Archives For results

Last week we began by discussing how “Mind The Gap”  is used as a warning by transit systems worldwide – just as “Mind The Gap” can also be used as a cautionary statement that could be critical to alerting leaders of oncoming chasms that may derail the organization on its journey toward excellence. One aspect of organizational life that has great potential for derailment is multi-cultural interactions – functional and interpersonal. In any diverse cultural interaction, customary evaluations and interpretations are more likely to be off-base because there is less shared meaning and experience to draw on. People think differently, have different concepts of time, space, work, etc. –  if we are not careful to appreciate and value the contributions and knowledge that may be different from our own, we may never reach our potential!

In this era of globalization, most companies are expanding into multiple countries and cultures. However, no company should take a “one size fits all” approach to business management and leadership style. Because we are aware that many aspects of organizational behavior – such as teams, leadership, and conflict – vary by culture, it is important to recognize that it is virtually impossible to fully understand all aspects, of all cultures, for any diverse group of people in our complex environments. At the same time…

As a leader, it is also absolutely critical to know and understand what you can do to ensure everyone feels validated, acknowledged, understood and valued.

Continue Reading…

Mind The Gap

August 9, 2022 — Leave a comment

The phrase “Mind The Gap” was introduced in 1969 by the London Underground to warn passengers of the gap that exists between the train door and the station platform.  Today, it is used as a warning by transit systems worldwide. Just as it is important for passengers to “Mind The Gap” to prevent injury, it is equally important for organizations to “Mind The Gap” so they do not fall into the traps that will keep them from moving forward. Specifically, organizational culture in a global organization is extremely complex and fraught with many potential chasms.

It’s interesting that people think differently, having different concepts of time, space, work, etc., however it is critical to do more than simply notice differences. If we’re not careful to appreciate and value those differences and the contributions that diverse people bring, it is easy fall right into that gap! This may result in waning business results, the degradation of important relationships, the sacrifice of your own success, and ultimately – grave injury… or even death!

Continue Reading…

Most organizations today operate in a global environment. Goods and services are sourced and sold across international markets. As such, virtual teams’ are an enormous asset in almost any organizational setting. Leveraging diverse virtual teams across global markets has the capacity to determine unique multi-market strategies, undertake planning from diverse perspectives, carry out research in different markets, and perform other complex tasks that have the capacity to drive competitive advantage for global organizations.

Despite this fact, diverse virtual teams’ are an unexploited asset in most organizations. Even though the opportunities are enormous, most leaders also recognize that the challenges are significant as well. Teams with members from diverse cultural and functional backgrounds inevitably differ in their assumptions about decision-making and even in their preconceptions of teamwork – traditional models of multicultural collaboration often fail to leverage individual team members’ skills and experiences in productive ways.

There is a fundamental balance that you, as a leader, need to recognize and encourage in your virtual teams if you are serious about succeeding in today’s global marketplace: coexistence of differences and meaningful participation. The idea that differences can coexist productively, while facilitating meaningful contributions is not intuitive, because it’s complex.

This inherent complexity often causes leaders to opt for decreased productivity, rather than leveraging the immense potential that lies just beneath the surface of the virtual team.  The potential resides in something that your multicultural virtual teams have that traditional teams do not:

Divergent Thinking

Continue Reading…

In order for virtual teams to succeed, organizational leadership must establish a culture that values teamwork, communication, learning and capitalizing on geographical and functional diversity. The key to developing an organizational culture that supports virtual teams is that everyone across the organization is encouraged and enabled to embrace change and be open to virtual teams right from the start. This begins with senior leadership support and sponsorship – without it,  virtual teams are DOA (Dead on Arrival). It is critical that virtual teams are positioned at the highest levels as vital, value-add resources that provide sustainable competitive advantage for the corporation.

From an organizational perspective, you may want to consider four aspects of leadership that are known to positively impact virtual team performance:

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…