The aim of Cultural Interpersonal Effectiveness is to leverage differences for positive business outcomes by understanding that behaviours, values and performance factors vary across cultures.
Cultural Interpersonal Effectiveness is one of my Bitesize Leadership Techniques. They are exactly what the title suggests. Short snippets of leadership tips, tools, process and ideas for you to use on a just-in-time basis. Use them as an update and to refresh your leadership professionalism. You could call it leadership in a hurry!
In part 1 of this blog, I raised some questions about the need to change our approach to leadership during and beyond this coronavirus crisis to nurture and sustain the quality of organisations’ climates. In so doing, I revisited some of organisational psychology’s foundational theories, notably the work of Kurt Lewin. In this second part, focusing on Lewin’s seminal environment formula that avers behaviour to be a function of personality and situation, I explore why understanding one’s own and your employees’ personality is so important to creating a healthy climate.
Social media displays countless articles about managing teams dislocated from their normal, intact work location to working from home. Many offer novel suggestions to deal with the novel virus. However, do they fall into one of three less effective categories of “science” (or research), namely popularist, puerile or pedantic, see Figure (1) below.
The leadership demands on people transitioning into senior roles are considerable. Resilience and stakeholder management are often key to a successful transition.
Moving into Leadership
I’ve been working with a lot of professional services firms recently and have been struck by the leadership demands being made on people transitioning into very senior roles. Particularly those making partner.
The step up to partner is a huge one and the pressure people
are under is immense.
Getting to partner means you’ve been a superstar on your way
up. When you get there, however, you move from being at the top of the tree, to
being back at the bottom. Like the new kid at big school, you are now having to
fight for yourself as the buck now quite literally stops with you.
Choosing words wisely increases our chances to get heard and foster an environment in which our colleagues will feel safe to speak their mind – bring new ideas and suggestions etc. We will get their attention!
It’s been a while but today I am gladly resuming my publications. Today I will share something about feedback and how the selection of our words is important.
I once read somewhere that around 250k people die in the US every year as result of medical mistakes. Investigations found that more than a third of these fatalities could have been avoided if doctor’s assistants had spoken when noticing that something in the procedure was incorrect. The fact, apparently, was that most of these assistants don’t speak because of the negative reaction (even aggressive) from doctors.
Have you ever experience a situation in which you were in doubt whether you should speak or remain quiet afraid of being shut by someone who believe to ‘know-it-better’?
It is very interesting to read recent posts from Frank Clayton and Charlie Walker-Wise about millennials’ attitudes and values. Their remarks make valuable contributions to the rolling discussion about this demographic, which seems to me to be often unfairly slighted for being work-shy, recalcitrant and pessimistic.
So much written about Millennials suggests that they are turned off by the way generations before them have done things. As someone engaged in professional learning this interests me.
Millennials, it would seem, are more civic and community minded than their predecessors. Lacking the financial security from which their parents have benefitted they are not as interested in a career path as generations before them. Instead, meaningful work, creative outlets and immediate, interactive feedback mean a lot. One only needs to look at a random selection of start-ups to see this behaviour in evidence.
What does this mean for those of us now who work in more traditional institutions, based on and run by baby boomers or Gen X-ers? It’s an important question because bigger and slower moving organisations still need to employ, engage and retain millennials.
I intend to keep this blog short; I hope that is a pleasing first sentence. I want to toss you a tough piece of meat to chew on or, rather, give you a piece of astroturf to lay…
Last Week Tonight
Are you fans of UK satirist, John Oliver, and his HBO show “Last Week Tonight”? It is broadcast in the UK on Sky Atlantic.
For me, it is required viewing on a Monday night.
This week, after his usual verbal fusillade at President Trump, Oliver does a lengthy piece about something called “Astroturfing”. You can watch it here, https://www.dailymotion.com/video/x6rxztf. There is an ad for a web-site building business fronting the piece.
As ever with Oliver, his soliloquies contain some strong profanity. His frustration at the legal advice constraining him from saying what he wants to remark is palpable and a joy to watch.
The H factor stands for HUMANS and we cannot forget this factor when going digital.
The Journey of Digitalization
In the last six months, I have been involved in the journey of digitalization. I am very passionate about it as there is no limit to what can be achieved when a large group of professionals get together and commit themselves to do things that have not been done before in the shipping business. However, this journey also brings an opportunity to start thinking about the role of humans in this process.