High Performing Teams in Unfamiliar PlacesCrossing the cultural divide
Dan Field, 29/10/2013
Overview
Introduction
What are we actually talking about?
A framework for understanding the keys to success
9 things that matter
Summary and questions
Not so fast?
Outsouring? (skeptek.com) NO! This is about expanding a business
Just for big corporates? NO! This applies to expanding any business
Only relevant to India? NO! High performance is its own culture
In general…
I am going to assume there is an existing business that is expanding to a ‘foreign’ country
The ‘foreign’ country is likely to be a lower cost alternative
HOWEVER – most of what follows applies much more broadly as well
ABILITY
ARTKNOWLEDGE
SKILL WILL
CONTEXT
K+S+W = ART (K+S+W) = ART C*(K+S+W) = ARTA*C*(K+S+W) = ART
Nine Success Factors
K
S W
CK
W
C
S
A
1) Believe it is possible
Pygmalion effect is real (and so it the Golem effect) Don’t fail before you even
start In a cross cultural setting,
the risk of (unconsciously) making limiting assumptions about ability is real
A
2) A challenging problem to solve
Intrinsic motivation is built upon meaningful work
Work should require judgement, expertise and have scope for out of the box thinking
Work can be repetitive – but hiring strategies need to reflect this
W
3) Attitude before expertise
Good behaviours matter more than good knowledge and skill (these can be taught)
Attitude is much harder to shift than ability
Poor behaviour can quickly undermine culture
W
4) A cultural bridge
Learning to work with different culture requires coaching
Cross culture: use of language, interpreting communication, interpreting behaviour etc.
Existing culture: jargon, policies, history, office politics, personalities etc.
Key to efficiently 'interfacing' a new team with an existing business
C
5) A respected insider
The key to achieving buy-in
This person builds in a degree of trust and respect.
Much more likely to afford second chances to a team represented by someone they know to be capable
Provides a 'cut out' for key stakeholders, allowing any issues to be discussed offline and communicated indirectly
A
6) Put faces to names
Anonymity is the enemy – make it personal
Insist on voice and video, encourage relationship building
Create an incentive for team members to invest in each other
A
C
7) Multidisciplinary depth
Give them what they need to succeed
More autonomy equals greater efficiency
Reliance on shared resources introduces bottlenecks
Innovation, accountability, learning, speed - all increased by greater independence
A
8) Equity like incentives
Be creative, take advantage of economic imbalance
Yes, can be financial, but often not the best option
For example, in developing markets, a transfer to head office in a developed country can quite literally be life changing
If everything else is done right, this is primarily about retention
W
9) Involved & Visible Management
Get the ‘big boss’ involved
Signal to rest of the business – legitimacy, push through roadblocks, advocate
Motivator to team members; success or failure will be highly visible (especially in hierarchal cultures)
Role models a flat management structure by giving team members executive access
W
Overview: Dan’s 9 Things that matter
1. Believe it is possible
2. A challenging problem to solve
3. Attitude before expertise
4. A cultural bridge
5. A respected insider
6. Put faces to names
7. Multidisciplinary depth
8. Equity like incentives
9. Involved and visible management
A few other quick points
Leadership is really important In a perfect world your leader is a generalist, the
cultural bridge, and the respected insider (too bad the world is rarely perfect)
Success is a long term investment – and therefore usually not cheap (but return can be very high)
Some risks to consider
(Very quickly - more relevant to a corporate context)
Unrealistic expectations regarding speed to scale
Resistance for fear of destabilising existing business segments
Corporate policy roadblocks
Attrition and career paths
Powerful vested interests and lack of management urgency
Summary
ABILITY
ART
KNOWLEDGE
SKILL WILL
CONTEXT
A*C*(K+S+W) = ART
1. Believe it is possible
2. A challenging problem to solve
3. Attitude before expertise
4. A cultural bridge
5. A respected insider
6. Put faces to names
7. Multidisciplinary depth
8. Equity like incentives
9. Involved and visible management