Rotary Business School: Trust and Credibility- A Global Perspective
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This document outlines an agenda and presentation on building trust and managing cultural differences in global teams. The presentation covers key challenges in virtual teams like lack of non-verbal cues and difficulty establishing trust. It discusses how trust is built through competence, integrity and concern for others. Cultural dimensions like time orientation and communication style are reviewed, and how they impact trust. Tools for addressing cultural differences like cultural due diligence, mentoring, dialogue and style switching are presented. The document concludes with a team challenge activity and Q&A.
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Rotary Business School: Trust and Credibility- A Global Perspective
- 1. © 2017 Berlitz Corporation Rotary Business School: Trust and Credibility – A Global Perspective Presented by Shonda Rae Kohlhoff, MA Date: June 13th, 2017
- 2. © 2017 Berlitz Corporation AGENDA • Introductions and Cultural Competence • Trust: A major team challenge • Building Trust: Why and How? • When do you lose trust? • How does culture play a role in trust? • Four Cultural Dimensions that affect trust • Tools to address cultural differences and build trust in teamwork? • Teamwork Challenge • Wrap-up and Q & A
- 3. © 2017 Berlitz Corporation THE JOURNEY OF CULTURAL COMPETENCE
- 4. © 2017 Berlitz Corporation TOP VIRTUAL TEAM CHALLENGES In a study of over 30,000 employees the top five challenges for virtual team members were: 1. Inability to read non-verbal cues (94%) 2. Not enough time during virtual meetings to build relationships (90%) 3. Absence of collegiality (relationship) among virtual team members (85%) 4. Difficulty to establish rapport and trust (81%) 5. Managing conflict is more challenging (73%) Source: UNC Kenan-Flagler Business School and RW3
- 5. © 2017 Berlitz Corporation TRUST AND RELATIONSHIPS • How well do we have to know each other in order to work or do business together? • How much does our relationship count compared to other business criteria? • What is the role of personal trust?
- 6. © 2017 Berlitz Corporation ACTIVITY: BUILDING TRUST Trust promotes an effective work environment Partner Discussion: How have you built trust in your previous teamwork? (2 minutes for each person)
- 7. © 2017 Berlitz Corporation REFLECTIONS ON PARTNER DISCUSSION
- 8. © 2017 Berlitz Corporation TRUST DEPENDS ON THREE FACTORS 1. Performance Competence: Develop and display Competence Example: • Continue reading and learning about new skills, processes, and methods. 2. Integrity Example: • Ensure that your actions are consistent with your words. If not, explain the “why”. 3. Concern for the well-being of others Example: • Assign mentors to new team members for orientation • Take time to develop relationships and involve everyone • Self awareness is key. Know how your preferences and work style impact others • Ask for feedback Source: Duarte, Deborah, and Snyder Tennant Nancy, Mastering Virtual Teams.
- 9. © 2017 Berlitz Corporation One: Performance Competence • Giving and receiving FEEDBACK. Recognize differences (private or public) since this can be uncomfortable at times. • Go DIRECTLY to your colleague to provide effective feedback, rather than to their boss first. • Be able to COMMIT and DELIVER. If you are not able to meet a deadline, communicate this early on (also relates to Integrity). TRUST ACTIONS: 1 of 3
- 10. © 2017 Berlitz Corporation TRUST ACTIONS: 2 of 3 Two: Integrity • Assume POSITIVE intent; avoid conclusions. • Sometimes we hesitate to ask for help, which can lead to delayed answers and action or stress. It’s OK to ask for help! ANTICIPATE and ASK FOR HELP when needed. • It’s OK to say “I don’t know but I will find out” and “I MADE A MISTAKE” as long as we show that we are learning from it and want to prevent others from making the same mistake. • AVOID FINDING BLAME, focus on solutions to move forward.
- 11. © 2016 Berlitz Corporation Trust Actions: 3 of 3 Three: Concern for the Well-being of others • Develop relationships. Take the time to discuss non-business related topics. Set up weekly, bi-weekly, or monthly calls, if possible, help colleagues make positive introductions. • When a teammate is unable to attend a meeting: Set up a DEBRIEF MEETING to discuss key points, send notes, quick call to review, meet with person in advance of meeting to relay their points. • Listen to all ideas; AVOID DISCREDITING the ideas of others. • Give constructive feedback, giving credit where credit is due, acknowledge good ideas. • Provide FEEDBACK PROMPTLY; do not wait a long period in between action and feedback.
- 12. © 2017 Berlitz Corporation ACTIVITY: WHAT IN THE WORLD WAS THAT? In triads, share: When have you personally experienced “culture shock” working with globally-diverse or geographically-dispersed colleagues, which resulted in a loss of your trust? Each person takes 3 minutes :-)
- 13. © 2017 Berlitz Corporation INTERCULTURAL TEAMWORK CHALLENGES 1. Building Trust 2. Cultural Diversity
- 14. © 2017 Berlitz Corporation Culture is what is expected, reinforced, and rewarded CULTURE “The way we do things around here”
- 15. Culture hides much more than it reveals and strangely enough what it hides, it hides most effectively from its own participants. Edward T. Hall
- 16. © 2017 Berlitz Corporation CULTURE: BEYOND AWARENESS Unobservable (Underlying Values) Observable Behaviors Beliefs * The Iceberg Model* Edgar Schein, MIT
- 17. © 2017 Berlitz Corporation FRAME OF REFERENCE How and why we do the things we do INVISIBLE • How we think and learn • How we relate to time • How we use space • Sense of identity • Sense of social affiliation and obligation • Core beliefs and values • Sense of ethics and morality Frame of Reference Assumptions VISIBLE • How we communicate and use language • Which language we speak • Habits and mannerisms • Dress and appearance • Food and eating habits • Religious practices • Work habits and practices
- 18. © 2017 Berlitz Corporation Six Levels of Culture Culture Organizational TeamFunctional IndividualIdentity Group National/Societal
- 19. © 2017 Berlitz Corporation THE THREE DIMENSIONS OF CULTURE Interaction Style Thinking Style Sense of Self How people tend to communicate and engage with others in work situations. How people tend to process information in work situations. How people tend to view identity and motivation in work situations. Being | Doing Fluid | Fixed Indirect | Direct Informal | Formal Instrumental | Expressive Particularistic | Universalistic Multi-Focus | Single-Focus Past | Future Low Context | High Context Inductive | Deductive Linear | Systemic Control | Constraint Private | Public Hierarchy | Equality Collectivistic | Individualistic Cooperative | Competitive Flexibility | Order
- 20. © 2016 Berlitz Corporation CULTURAL DIFFERENCES WITH TRUST 1. In some cultures TRUST is implicit – you automatically trust the person to accomplish their task because you have a shared desire to be successful - TRUST IS LOST when the person does something that causes mistrust. (deception about completing a deadline, misses a meeting, etc) 2. In other cultures – TRUST needs to be EARNED. Trust is withheld until a person shows themselves worthy (relationship built, etc. )
- 21. © 2016 Berlitz Corporation Task Relationship Doing Being • Business takes precedence over relationships • Higher level of trust • Goal/solution-oriented • Relationships frequently a by- product of the task • Short-term relationships common • Relationship crucial to accomplishing task • Lower level of trust • Relationship/Process • Value loyalty and harmony • Long term relationships common Denmark Germany United Kingdom United States Argentina Brazil Colombia Mexico Venezuela Japan China Hong Kong India Malaysia Vietnam Nigeria Saudi Arabia South Africa Russia France Spain
- 22. © 2017 Berlitz Corporation Relationship/Being Orientation • GOOD relationships with co-workers are the most important factor in getting the job done • Smooth, friendly and POSITIVE interpersonal skills are highly valued • Time is SECONDARY to building good relationships • People tend to be process-oriented • Time is needed to get to know the counterpart • People get things done by first establishing trust, gaining influence and DOING FAVORS for others
- 23. © 2017 Berlitz Corporation • Take time to get to know colleagues, partners • Maintain relationships through frequent contacts • Willing to discuss non-business related topics Being Working with Doing • Personal relationship possible, but not until business is finished. Then you can turn to other topics. • Recognize the personal boundaries of colleagues RECOMMENDATIONS Doing Working with Being
- 24. © 2017 Berlitz Corporation United States Denmark Germany United Kingdom Argentina Brazil Mexico China Hong Kong Japan India FIXED • Emphasize the importance of defining and managing time precisely. • Time is divided into units so it can be measured and tracked accurately. • Schedules, timelines and deadlines are taken seriously, and are considered binding. • It is often considered unethical to "waste" time. FLUID • Emphasize time as a loosely defined and abundant resource. • Time is neither tracked nor managed precisely; it is generally perceived as an organic, flowing process. • Timelines and deadlines are considered expressions of intent. • It is often disrespectful not to "spend" time. Nigeria Russia Saudi Arabia South Africa France Spain
- 25. © 2017 Berlitz Corporation FOLLOW UP AND DEADLINES • Allow yourself sufficient flexibility and time to minimize the number of unrealistic demands • Allow for time to repeat instructions, even if they were “clearly” written out • Continually check on what was previously agreed to, despite being “sure” that agreement was obtained • Remember that time is not always linear in for some people, plans do not proceed neatly • Be aware that there could be something that occurs which delays deadlines and interferes with subordinates completing their jobs as previously established
- 26. © 2017 Berlitz Corporation Japan China Hong Kong South Korea India United States Germany Russia Denmark Switzerland France Spain Italy UK Canada Mexico Colombia Argentina Venezuela Nigeria South Africa DIRECT INDIRECT • Tend to handle conflict in a direct and explicit manner • Think conflicts are best addressed openly • Believe conflicts and tension can be positive and constructive • Associate a direct communication style with being honest and trustworthy • Tend to handle conflict in an implicit way by avoiding direct confrontation • Importance is placed on minimizing conflict and criticism • Conflict threatens dignity or “face”; indirectness saves face, protects honor and avoids shame • Third parties are used to communicate delicate issues or resolve conflicts
- 27. © 2017 Berlitz Corporation Indirect “Diplomacy is the best policy” • Save Face • Desire to please • Maintain the relationship • Feedback is given carefully and privately Direct “Honesty is the best policy” • Focus on content • Efficiency • Point is clear • Transparency expected • Feedback can be in front of others and more negative CONTEXT
- 28. © 2017 Berlitz Corporation France Germany Spain UK Nigeria South Africa Brazil Canada Denmark United States INFORMAL • Emphasize the importance of following protocol and social customs. • Tendency to have a strong sense of history, national culture and tradition. • There tends to be a stronger class or hierarchy consciousness and a respect for rules and procedures. • Emphasize the importance of dispensing with ceremony and protocol. • Place a high value on change and gives minimal significance to historical continuity. • Tendency to feel uncomfortable with social or power differences, seek to be more direct when communicating and establish a friendly, relaxed atmosphere when doing business. FORMAL China Hong Kong Japan Russia South Korea Argentina Mexico Saudi Arabia
- 29. © 2017 Berlitz Corporation HOW CAN WE OVERCOME CULTURAL CHALLENGES IN ORDER TO BUILD TRUST? • Need to understand cross- cultural differences regarding communication, and handling conflict • Utilize the four key cultural skills
- 30. © 2017 Berlitz Corporation THE FOUR KEY CULTURAL SKILLS YES NO Cultural Due Diligence Assessing and preparing for the possible impact of culture and cultural difference Is it reasonable or feasible for my counterpart(s) to change? YES NO Cultural Mentoring Helping others with cultural adaptation and integration Cultural Dialogue Exploring cultural differences and negotiating mutual adaptations YES Style-Switching Using a different behavioral approach to accomplish one’s goals NO Model provided by: TMC. A Berlitz Company
- 31. © 2017 Berlitz Corporation When should I use Cultural Due Diligence? I anticipate that another’s way of thinking/working is likely to be different from mine I work in a diverse environment I interact with people in an unfamiliar cultural context
- 32. © 2017 Berlitz Corporation When should I Style Switch? I visit key leaders and decision makers I work across cultures, am deployed to a new country, and interpret in an unfamiliar cultural environment I arrive in a new country and immediately interact with people I don’t know I make presentations
- 33. © 2017 Berlitz Corporation When should I have Cultural Mentoring? I’m expected to help manage change throughout a global organization I lead a culturally diverse team, coach or mentor others I participate in the integration of different organization cultures (i.e. M&A, JV) and resolve cultural problems and conflicts
- 34. © 2017 Berlitz Corporation You have been asked for the first time to lead a globally-diverse and geographically-dispersed team based in five countries on three continents. Due to budgetary and time constraints you are unable to meet f2f to launch the team. Although you have sent emails to each of the team members, you have not yet spoken to them. You are preparing for your first conference call in three days during which you need to plan a working agenda. In triads, plan your strategy for your conference call. • What will you do to build trust among the team members? • How will you ensure that communication is effective? YOUR TEAM LEADERSHIP CHALLENGE
- 35. © 2017 Berlitz Corporation What does a “global mindset” mean to you? • Seeing multiple perspectives • Knowing there isn’t “one best way” • Respecting others’ values and ways of doing things • Realizing that not everything is cultural • Understanding culture is complex and dynamic – don’t over-simplify • Knowing there is no universal “polite” – what is polite in one culture may be rude in another culture
- 36. © 2017 Berlitz Corporation CULTURALLY COMPETENT TEAMWORK • Avoid the trap of perfection…empathy is the key! • Search for and establish common ground • Celebrate and respect the different cultural preferences by sharing yours and encouraging others to do the same • Create cultural dialogue to establish rules for your team‘s behavior based on these preferences • Be present in the moment and enjoy the journey! Genuine joy and interest in others builds connection!
- 37. © 2017 Berlitz Corporation QUESTIONS & ANSWERS
- 38. © 2017 Berlitz Corporation Thank you for your Participation! Come visit us at our booth in the Exhibition hall! #1232 Email us at culturalconsulting@berlitz.com