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Women and Global
Leadership:Coloring Outside the Lines-Around
the World
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Barbara T. Bauer
10:30-10:45 Introductions10:45-11:15 Global Leadership
11:15-11:45 Case Study11:45-12:15 Readout, Q&A
AgendaAgenda
“Two years ago globalization meant paring off a function and moving it abroad: a factory in
China, a call center in India. The key driver was cost. Today, CEOs see globalization as
intrinsic to their business, the means of accessing the best resources wherever they are. It is
the gateway to new markets.”-2008 IBM CEO Study
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Why focus on women and global leadership?
The world is global, and needs women global leaders.
• At home: school, sports, travel, immigration
• On the job: executive, management, and individual global relationships
• In the community: church, non-profits, political organizations
“Women will change the nature of power. Power will not change
the nature of women.” Bella Abzug, State of the World, 1996
Why focus on women and global leadership?
The world is global, and needs women global leaders.
• At home• On the job• In the community
Women have essential skills • Intrinsic• Learned
“A woman leader has a distinctive approach as the organization’s
chief “storyteller’, personifying a sense of community and telling a
story that helps shape people’s sense of their identity.” Mary
Robinson,former President of Ireland, 1996
Why focus on women and global leadership?
The world is global, and needs women global leaders.
• At home• On the job• In our communities
Women have essential skills • Intrinsic• Learned
Practice makes perfect
“…non-verbal cues, emotional sensitivity, empathy, patience, a broad contextual view, long term planning, networking and negotiating, cooperating, reaching consessus, and leading via egalitarian teams.” Tom Peters quoting Helen Fischer, The First Sex.
Before we practice, some insight about the challenge
Increasing:• Geographic diversity• Cultural diversity• Frequency of global interactions• Content complexity (the deal, the task)• Both more and less “in person”
Decreasing:• Jobs with no global attribute• Situations that can rely strictly on “masculine”
traits
Let’s understand some personal skills
Cultural Intelligence: the ability to understand and engage successfully in any environment or cultural setting with behaviors that optimize the situations.
Emotional Intelligence: a self-perceived ability to identify, assess, and manage the emotions of one's self, of others, and of groups. Leadership based on self-awareness, self-regulation, empathy.
Social Intelligence: Leadership based on effective group interactions and behaviors.
Cultural Intelligence:
Guiding Principle: Assume others have different ways to approach situations, from hand shakes to conversations to signing major contracts. Appreciate that cultural “norms” are stereotypes that may not be true of an individual.
Examples: • Asian seating arrangements• Saying “yes” in India• “It is obvious.” in Germany vs. the UK• Bare feet as a sign of respect
Challenges:• Too many countries (e.g. APEC leadership meetings)• Too easy to generalize and stereotype
There are too many different cultures and individuals to rely strictly on the study of cultural differences. Leaders today must adapt to the current
“situation”, using and integrating all their skills.
Cultural Intelligence:
Guiding Principle: Assume others have different ways to approach situations, from hand shakes to conversations to signing major contracts. Appreciate that cultural “norms” are stereotypes that may not be true of an individual.
Examples: • Asian seating arrangements• Saying “yes” in India• “It is obvious.” in Germany vs. the UK• Bare feet as a sign of respect
Challenges:• Too many countries (e.g. APEC leadership meetings)• Too easy to generalize and stereotype
There are too many different cultures and individuals to rely on the study of cultural differences, leaders today must adapt to the current “situation”, using and integrating all their skills.
Cultural Research Studies Cultural Research Studies
5 common dimensions of culture (Hofstede)•Power Distance•Long-term orientation•Avoiding uncertainty•Acceptance of competitiveness•Individualism Orientation
Findings:•Western countries have common, strong “individualism”, lower “long-term” scores•Asian countries tend toward “long-term” and “power acceptance” scores, but some are quite diverse•France is most like Asia
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Voicing Opinion
Meetings are to listen to
superiors
Meetings are to provide input
Strict instructions,
avoid uncertainty
Preferences for Supervision
Self-starting, demonstrates
creativity
Perception of Orders
Always follow
command
Modify and improve orders
Views Employer As
Father Colleague
Rewards
Pay based on tenure
Pay based on merit
Resign rather than air
grievance
Quick to voice
grievance
Dissatisfaction with Workplace
Demonstration of Commitment
Company loyalty above
all
Hard work and honesty
above all
Measure of Job Well-done Goals
achievedRules
followed
From G. Perchthold presentation, Abeam Consulting, 2005
Asian versus Western TendenciesAsian versus Western Tendencies
As expected, communications patterns vary depending on culture causing miscommunication
across cultures
From G. Perchthold presentation, Abeam Consulting, 2005
Done
all the cards
spell it all out
sarcasm
kiddingsummary
do the business as soon as possible
confront
provoke
A
FIGHT
louder
concessionconciliation
isCommu
n -ication
on the table
BASE
United States
BASE
verboserestate position
approach
use powers
of imaginatio
n
reinforce logic
logic rationality logic CLARITY
France
moderate moral
BASE negotiations behind the sceneslouder tough harmony
without losing face
position & power…
semi-confrontation
al
CLARITY
Mainland ChinaSouth Korea
DoneBASE • general tendency to make quick sales or business
serious
flashes of humor
KOREAN ELASTIC TRUTH
• relative truth• only good
news• what they think
you want to hear
• what they would like to be true
• what they think has a chance to be true
• what is temporarily true
general tendency: quick sales or business
intense
creative deceptively
adaptablerefu
se
crun
chp
oin
t
Tendencies in Communication Patterns
Dangers of talking about cultureDangers of talking about culture
• Subject to generalities, there are always exceptions
• Always biased by preconceptions from personal experience
• Culture, history, truth all depend on your vantage point
• Most of us have experience, and don’t realize our blind
spots
“Being right” about cultural sensitivities is a dead end. “Being culturally intelligent” is an opportunity
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Our Task Today: Practice and Reflect
Practice in a small group case study:–4 “roles”–4 observers–Use intrinsic and learned personal skills (“intelligences”)–Refer to handouts on “intelligences” at your table–15 min for activity–10 min for sharing insights at your table, and selecting one key insight or learning to share
Act authentically always, especially in complex cultural settings.
Case StudyBeth works for a Denver firm with many international projects. She has just been assigned to the project team designing the opening ceremony for the London Olympics. Her team members include Li from China, Andrew from London, and Indira from India. This core team is newly appointed. There is a bigger team including representatives of all countries, but this core team is responsible for bringing the plan back on schedule, and directing the work of the larger group.
This is the first conference call to get the new core team organized and off to a good start.
Participant: Choose one of the roles (US, China, London, India ) and carry out your role’s behaviors. Use your instincts as well as any learned insights or behaviors. Think (Color???) “outside the box”.Observers: Listen to the conversation and note good/not so good examples of applying “intelligence” or instincts. Think (Color???) “outside the box”.
After 15 min, share observations and choose one important insight to read out to the group.
“The key to working globally is not to seek homogeneity…” IBM 2009 Global CEO Study
Case Study Read Out
Please share A good, BRIEF example of “intelligences” observed on the call.
And, any other insights….