Archives For Global Leadership

Who’s The Barbarian?

November 2, 2021 — Leave a comment
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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.

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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.

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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.

Going Global

August 25, 2021 — Leave a comment

I was recently speaking at a conference and I was asked about a term that is near and dear to who I am – Leadership Across Boundaries & Borders. You will see (or hear) it in almost everything I do – you will hear me refer to it when I speak publicly… in general conversations… and when I write. Although I refer to “Leadership Across Boundaries & Borders” frequently, this was the first time I can remember that an audience member stood up and asked about LABB in a public forum. I found this so interesting – it is so much a core part of my being… yet I realized I had never stopped to actually define it for others outside of myself and those closest to me.  I have been unfair. I will try to remedy my faux pas through not only explaining my terminology as a core component of myself, but also by defining each piece of it from my view of the world over the next few weeks.

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So, I will begin by talking a little about history and about the definition, my definition, of Global…

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As you look forward, it is always helpful to look back and gain perspective. Today’s supply chain is more global, aligned and proactive than it was even just five years ago. Post COVID, we see even more supply chain challenges – yet from challenge comes opportunity. As developing strategies for mitigating the risk of supply chain interruption overtakes economizing, organizations will increasingly need to leverage strong supply chains while stringently considering the bottom line. That balance will drive the success (or failure) of SCM companies moving forward. Although technology and the digital supply chain is on the rise, without the comprehensive knowledge and collaboration of people across the supply chain, we will continue to struggle to find that critical balance.

Typically, even though organizations may be consolidating for cost management and scalability purposes, the walls of the individual functions, channels and regions have become even thicker. As a direct result, it is harder for you, as a leader, to build end-to-end supply chain functionality in an ever-changing global marketplace. It has become increasingly difficult to gain agreement on specific, customer focused initiatives or broader organizational change.

This is not a technology, process or policy problem – it is a people problem:

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Last week we discussed working across boundaries and implementing a systems approach. This week, I am continuing the theme with an expansion of what it means to work across boundaries and some suggestions to help you do so successfully.

Working across boundaries means many things to many people… It can mean:

… working across organizational lines

… working across supervisory or leadership levels

… working across functions

… working across corporate entities (partners, resellers, etc.)

…working across customer lines

… working across physical confines

… working across cultural differences

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