Slides of actual workshop delivered. A 35 page handout with assessments, quizzes, structured learning activities and games with the client already.

1. CROSS CULTURAL
AWARENESS & LEADERSHIP
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2. Objectives
1. Define and describe the essence of multiple
cultures.
2. Know how our beliefs impact our interactions with
others
3. Hofstede’s 5 Dimensions on thinking, managing and
communicating across cultures.
4. Improving performance using direct and indirect
communication styles.
5. Build teams through creative collaboration rather
than competition or compromise.
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3. GLIMPSES OF DIVERSITY
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7. @ CROSS CULTURES
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8. Define Cross Culture/s
“Culture is the collective programming of the
mind that distinguishes the members of one
group or category of people from others.”
Hofstede and Hofstede
Ex: Eye cannot see the eye / Color of eyes
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10. Impact on Interactions
Communications
Behaviour
Norms & Rituals
Attitude
Beliefs & Values
Techniques
Strategy
Culture
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11. DIMENSIONS OF CULTURE
(HOFSTEDE + TROMPENAARS)
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12. Hofstede’s Five Dimensions
Identity
Hierarchy
GenderTruth
Virtue
Individual Collective
High Power Low Power
Masculine FeminineUncertainty Avoidance Un Tolerant
Long-Term Short-Term
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13. Hofstede’s Five Hierarchy
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High power distanceLow power distance
Inequalities among people should
be minimized
Interdependence between less and
more powerful people
Hierarchy in organizations means
an inequality of roles
Decentralization is popular
Narrow salary range
Subordinated expect to be
consulted
The ideal boss is a resourceful
democrat
Privileges and status are
disapproved
Inequalities among people are
both expected and desired
Less powerful people should be
depended on the more powerful
Hierarchy in organizations reflects
the existential inequality
Centralization is popular
Wide salary range
Subordinated expect to be told
what to do
The ideal boss is a benevolent
autocrat or good father
Privileges and status are both
expected and popular

14. Hofstede’s Five Truth
Uncertainty: normal feature of life
and each day is accepted as it comes
Low stress – subjective feeling of
well-being
Aggression and emotions must not
be shown
Comfortable in ambiguous situations
and with unfamiliar risk
There should not be more rules than
necessary
Precision and punctuality have to be
learned
Tolerance to innovation
Motivation by achievement
Uncertainty : continuous threat
that must be fought
High stress – subjective feeling of
anxiety
Aggression and emotions may be
shown at proper times
Fear of ambiguous situations and
of unfamiliar risk
Emotional need for rules, even if
they never work
Precision and punctuality come
naturally
Resistance to innovation
Motivation by security
Weak uncertainty avoidance Strong uncertainty avoidance
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15. Hofstede’s Five Identity
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High individualism
Individuals learn to think in terms
of “we”
High-context communication
Diplomas provide entry to higher
status groups
Relationship employer- employee
is perceived in moral terms, like a
family
Hiring and promotion decisions
take employees’ ingroup into
account
Management is management of
groups
Relationship prevails over task
Individuals learn to think in terms
of “I”
Low-context communication
Diplomas increase economic
worth and/or self- respect
Relationship employer-employee
is a contract based on mutual
advantage
Hiring and promotion are
supposed to be based on skills
and rules only
Management is management of
individuals
Task prevails over relationship
Low individualism

16. Hofstede’s Five Gender
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High masculinity
Dominant values: caring for others
and preservation
People and warm relationships are
important
Sympathy for the weak
In family, both fathers and mothers
deal with facts and feelings
Stress on equality, solidarity , and
quality of work life
Managers use intuition and strive
for consensus
Resolution of conflicts by
compromise and negotiation
Dominant values: material success
and progress
Money and things are important
Sympathy for the strong
In family, fathers deal with facts
and mothers with feelings
Stress on equity, competition
among colleagues and
performance
Managers are expected to be
decisive and assertive
Resolution of conflicts by fighting
them out
Low masculinity

17. Hofstede’s Five Virtue
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Long-term orientation
Respect for traditions
Little money available for
investment
Quick results expected
Respect for social and status
obligations regardless of cost
Concern with possessing the Truth
Adaptation of traditions to a
modern context
Funds available for investment
Perseverance towards slow
results
Respect for social and status
obligations within limits
Concern with respecting the
demands of Virtue
Short- term orientation

18. LEADING WITH SENSITIVITY
IMPROVING
PERFORMANCE
THROUGH SENSITIVE
COMMUNICATIONS
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19. Interactions
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20. Listen
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• Shut up! Inside your head.
• Listen with a willingness and a
readiness to change outside.

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22. Learn
• Learn is to ask questions, to probe with
curiosity and a spirit of exploration.
• Morph questions by holding down all possible
biases and structure them to empower the
other.
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24. Lead / Assert
• Say what you feel and think will co-create
value first for you and then for the partnership.
• Starting with a “No” does not mean all
outcomes will be negative.
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25. MULTI-CULTURAL TEAMS
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26. Building Teams 1. Collaborate NOT
Compromise or
Compete
2. Switch /Pivot
Dimension for
Growth and
Progress
3. Forget “my way” or
the “no way out”
mentality.
Persevere and
Innovate.
High
AVERAGE
Low
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Teams. More Fun in the
Philippines!

28. “We all should know that diversity makes for
a rich tapestry, and we must understand that
all the threads of the tapestry are equal in
value no matter what their color.”
-Maya Angelou
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A World of Clear, Creative & ConscientiousThinkers!
Whenever you need…
Communication Skills
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Leadership Training
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