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Business Cultural Competence and Etiquette: Understanding Culturally Sensitive Executive Manners


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Learning Objective: To improve the capacity to understand and negotiate around business and cultural expectations to increase interpersonal effectiveness

Executive manners refer to professional and corporate expectations. Cultural competence includes the capacity to apply and adapt executive manners in a wide variety of settings and cultures. We all make occasional cultural and business missteps and will likely agree that a better understanding of appropriate practices helps protect and enhance our image. There are bad manners that can be avoided with awareness and education. This session is designed for both new and seasoned professionals to gain an understanding of new ways to attract diverse talent, influence customers, and maximize interpersonal effectiveness.

At the end of this seminar, participants will be able to:

a. Identify and explore common business etiquette mistakes.
b. Explore global cultural practices and blunders made by professionals.
c. Identify personal and professional expectations based on cultural experiences.
d. Explore opportunities to learn more about executive manners and cultural competence.

Published in: Business
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Business Cultural Competence and Etiquette: Understanding Culturally Sensitive Executive Manners

  2. 2. • Objectives • Define Diversity • Identify Social Biases • Define Inclusion • Five Inclusive Habits • Understand Perceptions • Generational Differences Topics of Discussion
  3. 3. • To better understand, harness, and leverage the power of the unconscious mind, and leverage inclusive intelligence for engagement, innovation, and collaboration. • Increase understanding, insight, and self awareness about one's own behavior and its impact on others, including the ways in which others interpret one's behavior. Objective
  4. 4. Exercise
  5. 5. • What does diversity mean to you? • Why is diversity important? Diversity is… • Diversity is defined as any relevant mixture of difference that helps achieve the mission
  6. 6. Everything looks like a nail…
  7. 7. We can do more with…
  8. 8. Game Changer Game Changer Inclusion  Micro-Behavior Game Changer  Micro-Behavior Functional Ethical PracticalDiversity Aspects of Diversity
  9. 9. What makes us different: Genes Environment Unique Experiences
  10. 10. Unconscious Bias Unconscious bias happens when our brain makes incredibly quick judgments and assessments of people and situations without us realizing. Our biases are influenced by our background, cultural environment, and personal experiences.
  11. 11. “Like Me” Bias “Confirmation” Bias Social Biases
  12. 12. The Way We See it…
  13. 13. Character Competence Courage Collaboration
  14. 14. The degree to which an individual perceives that he or she is an esteemed member of the work group through his or her needs for belongingness and uniqueness. Inclusion is…
  15. 15. Three Rules of Inclusive Leadership Rule 1: Get out of your comfort zone Rule 2: Respect others perspectives Rule 3: We are smarter together
  16. 16. FAIR OPEN COOPERATIVE SUPPORTIVE EMPOWERMENT Diversity + Inclusion = Productivity Five Inclusive Habits (F.O.C.S.E)
  17. 17. Act of Inclusion • If you do not intentionally, deliberately, and proactively include, you will unintentionally exclude. • Who can you afford to exclude from your team?
  18. 18. Traditionalist (1925-1945)  “Work First”  Children should be seen and not heard  Desire to leave a lasting legacy  Duty before pleasure  Dedication and sacrifice  Prefer communication in writing  Feedback need: low
  19. 19. Baby Boomers (1946-1964)  “Live to Work”  Workaholics  Excelling in their career is important  Prefer telephone or face-to face communication  Spend “quality time” with children  Competitors  Feedback need: medium
  20. 20. Generation X (1965-1980)  “Work to Live”  Grew up as day-care children or as latchkey  Prefer electronic communication  Expect their careers to keep moving forward or they will leave  Challenge the system  Feedback need: high
  21. 21. Generation Y (1981 - 2000)  “Live, then Work”  Prefer instant or text messaging (Tech- Savvy)  Entitled with high expectations  Confident  Respect for diversity  Feedback need: very high  “We want it all, now”
  22. 22. The Blue Print • Knowledge • Skills • Experiences • Attitudes
  23. 23. “Train people well enough so they can leave, treat them well enough so they don’t want to.” -Sir Richard Branson
  24. 24. “People will forget what you said…they will forget what you did but people will never forget how you made them feel.” -Maya Angelou
  25. 25. Your thoughts… Your words… Your actions… Your habits… Your character… Your destiny…
  26. 26. Questions