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Women and Global Leadership: Coloring Outside the Lines-Around the World

Barbara T. Bauer
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Agenda

10:30-10:45 10:45-11:15 11:15-11:45 11:45-12:15

Introductions Global Leadership Case Study Readout, Q&A

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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

Why focus on women and global leadership?

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 organizations chief storyteller, personifying a sense of community and telling a story that helps shape peoples 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

Lets 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.

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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

Asian versus Western Tendencies

Views Employer As Father Colleague Rules followed Measure of Job Welldone

Goals achieved

Perception of Orders Always follow command Modify and improve orders

Demonstration of Commitment Company Hard work loyalty above and honesty all above all

Preferences for Supervision Strict instructions, avoid uncertainty Voicing Opinion Meetings are to listen to superiors Meetings are to provide input Pay based on tenure Self-starting, demonstrates creativity Resign rather than air grievance

Dissatisfaction with Workplace Quick to voice grievance Rewards Pay based on merit

From G. Perchthold presentation, Abeam Consulting, 2005

As expected, communications patterns vary depending on culture causing miscommunication across cultures Tendencies in Communication Patterns
United States
A confront all the cards
BASE

France
concession conciliation
Done

spell it all out

FIGHT provoke

verbose
BASE

restate position

use powers

do the business as soon as possible

on the table

logic
approach

rationality
of imaginatio n

logic
reinforce logic

CLARIT Y

loude sarcasm r

is kidding Commu nication

summary

South Korea
refuse
KOREAN ELASTIC TRUTH

Mainland China

BASE

relative truth only good news creative serious deceptively what they think you want to general tendency to make quick sales or business general tendency: quick sales or business hear flashes what they would like adaptable intense of humor to be true what they think has a chance to be true what is temporarily true

crunch

Done

BASE

moderate

moral

tough louder harmony negotiations behind the scenes

semiconfrontation al

CLARITY

position & power

without losing face

point

From G. Perchthold presentation, Abeam Consulting, 2005

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Dangers 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 dont realize our blind spots

Being right about cultural sensitivities is a dead end. Being culturally intelligent is an opportunity

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.

Type of Intelligence

Good Example

Example to Improve

Suggestions

Cultural

Emotional

Social

Case Study
Beth 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 roles 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.

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Questions and Answers

Barbara T. Bauer President

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