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DBVC Coaching-Kongress Global Executive Coaching

Wiesbaden October 20th 2012


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Why Intercultural Competence (IC) is Important

“Within no longer than a decade or two, the probability of spending part of one’s life in a foreign culture will exceed the probability a hundred years ago of ever leaving the town in which one was born.”

Dean C. Barnlund, 1975


“Global” is the Future…

According to Harvard Business, the next wave of leaders must be Global: “We have 100,000 employees worldwide,

so we have to talk about leadership on a truly global basis. Developing and hiring leaders who are credible globally has got to be core competency.”

“The share of world GDP that is effectively globalized is set to rise from 20 percent in 2000 to well over 50 percent in the next 10 to 15 years.”

*What the future demands: The growing challenge of global leadership development, Mercer and Wyman, 2007.

Corporate Leadership Council Executive Inquiry • March 2000 The New Global Assignment Developing and Retaining Future Leaders of the Global Enterprise

Presenter

Presentation Notes

Add data here that tells how organizations are becoming more global as well


Results-Behavior-Grid

Behavior

Res

ult

s R

B

R

B

R

B

R

B


Entrepreneur-ship

Emotional Leadership

Competence

Lightness

Senior Executive Presence

Leadership Competences

Governance Vision

Perspectives Flexibility Humor

Drive

Execution

Determination

Balance

Empathy

Openness

Stability

Creativity

Political Intelligence

Relaxed Awareness

Acknowledgment Resolution


Differentiating the “Global” Executive

They are more frequently physically and psychologically distant from the company or business unit headquarters.

They differ in the degree to which they require managing relations between the business, the government, and society.

International positions at any level are challenged to marry the corporate culture.

The Conference Board: Developing Global Leaders Enhancing Competencies and Accelerating the Expatriate Experience by Robert J. Kramer, 2005

Presenter

Presentation Notes

The Conference Board: Developing Global Leaders Enhancing Competencies and Accelerating the Expatriate Experience by Robert J. Kramer “While there is near unanimous agreement (97 percent) that general leadership skills are easily transferred into a global leadership context, about half of survey respondents are unsure whether a leader who is effective in a domestic setting, or in one region of the world, will also be effective in a foreign setting, or in another region.” ~ The Conference Board: Developing Global Leaders Executives who are impacted by effects of globalization and challenges working across cultural and linguistic barriers Enhancing Global Leadership Schon Beechler, PhD Duke Corporate Education and Ross School of Business, University of Michigan Global Leadership vs. “Domestic” Leadership • Globalleadershipdiffersindegree – in terms of issues related to connectedness, boundary spanning, complexity, ethical challenges, dealing with tensions and paradoxes, pattern recognition, leading large-scale change, efforts and managing diversity to build learning environments, effective teams, and community • Globalleadershipdiffersinkind – because dealing with international issues and/or living and working 24/7 in a global/cross-cultural context exposes the individual to experiences so powerful that new mental models are constructed out of internal punctuated equilibrium processes Osland and Bird, 2006


Developing “Global” Executives

The Conference Board: Developing Global Leaders Enhancing Competencies and Accelerating the Expatriate Experience by Robert J. Kramer, 2005


Five Imperatives for “Global” Leadership

1. Accurate Interpretation • of events and behaviors by counterparts from other

cultures 2. Cultural Self-Knowledge

• Being aware of “different from what?” 3. Confident Adaptability

• Knowing how to learn and how to make subtle behavioral responses

4. Appropriate Performance • Fine-tuning actions to be acceptable to local

stakeholders 5. Empathic Collegiality

• Building trust with colleagues across mindsets and values

Ernest Gundling: “Working GlobeSmart”, New York, 2010


Perceive, analyze and decode

Accurately identify

effective managerial action

Possess behavioral flexibility and discipline to

act appropriately

Global Coaching Model, Bird & Osland

Adapted from Allan Bird and Joyce Osland. 2004. “ Global Competencies: An Introduction, In Lane, Maznevski, Mendenhall and McNett (eds)., Blackwell’s Handbook of Global Organizing. P.66.


Intercultural Conflict Triangle

Organizational Context

Personal Context

Meaning Making

Country Culture Context

Inputs: Hidden messages, sarcasm, language translation barriers

Outputs: Conflicts, confusion, misinterpretations, faux pas, etc.

Sources of Intercultural Conflicts


Misunderstanding


Appendix


Cultural Complexity of Coaching Global Executives

High

Medium

Low


Amerikanische Kulturstandards

Gleichheitsdenken Handlungsorientierung (“just do it”) Gelassenheit (“easy going”) Leistungsorientierung Individualismus Bedürfnis nach sozialer Anerkennung Interpersonale Distanzminimierung Zwischengeschlechtliche Beziehungsmuster Patriotismus


Trust

Reliability Sincerity Competence Connection Mutual Respect

Conditions of satisfaction Background of shared obviousness


Questions? Comments?

Stefan Matthies (Senior Coach DBVC) [email protected] www.mitcc.com

mailto:[email protected]�

http://www.mitcc.com/�

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