the kind of leader you admire? W.O.W. - Do it “Within One Week”! Copyright Wiefling Consulting, LLC 2008

“ Knowing” is not enough. You must take action.

Confidence is not required. You must be committed.

What action will you take in order to become more the kind of leader you admire?

W.O.W. - Do it “Within One Week”!

For further information please contact: ALC Education, Inc. www.alc-education.co.jp Japan 03-5464-2815 Copyright Wiefling Consulting, LLC 2008 www.wiefling.com kimberly@wiefling.com USA 650 867 0847