Archives For alignment

All Roads Lead To Rome

November 9, 2021 — Leave a comment

There are several hundred national and regional cultures throughout the world. The enormity of the notion of deciphering the cultural norms of each of these diverse cultures is incredibly overwhelming. A dose of cultural intelligence goes a long way toward facilitating better relationships and reducing misunderstandings across boundaries and borders. Ideally, armed with some valuable information and tools, you (as a global leader) can acquire insight into the diverse cultures within which you interact – making it possible to adopt a cultural perspective toward teams, colleagues and clients that empathizes and is designed to align to the orientations of others.

If we are open to similarities versus differences, we can begin to see that it is possible to view all of the variant cultures through three lenses. These differing orientations will greatly increase the ability to successfully interact across cultures:

1) Task-oriented, highly organized planners (Monochronistics)

2) People-oriented, extroverts (Polychronistics)

3) Introverted, respect-oriented listeners (Reactives)

In a world that has globalized rapidly, the ability to interact successfully with colleagues from disparate cultures is seen not as optional, but as essential.

Continue Reading…

Who’s The Barbarian?

November 2, 2021 — Leave a comment

Both the ancient Romans and Greeks called all foreigners “Barbarians”. The North Africans call their mountain people “Berbers”, Arabic for Barbar. The Europeans, until the late 19th century, called everything in North Africa “Barbaria”. The word “barbarian” refers to the uncultured, or those with unrefined communication skills – both explicit and implicit. The way we express ourselves is predetermined by our differing cultures (even if we often do speak the same language).

How we communicate ultimately determines how we are viewed as global leaders. Damaging miscommunications can (and do) happen frequently when working across cultures, but they can be avoided if we apply some cultural intelligence to our diverse interactions – in particular understanding the differences between high and low context communications and leveraging both for personal and organizational gain.

Continue Reading…

Past.Present. Future.

October 26, 2021 — Leave a comment

Given the worlds extensive history and diverse variety, it is interesting how many common concepts, such as time, are rooted so firmly in a similar manner in very different societies. What is commonly not recognized is that each culture has its own notion of these concepts that are present across all cultures.   The general concept of time is very clear, however context and value vary widely. Because a person’s perception of time influences the way s/he understands time and behaves in respect to it, we ultimately have diverse views of time that are reflected in culture.

Continue Reading…

As we begin to explore and understand how cultural orientations affect our assumptions and perspectives, it is important to understand what a cultural orientation is and how it affects worldviews. Everyone has specific orientations, or ways of perceiving the world around them, primarily derived from our cultural background and the way we were raised.  These orientations, or world-views, combine to determine who we are and how we see the world around us. From that basis, we will begin to look at several layers of cultural orientation that specifically affect the way people view the world and the assumptions that are placed on interpretations in communication.

If we can leverage orientations to better understand our own perceptions, as well as help us to understand the complex network of cultures surrounding us in our work and in our lives, we can then begin to leverage cultural orientations as a communication tool for discovering creative solutions to problems – increasing the human potential of everyone involved, from every culture, and achieving success on a journey toward high performance and fulfillment that will far exceed everyone’s expectations. Let’s get started with the first set of cultural orientations…Power/Responsibility.

There are three critical elements to establishing how an individual or group may view where they, themselves, as well as others, belong on the Power/Responsibility continuum:

1) Humility: People should accept inevitable natural limitations and are not in control

2) Harmony: People should strive for balance with nature, having a clear understanding of what one can control and what one can not control… or

3) Control: People have determinant power and responsibility to forge the life they want, and are in complete control of every aspect of life

Humility recognizes that most things are out of our control. Success is viewed as a combination of effort and good fortune, but is never of one’s own doing. Humility teaches us to gracefully accept our limitations, however humility becomes ineffective when it leads to passive acceptance of fate and prevents individuals from taking proactive steps toward positive change. It can lead to self-fulfilling prophecies perpetuating the status quo and causing missed opportunities. On the other hand, humility can teach wisdom: we can learn to accept what life has for us (gratefully or with a grain of salt), relieving us of the burdens of feeling responsible for what happens –  everything is beyond our control.

Harmony is the center-point of the continuum between Humility and Control, and is all about balance – knowing when to act and when to let go; maintaining balance between opposite forces. Those who strive for harmony tend to create an atmosphere of consideration and mutual respect.  There is a clear sense of when to take control and when to fall back and accepts that there are limitations. This approach fosters an atmosphere of unity and collaborative processes that lead to global success. The leader who knows when to listen, when to act, and when to withdraw can achieve anything.

Control-oriented individuals feel they are in charge of their own destiny – a belief in man’s will over nature, relationships, and happiness, as well as academic or business success. The positive side of control is that it often leads to productivity and strong self-fulfilling prophecies – one can achieve anything one puts his/her mind to.  It exudes a sense of optimism and an ability to attain extraordinary goals. The ugly side of control is arrogance and the potential for guilt and frustration when things do not happen as planned. After all, if you believe you are in complete control, it is also your fault when success is eluded. In addition, it is a high-risk proposition to try and control your environment and relationships – you may find in others an unwillingness to comply that ultimately impedes your goals, and thus your success.

Now, imagine the difference if you could begin to leverage the richness in each orientation, while being aware of, and watching for their downsides amongst your diverse global counterparts. If you understand that your own sense of Power/Responsibility may lie toward the control orientation on the continuum (for example), but you need to successfully establish annual goals with your staff in Asia, which are likely to lean more toward a humility driven orientation, how might you shift your approach to communicate in a way that may result in better cultural understanding and buy-in? If you need to change a process, how might you leverage your knowledge of Power/Responsibility and the associated orientations to alter your communications between geographies to facilitate excitement and buy-in to change across various regions? Your understanding and use of cultural orientations communicates a sensitivity that will facilitate faster, more effective results in a fraction of the time that a “one size fits all” communication approach can ever hope to achieve.

If leveraged correctly, this concept will allow you to discover new options, shift perspectives, and quite possibly, to leverage differing orientations as you move between and amongst different geographical locations and cultural orientations. My theory…Acting Local is Acting Global.

As a global leader, how will you balance differing cultural orientations across your diverse organization?

For the next several weeks, I will be discussing specific cultural orientations that will facilitate successful communications and business results across cultures.  You can contact me at sherilmackey@gmail.com. Check back next week for the second in a multi-tiered discussion on understanding cultural orientations for successful communication Across Boundaries & Borders, Time Management Orientations.

I wrote recently of how it had occurred to me that it was absolutely critical for academia and business to come together for the greater good of global business and inter-culturism. Oddly enough, as I spoke recently on a global stage, my views were reinforced ten-fold.  As, on this particular occasion, I addressed a global audience of primarily academic and administrative attendees, it rapidly became apparent that they were not too accustomed to hearing from the business sector.  As I made my points and finished by commenting on the need for global business and academia to partner for the betterment of us all, I was greeted with applause and standing ovations. I thought to myself, “How remarkable – we all know we need to work together, yet the mention of actually doing so is a revelation.”

Continue Reading…

While COVID-19 rules may suggest a six foot gap is a good idea… not true when talking business strategy.  I was in a meeting with a senior executive recently, when he shared his concern that the processes and approaches the company is using to develop the corporate strategy may not take the business forward as planned, but backward. As we discussed his challenges, there were some key gaps that the organization was likely to fall into that could easily be avoided with a strong planning process. So, here are a few of the more prominent reasons organizations fall into the strategic planning gap…How many of these are evident in your business?

Reason Number 1: Lack of leadership engagement

One important reason behind a company’s inability to create a visible and viable strategy is that, frequently, key senior leaders are not appropriately engaged in the development process. This frequently means that critical success factors are not considered, priorities are unclear, and incomplete strategies are developed. Leaders must engage in the process to understand how the gears of the business engage – how their domain aligns to and fits with the other critical pieces within the corporation.  Critical insights and knowledgeable contributions regarding all aspects of the business will provide the pivot point for the strategic planning process – key decisions emerge from a compilation and understanding of diverse leadership perspectives. Companies often believe that strategic plans can be developed in one or two day strategic sessions – this is simply not true. Strategic planning is a dedicated process that is developed over a period of time with all senior leaders engaged and participating – not to mention, an ongoing process that drives the ability to stay ahead of the competition.  Without a strong process for engaging leaders and formulating strategic plans as a unit, companies often end up with plans that are meaningless from a strategic point of view.

Reason Number 2: Leaders lose sight of the difference between strategy and planning

Very often I come across companies that confuse strategy with planning.  The annual financial and operating planning process drives many corporate strategy exercises – which is a backward premise. They are different activities and should be treated as such: strategy is about developing a framework that drives future actions and decisions; planning is about resource allocation. Critical strategic decisions don’t fit within the annual planning timetable, and neither should the strategy development process. When strategy and planning combine, the plans thrust upon the organization are anything but strategic in nature. Upon closer examination one may find that these plans are (at best) a collection of tactical plans targeting operational efficiency – operational efficiency IS NOT by it’s nature strategic.

Reason Number 3: Too much data, too little insight vs. too much insight, too little data

Few companies have a structured process for scanning the environment and observing emerging trends. There is either an information drought or an overload of information – generally, there is no middle ground. When there is information, often companies do not know how to draw any strategic meaning from it. In the absence (or lack of usability) of relevant data, assumptions are made that may not reflect the reality of the environment, which means a rapid decline in credibility and relevance of the strategic plan. While it is definitely not advisable to engage in paralysis  by analysis – it is important to gather as many facts as you can, within a limited amount of time, apply what you know, and move forward with a decision.  It is key insights based on the information you have (depending on risk factors, often 70% is good enough), not excessive data, that will drive a successful strategy.

Reason Number 4: Insufficient alignment, commitment and communication.

When the process is structured correctly, the leadership team has invested significant time creating the strategy together. A common result is that they come to believe that the strategic intent is clear to everyone across the organization. In most companies this is far from reality, and the strategy is left to interpretation. This creates organizational misalignment, with group or divisional strategies not fitting comfortably within the whole.  The strategy process should include ensuring executive alignment and commitment is strong, but also that sufficient time and effort is spent on communicating the strategy throughout the entire organization (at every level) to ensure there is understanding, buy-in, and integration across the company. Problems often surface when there is a lack of alignment and integration – strategically, operationally and interpersonally.

As an organization continues to deliberate strategy as an abstract concept or simply a mandated process, the typical result is that strategic plans are not living documents and do not deliver the desired results. Any one of a million reasons can derail the strategic planning process. As this repeatedly occurs,  the concept of strategic planning is eroded to such an extent that the exercise is taken up just as another routine, isolated from the business purpose of the company. The strategy process should bring rigor and challenge to leadership team thinking – it should result in a strategic plan that is alive in everyone’s mind, engage community ownership and provide a driving force that guides the company steadily toward competitive advantage.

Is your strategic planning process falling into the gap of mediocrity?  Here are some potential indicators:

  • Are all of the organizational, divisional and team leaders engaged (at appropriate levels)?
  • Is there a clear understanding (and separation) of strategy and planning? Is strategic planning a dedicated, extended process?
  • Is there a good balance and perspective between data collection and business insight?
  • Do all the key players understand their place in the strategy and how it all comes together to fill the gap?
  • Is every leader, at every level, committed to the strategy? Is it a cohesive group effort?
  • Is there a strong communication component within the strategic plan?
  • Is the strategic plan a living, breathing document that everyone is working toward achieving all the time?

There is only one way to a great strategic plan –  a dedicated, integrated strategic planning process that ensures a climate of trust and the innovative business ideas of leaders.

How will you close your strategic planning gaps?

Please engage the discussion and let us know how you mind the strategic planning gaps in your organization. Please feel free to contact me at  sherilmackey@gmail.com . Check back soon for the next installment of Leadership Across Boundaries & Borders.

Continue Reading...