Keeping a virtual team aligned is challenging. Part of the challenge is the relational distance that comes from people working in different locations and time zones.
Culturally insular politics and an international talent gap are growing in tandem. We need educators and executives who can equip people for the global talent hunt.
Motivation is high and the team is eager to go. But good intentions, enthusiasm, and a carefully designed strategy too often fall short when the intercultural dynamics are complex.
Recruiting tends to focus on very traditional qualifications: references, work experience, and similar "must have's." Yet a high rate of early termination among traditional hires reveals the need for recruiters to focus on competencies of cultural agility as well.
Creating and cultivating an organizational culture that actually honors and capitalizes upon the strengths of all its stakeholders is no small task. Especially when it becomes necessary to shift the focus, first from discerning the ethnic-cultural origins of the organization, to helping its people identify and understanding who they are as individuals.
The 1940 book Anna and the King relates the story of a Siamese king and a widowed British schoolteacher. On a quest to help Siam transcend global cultural and educational gaps among nations, this unlikely pair of strong-willed individuals bridge chasms of their own to forge a partnership as they embark upon a journey towards inter-cultural intelligence.
High Performing intercultural Teams, Part 3.
In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions.
– Margaret J. Wheatley
For an intercultural team to be a high-performing team first requires an emphasis on the team aspect.
Key competencies leaders need to develop further