#CULTURAL TRANSFORMATION tweet Book01

8/3/2019 #CULTURAL TRANSFORMATION tweet Book01

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By Melissa Lamson

Business Advice on Agility and Communication Across Cultures

E-mail: [email protected]

20660 Stevens Creek Blvd., Suite 210Cupertino, CA 95014

#CULTURAL TRANSFORMATIONtweetBook01

Book Excerpt


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BOOK EXCERPT Table of Contents

Section I: Cultural Transormation: How It Works

Section II: Developing Cultural Agility: The Key to Transormation

Section III: The Role o a Leader in Cultural Transormation

Section IV: Transorming Our Communication Across Cultures

Section V: Sustaining Cultural TransormationAbout the Author



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3#CULTURAL TRANSFORMATION tweet

ContentsThis is the Table o Contents (TOC) rom the book or your

reerence. The eBook TOC (below) difers in page count rom

the tradebook TOC.

Section I

Cultural Transormation: How It Works 11

Section II

Developing Cultural Agility:The Key to Transormation 29

Section III

The Role o a Leader inCultural Transormation 49

Section IV

Transorming Our CommunicationAcross Cultures 65

Section V

Sustaining Cultural Transormation 87

About the Author 101


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Cultural Transormation:How It Works

Section I

The United States plays a huge role in the uture o

our global economic survival and given the recent

upheaval in our economy, companies need to be

thinking in terms o an overhaul in the way they do

business today. Its not enough to change, we need a

complete transformation; thereore, I believe Cultural

Transormation is the answer. Transorming our

approach to business is our only hope o nurturing our

global economy and coming out ahead o the game.


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5

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Transormation can occur when we

look at it holistically, consideringindividual, national, and

organizational cultures.

Research has proven that job

satisaction is significantly linked to

being treated as a unique individual

with value to contribute.


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7

8

Part o the problem is language. Theterm corporate culture is business-

speakits cerebral, not emotional.

Change happens regularly, whereas

transormation is a single act o

overhaul.


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9

In order or people to buyin, they need to be reassured

that what they know and love

about a corporate culture

wont change.


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10

11

Oten, Cultural Transormation isnt

whats needed or wanted, but a changein behaviors whilst maintaining

existing culture is.

Cultural Transormation happens

when ear and duress pressure an

organization and shakes it to its core.


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Developing Cultural Agility:The Key to Transormation

Section II

The word agile or agility is tossed around when

organizations, teams, and leaders see the need or

a rapid and resh response to changing market

demands. To become agile is to be able to react quickly

in completely new ways. We need to be flexible,

responsive, and adaptive to compete with the changing

needs o the world economy. In todays global business

climate, its the only way an organization, or or that

matter, an individual, will excel. Cultural agility is the

key to Cultural Transormation.


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29

Companies can bemore flexible and adaptable

with processes and

procedures based on their

corporate culture.


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30

31

Reflection is good, but sometimes itsimportant to stop thinking and talking.

Just do it.

Appreciation needs to be given to

employees, customers, and partners

they must extend to the way we treat

our community and amilies.


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32

33

Companies can oster agility in a team

by leveraging individual behaviorsand honoring the unique attributes o

each contributor.

A successul organization in todays

business world must be flexible and

able to adapt very quickly to the pace

o technology.


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34

The multitude ocommunication options

available to customers makes

them accessible to sellers

around the clock.


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The Role o a Leader inCultural Transormation

Section III

The presence o a committed leader is ultimately

the only chance an organization has to successully

transorm itsel. Yet, it isnt a leaders sole

responsibility to make decisions regarding how to

move orwardhe or she must have a cohesive team

at the upper management level. The leaders role is to

coner, collaborate, ask, listen, and discover what is

best needed to overhaul technology, processes, or

product lines. But most o all, they need the sensitivity

and awareness to know what their people need to

engage in the transormation journey.


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57

A CEO must become very aware o

the influence o their own personality

in allowing (or not allowing) Cultural

Transormation to happen.

58

A company can only change its culturei senior leaders are o one heart, one

mind, and one voice.


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Leaders should take

an interest in theirorganizational culture and

influence it to get their

strategies aligned and

processes implemented.

59


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60

I you want the CEO to buy corporate

culture change, try putting it in plainer,

more gut-connected language.

61

Corporate culture is maintained

independently o new people broughtinto the organization, and this

maintenance starts at the top.


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62

63

CEOs need to look at their

organization with a critical eye.Sometimes I dont know is the most

powerul statement a leader can make.

New cultures are born with leadership

commitmentthey know themselves,

understand the other, and are able to

adapt to anothers style.


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Section IV

Transorming Our

Communication Across Cultures

Every culture will have a diferent priority when

determining how decisions are made; what the market

needs or wants; and an approach to sales, marketing,

development, hiring, and managing employees. I

we dont take the time to understand those diverse

perspectives, well miss the boat in truly being a global

organization. A 2010 study by Hay Group1 ound that

the top 20 most successul companies in the worlddevoted more than double the amount o resources to

cultural awareness programs than those companies

who were not on that list. Strive to be one o the

most successul companies by treating cross cultural

communication as an essential business competency.

1. Hay Group, Taking a new direction: Summary o the 2010 BestCompanies or Leadership study (white paper), Hay Group, 2010,www.haygroup.com/BestCompaniesForLeadership/downloads/Taking_a_new_direction_2010_BCL_Summary.pd.

http://bit.ly/haygrouppdf


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Cultural communicationshould strike a balance

between recognizing strength

and breeding complacency

(i.e. resting on ones laurels).

83


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84

85

Its rare someone goes to work

thinking, I want everyone to sufertoday. Most peoples intentions are

good even i the impact is bad.

Hold regular teleconerences (take

into consideration respective time

zones) to review progress, issues,

next steps, and help needed.


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86

Assign local champions o change

around the world at all levels.

Understanding anothers culture starts

with being aware o your own. This

influences how ar you are willing to

open up.

87


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88

89

Have all employees take a Doing

Business in X class, taught by areputable firm that provides personal

insight and business guidance.

Individuals in a corporation need to

learn to adapt their communication

styles across country locations and

global cultures.


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Section V: Sustaining Cultural Transormation


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Sustaining CulturalTransormation

Section V

Now that weve done it, how do we make it stick?

Its not enough to overhaul our approach, we need

to establish patterns and systemsnew ways o

doing thingswhich become ingrained in the

DNA o an organization. Research has shown that

new behaviors orce attitudinal change. I the

goal is to truly make change last in our companies,

we need to repeat new behaviors until our brains

have decided theyre good or us!


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116

117

International business is aboutcontinually separating the people

rom the problem.

To reinorce local engagement,

conduct ace-to-ace kickofs and

quarterly reviews with headquarter

representatives in regional countries.


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127

Continually re-design the physicalworkspace to ensure new energy,

innovative ideas, and a resh approach.

Ask or eedback, create space or

honest conversations, and be aware

that your presence influences how

others communicate.

128


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Melissa Lamson is a pioneer in the fields o Cultural Transormation and

global business development. As a Cultural Transormation expert, she has

developed a proprietary methodology called Agility, Communication and

Transormation, or ACT. ACT helps organizations around the globe create

the common values, business practices, and behaviors that are hallmarks o

productive and innovative company cultures.

Melissa is the author o the book, No Such Thing as Small Talk: 7 Keysto Understanding German Business Culture, published in November 2010.

She has authored books and articles on cross cultural communication,

global talent management, global expansion, and managing cultural

diversity worldwide.

Melissa has lived in France, Germany, Mexico, Spain, and the United States.

In 2008, she was named one o the top 25 emale entrepreneurs in Europe

and received an award or her work in Cultural Diversity rom the German

Ministry o Cultural Afairs. She is regularly invited to speak about Cultural

Transormation to corporations and also teaches courses or executive MBA

programs globally. Melissa holds an M.A. in Intercultural Relations rom

Lesley University, Cambridge, MA. She is fluent in English and German and

is conversational in French and Spanish.

To find out how Melissa can help transorm your company culture

to achieve greater productivity and innovation, contact her at:

[email protected].

About the Author


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#CULTURAL TRANSFORMATION tweet Book01 can be purchased as

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inormed about upcoming titles

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