Intercultural competencies unlock new territory in customer engagement.
What is your behavioral sweet spot in selling? What are your client’s natural priorities in buying? The first resource in our customer engagement toolkit is a spotlight on the behavioral styles people use in buying and selling.
In an intercultural environment, nearly everything looks different—teaming, communication, goal-setting, conflict resolution—you name it. Sales is no exception. Selling in a mono-cultural environment is one thing. In an intercultural environment, selling can look like something else entirely. And it should!
Operating in a competitive Innocence-Guilt culture can shrink your organization’s moral focus to only the letter of the law – fertile ground for compromise. Do something about it before your organization’s lapses hit the news cycle.
In our increasingly global and inter-culturally complex workplaces, it is clear that there are complex cultural elements that any coach must recognize, understand, and address!
Establish your third cultural space early in the coaching relationship, making sure that it reflects something of those you coach as well as something of yourself.
The prevalent ideas of motivation in executive coaching need some remapping, and cultural drivers should be tapped into.
A thriving Organizational Culture must be cultivated. Like a gardener who ties a seedling to a pole, you can encourage the growth of your OC in the right direction.
Culture is not driven by a list of values and their definitions. Behavior drives culture. You must take your organization on a journey to discover together which behaviors you would like to pursue as the embodiment of your organization's values.
Alignment within your team or organisation requires concern for your personnel (Relational Excellence). But what do you do when the improvement of your processes and systems (Transactional Excellence) is just as critical to your organization?
To thrive in today’s global world, it is necessary to strive toward both Relational Excellence and Transactional Excellence. However, this often sets a culture-shifting pendulum in motion.
The art of creating an Organizational Culture that resonates with a global workforce is becoming crucial. This is why we ask organizations several critical questions related to Organizational Culture: What is the current DNA of your organization? Can you put your finger on it? Is your DNA supportive of your strategy for the global market?
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.
It happens all too often: One step forward; two steps backward. Red tape. More harm than help. Counterintuitive. Counterproductive. There is a reason we humans have come up with all kinds of descriptors for that phenomenon when a system or structure actually begins to undermine what it was originally intended to facilitate.
It may surprise you to learn what these colleagues found out about themselves as individuals and as a team when they studied Inter-Cultural Intelligence together. They certainly were surprised!
As we explained in Part 1, having engaged the services of a terrific web development company who mapped out and carefully documented all our requirements ahead of time according to our specifications, we were very hopeful until things unexpectedly fell apart, both transactionally and relationally.
This story took place several years ago. We had just made the decision to build our brand by enhancing our online presence.
In this second part of Talent Selection Missteps, we look at how to shore up weaknesses, capitalize on strengths, and navigate conflict to a satisfactory point of resolution
It is essential for multinational organizations to calibrate a recruiting team with Inter-Cultural Intelligence.
Another reason why Inter-Cultural Intelligence matters!
Again, comprehensive assessments can be useful tools! “Getting to the bottom of” your team, learning together what sort of strengths and focus areas might be influencing a team's performance both relationally and transactionally—these can be highly valuable exercises. But as useful as comprehensive assessments can be, they will inevitably cause challenges in intercultural contexts.
Are assessments helpful? Does their helpfulness depend on what construct is being assessed—e.g., personality differences, behavior styles, strengths and focus areas, etc.? Can they be as beneficial in intercultural situations as they are in mono-cultural settings? How might Inter-Cultural Intelligence and an understanding of the Three Colors of Worldview inform how we create and administer assessments?
From time to time, we share stories that illustrate lessons we have learned while facilitating workshops or developing global leaders. Our consultants and coaches certainly have not "arrived," and learning from our own and others' mistakes is part of the ongoing benefit of pursuing Inter-Cultural Intelligence Certification. Here is one of those stories—a tale of a temporary fail that happily resulted in a permanent improvement.
For at least two decades, high-performance teaming and optimal alignment have been trending in the field of team leadership and development. Leaders who can align and motivate teams to perform effectively and efficiently are always going to be in high demand.