Welcome to Global Readiness Event

7/30/2019 Welcome to Global Readiness Event

http://slidepdf.com/reader/full/welcome-to-global-readiness-event 1/51

WELCOME TO THE“GLOBAL READINESS”

EVENT



Managing a Virtual Global Team is likeLEADING WITHOUT SEEING



Hi, I’m Assi – a PM in an Israeli global company.I manage a virtual team and find myself caught up in so

many challenges trying to manage my team in an

optimal way.…



To my team:



Chris , direct from Silicon Valley



Kazuki-san From Tokyo



Wolfgang the Frankfurter



Our very own ,Arieh, Agam and

Nadav from Ramat Hachayal



Our cool guy,Rajat ,from Bangalore



… of course, Nicholas from Paris



…and the new guy -Psy from Korea



When it comes to Virtual Global Teams:

PERSONALITY sometimes mattersmore than talent!!



Remote & Virtual

management:

• Communication Channels

• Complexity of scheduling meetings

• Partial presence

• Dual Loyalty (country vs. corporate)

• Limited personal contact

• Work hours flexibility

• Holidays

Assi has many challenges:



Cultural

Different attitudes to:

• Work/life balance• Time• Planning• Uncertainty avoidance• Rules

• Manager effectiveness• Communication style



When Rajat in Bangalore says:

I have adoubt...

What does he really mean?



You’re out of your mind

Nuts!

Not possible

Not in a million years

Are you kidding??Your elevator doesn’t go to the top

All of above



Language

• Translation

• Accents

• Terminology• Slang or local jargon

• Lack of nonverbal cues

• Semantics



I’m desperate …



I don’t have the time, knowledge orexpertise

to solve all these issues

BUT



I need to move my team from this:



TO THIS:



I wish there was a …

To solve my Business, Managementand Cross Cultural challenges!!



Wait a minute Assi …

An answer to all your prayers!!



For the First Time Ever



&

forces



To offer you “One-stop-shop” solutions to

a variety of challenges for managing Virtual

Global Teams





HOW CULTURE INFLUENCES BUSINESS

CULTURE



Peter Drucker – Top Managerial Thinker of

20th

Century“Tomorrow’s business challenges are less

technical than they are cultural. Culture must be

managed just like any other businessphenomenon”



So how do we manage culture?

We acquire the necessary skills …We acquire the necessary skills …We acquire the necessary skills …We acquire the necessary skills …



What are these skills?

• Developing a global mindset

• Communication skills

• International Business Behavior savvy

• Skills for working in Virtual Global Teams

• Know-how for Managing Virtual Global Teams

• Presentation skills



Acquiring these skills will enable youto…

• Create the right first impression

• Gain credibility

• Manage and participate in Virtual Global teams• Play the “global game”

• “Influence without authority”

• Communicate positively and respectfully

• Develop and maintain trust with global customers,colleagues, managers, subordinates and vendors



Who needs the training?



Examples:

ExecutiveManagement

Manage

Negotiate

M&As

Present

Managing Virtual Global Teams

The cultural impact on M&As

Negotiating across cultures

International Business Etiquette

Cultural Intelligence

ProjectManagers

Manage

Implement

CRM

Managing Virtual Global Teams

Cross Cultural Communication

International Business Behavior

Global Presentation skills



The Bottom Line …

In today’s global environment,

interpersonal skills are no longer

NICE to have –

they have become

ESSENTIAL TO HAVE



Google’s Project oxygen

• “Hands off” approach to managing human resources

• They assumed that engineers prefer to be left alone

• Google manager should have deep technical knowledge

• The conventional wisdom was that engineers dislike hierarchy

• Assumption that their greatest desire is that bosses stay out of the way

• Google’s “people operations” group (HR) began to notice huge swings in the

ratings that employees gave to their managers

• So began Google’s Project Oxygen – they studied more than 10,000

observations across more than 100 variables internally – it is difficult for anyone to reject it as theoretical or generic wisdom

• In their bosses, do engineers value soft skills more than hard technical

knowledge?



Surprise, Surprise

• The characteristic Google had always considered most

important for its managers – deep technical expertise –

ranked dead last

What people valued most was• Fair and even-tempered bosses who make time for one-

on-one meetings

• Managers who take an interest in their subordinates’ lives

and careers

• In the end, what employees wanted was quite simple;

personal relationships with their bosses



WHAT IS PROFESSIONALISM?

Israeli response

Gets results, solves problems, knowledgeable, creative, fast, ontime, reliable, experienced, qualified, effective, helps others,

good team player

American response

Organized, respectful, politically correct, diplomatic, reachesmilestones, clear and precise, even tempered, not emotional,knowledgeable, prepared, consistent, dresses according therules, self controlled, role model and honest



Shanghai Then and Now



Cross Cultural Communication



Indirect Communication

• “I sense that in general, Israel folks mightbe assertive. It does not affect but we hereare not typically used to strong commentsor direction. This may be something towork out”



Nobody Turned Up

All

I don’t understand why nobody joined our weeklymeeting today.

I have waited 30 minutes and then closed it.Please go over the report and update your cases.

Our next meeting will be next Thursday as all ourweekly meetings.

Note: the next time you cannot attend a meetingplease inform before, I do not have extra time.

Thanks



A Better Alternative?

In the spirit of the partnership we arebuilding, I ask you to please respect my

time and our resources by either being onthe call on time, or by declining the callahead of time - otherwise it is wasteful and

frustrating. Please let me know what I needto do better to enable this

Thank you very much …



Coded Speech

I have no clue,but we ain’tmaking money

Never thought of that! We needto discuss

I’m a bit of anegomaniac andnarcissist

Lets shoot aroundideas since wehave no clue

What they say … What they mean …

Let me make a suggestion

It has lots of future potential

We’ll have to review your

position

You could be right

I agree, up to a point

This is what I’ve decided

to do

It’s failed

You’re going to be fired

It’s highly unlikely

I disagree completely



Hello?

Anyone out there?

Relationships in the void



Relationships

“… as we continue to progress, technicalcompetence will not be enough (Hill,

1996) Your success will depend moreand more on your interpersonal skillsand your ability to develop effective

work relationships with key individuals”



5 Top Tips for Building

Relationships• Leave your “get down to business immediately”

attitude at home

• Initiate contact regularly

• NEVER EAT ALONE

Snail Mail for New year

• Learn to “small talk”



People do Business with People

they Know and Like• Speaker 1: M1 + M2• Speaker 2: M1 + M2

Good example• S1: So, how was your trip?• S2: It was really great (move 1). I had the best time

eating all that Italian food (move 2).• S1: Really? (react) I love Italian food as well (move 1).

Where did you eat? (move 2)



Bad example

• S1: So, how was your trip?

• S2: It was really great. I had the besttime eating all that Italian food.

• S1: How much did the flight cost?



Our Training Includes…

• Workshops

• Lectures

• Coaching

• One on One consultation• Preparation for Relocation

• Videoconferences/conference calls

• Focus Groups• Simulations

• Business Games

• Case studies



Thank you

www.uglobaleyes.com

www.uglobaleyes.co.il

51

Date post:	04-Apr-2018
Category:	Documents
Upload:	eitan-grosbard-ben-izhak
View:	222 times
Download:	0 times

Welcome to Global Readiness Event

Documents