Chris Thiele gave a presentation on cultural intelligence training to Field Productivity Team. He discussed how the world is changing with emerging markets driving global growth. He covered core concepts like unconscious biases, belonging, values and cultural defaults. Thiele explained that cultural intelligence involves understanding different world views to optimize cultural differences. It develops through basic awareness, understanding diverse perspectives, and adapting across cultures. Influence was identified as the most important leadership competency for multi-country roles. Diversity alone does not guarantee success - leaders must acknowledge and support cultural differences for teams to perform at their best.
Webcast Highlights:
Investigate some of the most persistent myths about what motivates millennials
Learn about the motivational patterns that are more consistent with age than generation
Explore how increasing transparency and building better communication within teams can create a more productive professional environment for all generations
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office. By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
With tens of thousands of leaders and more than 30 years of assessments in their database, MRG has unique insights into the differences and similarities of the generations at work. Join MRG President Tricia Naddaff to dive into this research and its implications.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Join us for revealing research that will help your organization begin to harness the potential of millennial talent.
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office.
By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Watch the webinar for revealing research that will help your organization harness the potential of millennial talent.
Webcast Highlights:
Investigate some of the most persistent myths about what motivates millennials
Learn about the motivational patterns that are more consistent with age than generation
Explore how increasing transparency and building better communication within teams can create a more productive professional environment for all generations
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office. By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
With tens of thousands of leaders and more than 30 years of assessments in their database, MRG has unique insights into the differences and similarities of the generations at work. Join MRG President Tricia Naddaff to dive into this research and its implications.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Join us for revealing research that will help your organization begin to harness the potential of millennial talent.
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office.
By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Watch the webinar for revealing research that will help your organization harness the potential of millennial talent.
EPIP and Lupita Gonzalez Microaggressions WebinarEPIPNational
EPIP Webinar - Microaggressions' Effect on You: Set Your Healing and Self Care Toolbox
with Lupita Gonzalez, MS, CPC
January 20, 2016
How many microaggressions are you exposed to monthly? Weekly? Daily? If only we could avoid them all together! We live in an oppressive society that conditions our biases that perpetrate this behavior. Over time, we experience accumulated microaggressions as trauma. Most of us have been at the receiving end, and sometimes in the giving end. Learn how the brain receives microaggressions, and the effects they take on us. Identify your very own, new coping mechanisms that can heal and shield you.
Creating Something Out of Nothing: Social Media in the Nonprofit SectorRebecca Gordon
We all know of organizations that have used social media to dramatically impact their connections with the people they serve and potential donors. This presentation focuses on how to build relationships with social media in the nonprofit sector.
This is Tim Love's second lecture at Oxford University. The first, titled "Advertising & Universal Compatibility, Think Like the Sun," was given March, 2007.
Access the transcript at: http://www.timlovesworld.com/files/oxfordlecture2.pdf
In most businesses, governments, and other organizations there are a critical few extraordinary leaders who make a difference. What if you could increase the number of those critical few leaders, even if only by a small margin? Leadership development - your own and others - is the most high-leverage thing you can do. This is our Leadership Manifesto.
Feminomics provides a new perspective on leadership challenges and opportunities for both men and women. It looks at the unbalanced leadership behind the economic crisis and how we need to re-balance our leadership at every level for future prosperity and well-being.
The presentation forms a powerful centrepiece for leadership events, stimulating high levels of engagement and discussion.
Reflections on the history & relations between the First, Third & Emerging Middle Worlds, the global financial crisis as compared with similar situations in the developing world & proposed strategic solutions.
EPIP and Lupita Gonzalez Microaggressions WebinarEPIPNational
EPIP Webinar - Microaggressions' Effect on You: Set Your Healing and Self Care Toolbox
with Lupita Gonzalez, MS, CPC
January 20, 2016
How many microaggressions are you exposed to monthly? Weekly? Daily? If only we could avoid them all together! We live in an oppressive society that conditions our biases that perpetrate this behavior. Over time, we experience accumulated microaggressions as trauma. Most of us have been at the receiving end, and sometimes in the giving end. Learn how the brain receives microaggressions, and the effects they take on us. Identify your very own, new coping mechanisms that can heal and shield you.
Creating Something Out of Nothing: Social Media in the Nonprofit SectorRebecca Gordon
We all know of organizations that have used social media to dramatically impact their connections with the people they serve and potential donors. This presentation focuses on how to build relationships with social media in the nonprofit sector.
This is Tim Love's second lecture at Oxford University. The first, titled "Advertising & Universal Compatibility, Think Like the Sun," was given March, 2007.
Access the transcript at: http://www.timlovesworld.com/files/oxfordlecture2.pdf
In most businesses, governments, and other organizations there are a critical few extraordinary leaders who make a difference. What if you could increase the number of those critical few leaders, even if only by a small margin? Leadership development - your own and others - is the most high-leverage thing you can do. This is our Leadership Manifesto.
Feminomics provides a new perspective on leadership challenges and opportunities for both men and women. It looks at the unbalanced leadership behind the economic crisis and how we need to re-balance our leadership at every level for future prosperity and well-being.
The presentation forms a powerful centrepiece for leadership events, stimulating high levels of engagement and discussion.
Reflections on the history & relations between the First, Third & Emerging Middle Worlds, the global financial crisis as compared with similar situations in the developing world & proposed strategic solutions.
Managing Cultural Diversity and Global TeamworkDaniela Kaneva
In a world where business and private life are increasingly globalized one key competence becomes keystone to success – the ability to understand and work effectively with people who are of different origin. Learn about the impact of National Culture on business and how you can manage it in order to achieve diversity and performance of global teams.
Tweaked version of Managing for Change , originally presented at Ikaroa Professional Development Weekend 2010. This presentation was given to Horowhenua staff in April 2011 to kick off the development of personal development plans in preparation for a 'service rethink' for Te Takere, the new culture and community centre being built in Levin.
International Project Management EnvironmentsDavid Prat
Aimed to provide tools to project managers that deal with cross-cultural teams and international stakeholders. The work focuses on providing the project manager with the skill of seeing the big picture of multiculturalism and to get closer distant issues such as globalization.
The media plays an important role in defining who we are, what we desire and what is acceptable (or not) in our reality.
In this talk, we discuss the current state of affairs and discuss how we improve upon it.
This is the actual slides presented at Arizona State University on February 10th, 2014
2019 Introduction to Residential Life Diversity & Belonging Education - Week 5Stanford University
2019 version of diversity and belonging lesson for resident assistant candidates at the University of Nevada, Las Vegas (UNLV) for the "Introduction to Residential Life" course. Prepared by Orlando White
EXIM SUMMIT 2015 in Dublin Ireland. ''What is Culture''davidpohaughnessy
ITIM International deliver a key note speech on ''What is Culture''? at EXIM SUMMIT Dublin 2015. The theme of this conference is to enable global trade by knowledge sharing, collaboration and high level relationship building among key stakeholders and services providers.
"We are delighted to speak at this conference about the importance of culture in our home country and look forward to forging deeper links with Ireland's business leaders as they internationalize their organisations" says David P O Shaughnessy who leads our intercultural training services in Ireland. He can be contacted on david.oshaughnessy@itim.org.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
4. Diversity is what
comes through
the door.
Inclusion is what
we do to keep it.*
Culture has many
doors…
Do I see
myself
reflected
here?
*REI store manager’s definition of Diversity & Inclusion
offered during 2011 Manager D&I training.
To date one of the cleanest definitions I have
encountered.
5. Cultural Intelligence
The ability to discern and
take into account one’s own
and others’ world views to
be able to seize
opportunities, make
decisions, and resolve
conflicts in ways that
optimize cultural differences
for better, longer-
lasting, and more creative
solutions. Andrés Tapia
Diversity Best Practices
6. Three Stages of Cultural Intelligence
Basic
Grow awareness of differences such as customs, traditions
and taboos
Core
Understand and navigate diverse perspectives other than
one’s own
Advanced
Adapt to, blend and create cultures across a variety of
dimensions
7. The 4 C’s of Cultural Intelligence
Courage: The willingness to step into the unknown. To risk making
mistakes, appearing foolish or feeling stupid. To step outside of one’s
comfort
Consideration: The critical human element. To approach this work
with thoughtfulness and empathy. To be gentle with and forgiving of
both oneself and others
Context: The various lenses through which culture is expressed. To
understand and recalibrate one’s point of view
Competence: The ability to identify, appreciate and navigate culture
however or wherever defined
8. Diversity is what
comes through the
door.
Inclusion is what
we do to keep it.
Culture has many
doors…
Do I see
myself
reflected
here?
12. For the next
3 MONTHS
An L.A. every
20 YEARS
Asia will build…
13. Shift from Super to Shared Power
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2015 2020 2025 2030 2035 2040 2045 2050
India
China
Japan
Russia
EU
U.S.
Share of Global Power Index by Seven Leading Powers
WEST
EAST
Source: The National Intelligence Council, “Global Trends 2030: Alternative Worlds”
15. What’s happening in your world?
What are the implications of these changes on this
group, your team and/or you personally?
What skills will be necessary to succeed in this future?
16. Key Points
New empowered consumer segments
Business on their terms, not ours
Alliances and coalitions building
Challenges for all
17. Global Leader Quiz:
What most impacts the probability of
becoming a Great Global Leader?
Parents are from a different
country
Significant other is from another
country
Number of languages spoken
All of these
None of these
19. Global Leader Quiz:
What is the most important competency
for leaders with multi-country
responsibilities?
Intercultural skills
Vision
Influence
Delegation
Diversity Management
None of the above
20. Influence is fundamental
27%
22%
21% 21%
20% 20%
19% 19%
18%
17%
15% 15%
14%
13% 13% 13%
12%
11%
9%
8%
7%
What most impacts the chances of being a Great Global Leader
Source: 2011 CLC Global Leadership Survey
Highest impact
Lowest impact
21. Source: 2011 CLC Global Leadership Survey
Influence:
The capacity or power of a leader to be a compelling force or to produce effects on the
actions, behavior, and opinions of others across a global organization.
What is influence?
48% 48%
27%
24%
21%
93%
83%
73% 71% 69%
Decision Making Resource Allocation Creativity Delegation Vision
Global Leaders Weak At
Influence
Global Leaders Strong at
Influence
22. Influence is in short supply
78%
59% 59%
54%
50% 49% 47% 46% 45% 44% 43% 43% 43%
39% 38% 38%
35% 34%
29% 29%
25%
Percentage of Global Leaders Highly Effective at Competencies
Source: 2011 CLC Global Leadership Survey
23. What’s happening in your world?
What are some results of successful influence?
What are some measurable behaviors associated with
developing or exercising influence?
Is influence….
Crystal clear?
Quick and easy?
Universal?
24. Key Points
Everyone has a shot at being a great Global Leader
Influence is ambiguous and vague…kind of like the future
Growth and globalization drive influence’s importance
Influence takes time, seldom tangible and requires
patience
29. “…Perceptual organization is the
process by which relationships
among separate elements are
perceived and guide the
interpretation of those elements…
In sum, how we process sensory
information is in context.”
- Pomerantz & Kubovy, 1986
30. We are hit with
11millionbits of information a day
What we can only handle
40 bits
33. “Unconscious bias creates
hundreds of seemingly irrational
circumstances in which people
seem to make choices driven by
overt prejudice, even when they
are not.”
- Howard Ross
37. “…being excluded
from a group
triggers activity in
the same regions
of the brain
associated with
physical pain.”
Kipling D. Williams,
Purdue University, 2007
39. What’s happening in your world?
Describe the first time you ever felt you really didn’t
belong?
What happened to make you feel that way?
How did that impact your perception of the word or
relationships?
40. Key Points
We see the world through context and relationships
We are hard wired to filter to survive
We become invested in our unconscious biases as “real”
We are driven to belong
42. “Culture is the collective programing
of the mind, which distinguishes the
members of one group from another.
If the mind is the hardware, culture is
the software”
- Geert Hofstede
44. Memes
“Self replicating units of
transmission or elements of cultural
ideas, symbols or
practices, transmitted from one
mind to another through
speech, gestures, rituals or other
phenomena.”
Richard
Dawkins
“The Selfish Gene”
46. Cultural Default
A shared set of memes so
embedded in a culture’s
unconsciousness as to be
assumed, invisible and
undifferentiated from their
values and identity.
49. Right: English for “correct” or “proper”
Direito: Portuguese for “right” or “to do
something correctly”
Sağ: Turkish for “right” or “alive”
Dexter: Latin for “right” or “skilled”
Recht: German for “right” or “correct”
오른: Korean for “right” or “morally proper”
50. Left :derived from the Anglo-Saxon word
lyft, “weak”
Sinistera: Latin for “left”, “evil” or
“unlucky”
Gauche: French for “left”, “awkward” or
“clumsy”
:Hebrew for four
left hands” or “extreme clumsiness”
左道: Chinese for “left path” or “unorthodox
or immoral means”
ходить налево: Russian for “to go
leftwards” or “to commit adultery”
60. What’s happening in your world?
What might your cultural defaults be?
Could you list three?
Hint: What identities do you share that are a given?
61. Key Points
Culture is the expression of values through “memes”
Values and memes become synonymous over time
Memes determine our degree of belonging
Invisible memes are our “norms” or “cultural defaults”
76. The “Typical” U.S. cultural defaults
Speaks English
Males are the majority and in dominant, core roles
Females are the minority and in support roles
Are white
Are able bodied
Are assumed to be heterosexual
(Are right handed)
78. “He who fights
with monsters
should look to it
that he himself
does not
become a
monster.”
Friedrich Nietzche
79.
80. Balance of Power 1AD – 2009
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1AD 1000 1500 1600 1700 1820 1870 1913 1950 1973 1990 2009
India
China
Japan
Russia
EU
U.S.
Share of Global GDP of the 8 Great Powers
WEST
EAST
Source: The Atlantic; “The Economic History of the Last 2000 Years”
81. U.S. Corporate Leadership
White Men
White
Women
Minority Men
Minority
Women
Fortune 500
Board of
Directors
71% 14% 11% 4%
Fortune 500
Exec Teams 72% 18% 8% 2%
U.S.
Population
39% 41% 10% 10%
Concur Exec
Team (2012) 73% 13% 13% 0%
82. Shift from Super to Shared Power
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2015 2020 2025 2030 2035 2040 2045 2050
India
China
Japan
Russia
EU
U.S.
Share of Global Power Index by Seven Leading Powers
WEST
EAST
Source: The National Intelligence Council, “Global Trends 2030: Alternative Worlds”
85. What made the card game so
frustrating?
Perception
Biases
Belonging
Cultural defaults
What was
missing?
86. GREAT PerformancePoor Performance
So what happens when the world or our
teams become more diverse?
Diversity’s Impact on Teams
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
C, Milton J. Bennett 2008
OK Performance
Homogeneous Teams
• Cohesion largely based on cultural
defaults
• Management skill has limited
impact on great performance
87. Multicultural Teams
• Leader acknowledges & supports
cultural difference
• Cultural difference an asset to
performance
+
+
+ +
+
+ +
+
GREAT Performance
Multicultural Teams
• Leader ignores or suppresses
cultural difference
• Cultural difference an obstacle to
performance
Poor Performance
What this means for you:
Diversity’s Impact on Teams
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
C, Milton J. Bennett 2008
OK Performance
Homogeneous Teams
• Cohesion largely based on cultural
defaults
• Management skill has limited
impact on great performance
• Diversity eliminates
average performance
• Diverse teams lack
commonality through
cultural defaults
• Ability to lead across
differences becomes
critical in performance
88. P.A.U.S.E.
Pay attention to behaviors
Acknowledge your own interpretations and judgments
Understand the other possible reactions
Search for the most effective way to act
Execute your action plan
Diversity is the sum of all unique, various and brilliant qualities, aspects, identities of our customers, employees and partners that step through our door each day. Inclusion is the behaviors, policies, programs, practices, symbols, norms, standards, etc that cultivate an environment in which that diversity feels a sense of ownership, belonging and ultimately loyalty.There is no single door at Concur. Our products, services, and culture have a myriad of access points. Therefore our focus as leaders is:Optimizing the overall mix and retaining itMaximizing the relevancy and appeal across our cultural “doorways” for customers, employees and partnersWe must continue to ask ourselves: “Do I see myself reflected here both in representation and expression?”
The most significant trend is the growth of the global middles class.Estimated to double (1 billion) or even triple to over 3 billion people.
Estimates by the UN show that 70% of world GDP growth will come from emerging marketsChina and India constitute 40% of that growth.
Population growth and increase in the middle class will result in massive shifts to urbanizationMost of these new people will live in South and East Asia; one way of imagining the scale of the urban boom is that a city the size of Los Angeles will be built every three months for the coming two decades.The volume of urban construction for housing, office space, and transport services over the next 40 years—concentrated in Asia and Africa—could roughly equal the entire volume of such construction to date in world history, creating enormous opportunities for both skilled and unskilled workers.Understanding multi-cultural markets By David BersoffGlobal Trends 2030
For the past 50 years or so the US and Europe have held the dominant share of power (DGP, military spending, health, education, governance). Much of what we consider “business culture” is really an export from the U.S. I would include Concur’s culture within this mix.This is all about to change.Rise of the emerging market middle class – consumer empowermentIn a new report entitled “Global Trends 2030: Alternative Worlds”, the National Intelligence Council predicts by 2030, countries in Asia will have surpassed the United States in many of these power metrics, meaning that “the ‘unipolar moment’ is over and Pax Americana – the era of American ascendancy in international politics that began in 1945 – is fast winding down,” the report said. “There will not be any hegemonic power” in 18 years but instead a collection of “networks and coalitions” in which Asian nations and rising economic powers such as India, Brazil, Colombia, Indonesia, Nigeria, South Africa and Turkey will take part.What are some implications of this trend on consumers in general?Increased individual consumer empowermentRequirement of highly customized, tailored products, services and brandingPressure on resourcesAsymmetry in workforce (aging in some places, young in others)Power of women and economic independenceGlobal Trends 2030http://www.dni.gov/index.php/about/organization/national-intelligence-council-global-trendsPower is shifting back to its historic owners in China and India. It is become more difused.Global Trends 2030http://www.dni.gov/index.php/about/organization/national-intelligence-council-global-trends
“There will not be any hegemonic power. Power will shift to networks and coalitions in a multipolar world.”End of an era of the past 50 or so years – in which a single or two superpowers dominated the political, economic and cultural landscapeWhat are some emotions around this?What are some implications of this trend on consumers in general and business travel specifically?Increased consumer empowermentPressure on resourcesAsymmetry in workforce (aging in some places, young in others)Power of women and economic independenceWhat might the impact be on how business is done globally? How will that adjustment be for leaders– particularly in the U.S.?How about for the emerging powers?Emerging countries will undergo similar diversity challenges as the US in the 70s and 80s – but in unique ways – class, caste, age, gender. glass ceiling for exampleConsumers and workforce will become more complex and diverse and will require leadership that reflects this diversity. An emerging divide has appeared between leadership and its workforce. http://www.menendez.senate.gov/imo/media/doc/CorporateDiversityReport2.pdfGlobal Trends 2030http://www.dni.gov/index.php/about/organization/national-intelligence-council-global-trends
On Feb. 7th, The Corporate Executive Board CLC HR presented its recent Global Leader survey results. I’d like to present a summary of those results as they contain insight very relevant to CQ at Concur.Part of the Corporate Executive Board Global Leader Survey11,500 leaders at 35 organizations and more than 200 HR executivesTwo-thirds of CLC HR’s survey respondents were from outside of North AmericaGlobal Leader DefinitionHas strategic, P&L and operational responsibilities across more than one countryA Great Global Leader achieves Current resultsAnd builds the foundation for long-term successIndicators of a great global leader (18% of leaders):7 in 10 business units that they lead hit their 3-year revenue goalsRisk of attrition on their teams is 13% lower than averageDiscretionary effort levels on their teams are 12% higher than averageIn some slides I will compare Great Global Leaders to “Laggards” who score low in both achieving current results and building foundations for long-term success.Indicators of a “Laggard” (33% of Leaders)(Laggard: A person who makes slow progress and falls behind others)2 in 10 business units that they leadhit their 3-year revenue goalsRisk of attrition on their teams:3% higher than averageDiscretionary effort levels on theirteams: 24% lower than averageAs soon as a leader transitionsfrom single country to multi-countryresponsibility, the abilityto influence becomes the criticaldifferentiator. Influence is thefundamental competency thatleaders must have to effectivelyassume global roles.
Common beliefs aroundglobal leaders’ parents,significant others, andnumber of languagesspoken have little tono impact on theirprobability of beinga Great Global Leader.Key Point: Everyone has the same opportunity to become a Great Global Leader. Caveat: depending on how we define Global Leader…
Global leaders who have strong influence skills are significantly more effective at the other key skills that are essential for Great Global Leadership.I’ve highlighted power as this concept is central to understanding D&I across culturesInfluence is the lynch pin that other core competencies depend. If we get influence right, the others will follow.
On average global leaders are least effective on the most important skill: influence. Global Leaders are best at the most authoritative use of power: holding people accountable. Authoritative use of power is the exact opposite of influence, the most subtle use of power. In a multipolar world of alliances, what type of power will be most effective?Notice how three of the five top competencies are also in the bottom of effectiveness. This reinforces the spill over effect of influence and its importance in being a great global leader.Would you agree Concur is very action oriented with a focus on accountability? How might this promote or inhibit the development of influence?What competencies will be essential in a matrixed organization?
What do you see? Take a moment.
Here is some help
Karl Dallenbach performed groundbreaking work in early perception psychology.Once you “see” the cow, you can no longer not see it. Our minds see what we expect to see. Our previous experiences
“We see the world as we are, not as it is.”It’s impossible to unsee the cow. Once relationships are formed, takes focused energy to unwrite it. Fundamental to understanding culture is context and relationships
“Danger Detector”Automatically and unconsciously determine safetyDanger Detector can be consciously correctedShort cut to aid in decision making Conscious mental models eventually become instinctual
Our fundamental way of looking at and encountering the world is driven by a “hard-wired” pattern of making unconscious decisions about others based on what feels safe, likeable, valuable, and competent“See the world as we are, not as it is”
Selective AttentionSee the car we just bought everyoneOrganizes the world around our attention or focus
Tara Lipinski
How did the relationships change?Was the sense of exclusion based on your personally or by qualities/aspects of a group you belonged to?
How did the relationships change?Was the sense of exclusion based on your personally or by qualities/aspects of a group you belonged to?Additional:Koan from Pat Parker’s poem, “For the White Person Who Wants to Know How to Be My Friend”?The first thing you do is to forget that I’m Black.Second, you must never forget that I’m Black.
Has anyone noticed several themes within the presentation?
Did you catch any? If so – which one’s? Why do you think?If you missed any, would that label describe you? If not - say you were female, or black or gay or even left handed – why not? Often a minority becomes so complicit in the power and symbols of the majority, it no longer questions the supposed universality of the majority’s symbols. Key Point: Overtime, those underrepresented groups accept the illegitimacy or “otherness” of their own experience. They forget, conceal or suppress their symbols and sometimes their own members. “Internal homophobia” Very rarely if never do we designate an executive as “heterosexual” or “abled” when introducing them. However when describing one that doesn’t fit in the assumed norm we attached the corresponding “different” label. Key Point: Labels always connote difference, deviation and abnormality – rarely if ever the standard. For those out of the norm – they must live conjoined to their respective labels. “Jill, the female executive” or “Mark, the black, handicapped accountant”. Energy must be spent either countering the negative connotations or reinforcing the positive attributes of that label. Example:If Mark, an executive, performs poorly, his failings are attributed to his own personal abilities or failings. This wouldn’t reflect poorly on Jack, another executive, who is male assumed. If Jill, the “female” executive, also performs poorly, it reflects poorly on her gender and the stereotype that women can’t compete. Jill not only feels that she let herself down, but all women aspiring to be executives. She is both an individual and a group representative. Lot’s of pressure! Key Point: This is the advantage and privilege of the invisible norm – you are free to be simply yourself.
All are white and using their right hands to write or gesture. The man’s directive stance and behavior indicates leadership. The women are either writing or carrying files.
Again white though the dark haired woman may not be. Right hand prominent. Woman is writing. Man from height and position appears to be leading the conversation
Single white man.
White. Gestures and writing are right handed. Men are leading. Women are either writing, listening or what appears to be in a quasi trance.
These are the traditional, assumed norms that comprise U.S. cultural “default”. Have you noticed that all imagery in this entire presentation has followed these defaults? Which if any did you catch? Why is that?My point here is not attack or accuse this or any other group in power. This isn’t about passing judgment or pitting one group against the other. No person or group is immune. Being part of one underrepresented group does not give a free pass in others. It might make you more sensitive to the experience of other groups. This is not a bad rap on white men. This is where in traditional D&I training things can become uncomfortable and participants begin to shut off. To be clear, this isn’t about shaming or blaming. This about being effective leaders. This means being aware of our blind spots and cultural “defaults” – anytime there is a heavy concentration of one group, quality or aspect at the expense of others. The appeal of being with people “just like me” is a human trait. It’s far easier and efficient to get things done when everyone is uniform and speaks the same cultural language. This is a natural tendency is often a key “default” to surround oneself with like minded, culturally similar people. The reason white males become targets is the degree and expanse of power at their disposal. This is not endemic to one gender, race, ethnicity, etc. Nor does it make non-white, non -males immune to their own cultural defaults and biases or give them a free pass. We all are accountable. Rather my purpose is to illuminate the effects of power and the responsibility we all have as leaders on our own perspectives and resulting communication in action and word, conscious or not.Key points:Does not imply leadership is incapable or unskilledDoes not invalidate experiences, history and skills bring to the tableReflective of the region and industry when we beganKey Point: When supermajorities exist, leadership will need to work harder against the ingrained cultural defaults to reflect the larger pool of perspectives and needs outside of their direct experience. Key Point: As one who has power (wealth, title or representation) being a leader means being responsible and taking ownership of what we take for granted. Of being mindful of those that may not fit that unspoken and invisible norm. What might be some other norms unique for Concur? Respect to alcohol?Family situation?For those out of the norm – they must live conjoined to their respective labels. “Jill, the female executive” or “Mark, the black, handicapped accountant”. Energy must be spent either countering the negative connotations or reinforcing the positive attributes of that label. Example:If Mark, an executive, performs poorly, his failings are attributed to his own personal abilities or failings. This wouldn’t reflect poorly on Jack, another executive, who is male assumed. If Jill, the “female” executive, also performs poorly, it reflects poorly on her gender and the stereotype that women can’t compete. Jill not only feels that she let herself down, but all women aspiring to be executives. She is both an individual and a group representative. Lot’s of pressure! As global leaders it will be imperative that we recognize other areas where we take things for granted.
Holding those accountable and influencing through others both use power but in very different ways. To understand culture and our roles as leader, we much understand and mindfully use power. Power can be determined by many things such as wealth, title and representationGolden Rule: He who has the gold, makes the rules. Historically land, military might, currency. Today it may very well be the aggregation and interpretation of Big Data tailored to the individual that represents power.Most in this room qualify across all three areas in some form or another. Are there other symbols for power more specific to Concur?CQ definition for power: Power is the ability or official authority to decide the values and symbols of a culture So what does it mean to have power?
Most of our cultural defaults are already set. So where do they come from? I’m going to go “big picture” here to offer context. If power is the ability to set the values, symbols and norms then let’s look at who as power.Post WWII and certainly since the 1990’s The US has been the single dominant economic, political and military power.Key Point: The #1 export by the United States over the past 60 years was its culture. The Atlantichttp://www.theatlantic.com/business/archive/2012/06/the-economic-history-of-the-last-2-000-years-in-1-little-graph/258676/
So who has power in the United States? We can use U.S. Fortune 500 corporate leadership as a proxy as it holds both resource and structural (title) power.As power is conferred often to the majority, who is the majority? White males hold a disproportionate majority on Fortune 500 boards, executive teams and governmental leadership in general compared to their share of population. Key Point: A single segment of the U.S. is able to set the values, symbols and therefore norms for others not just in the U.S. but the world. Concur’s composition reflects this trend.So what might this norm look like?
For the past 50 years or so the US and Europe have held the dominant share of power (DGP, military spending, health, education, governance). Much of what we consider “business culture” is really an export from the U.S. I would include Concur’s culture within this mix.This is all about to change.Rise of the emerging market middle class – consumer empowermentIn a new report entitled “Global Trends 2030: Alternative Worlds”, the National Intelligence Council predicts by 2030, countries in Asia will have surpassed the United States in many of these power metrics, meaning that “the ‘unipolar moment’ is over and Pax Americana – the era of American ascendancy in international politics that began in 1945 – is fast winding down,” the report said. “There will not be any hegemonic power” in 18 years but instead a collection of “networks and coalitions” in which Asian nations and rising economic powers such as India, Brazil, Colombia, Indonesia, Nigeria, South Africa and Turkey will take part.What are some implications of this trend on consumers in general?Increased individual consumer empowermentRequirement of highly customized, tailored products, services and brandingPressure on resourcesAsymmetry in workforce (aging in some places, young in others)Power of women and economic independenceGlobal Trends 2030http://www.dni.gov/index.php/about/organization/national-intelligence-council-global-trendsPower is shifting back to its historic owners in China and India. It is become more difused.Global Trends 2030http://www.dni.gov/index.php/about/organization/national-intelligence-council-global-trends
So let’s look further down at the Concur level.“What might several implications of this slide be?”“In respect to influence and our cultural “defaults”?”Why is this important: High concentration of any one particular perspective blots out constructive dissent or alternatives critical to innovation. The results is agreeable mediocrity. Leadership runs the risk of becoming trapped in their own story. It’s “default”. This is a big potential gap – and it’s not just with our employees. This is also with our customers and partners.So what. Why might this be important, if at all? Why matters:Concentration of perspectives. Run the risk of only seeing problems and possibilities for a particular point of view. Leadership, especially a highly tenured one, has a different experience and story of the Concur that many new employees experienceRisk new employees not seeing themselves and their values reflected – unclear of a future or place for themNot able to anticipate the shifts of an evolving empowered customer base. Key Point: There is a growing divide between Leadership and the workforce it represents. Therefore reflecting the diversity of experiences, backgrounds and perspectives will become even more important for leadership.
Building trust is essential to influence and being an effective global leader. It’s also foundational to Cultural Intelligence.Two indicators of strong CQ:A culture of shared values but intelligent and deliberate creation and articulation of symbols and norms across regions, departments, teams, etc.A place where everyone has the freedom to be an individual while still respecting and reflecting their group/cultural identitiesIt is a sign of a healthy culture that can weave together a myriad of symbols for its underlying value. It’s a strong culture that can both accommodate the individual as well as their multitude of identities. It demonstrates its agility and capacity for change.Conclusion: Ultimately the more perspectives and points of view we have of our values, the stronger those values become and the stronger sense of inclusion we all have.