Women and Global Leadership: Coloring Outside the Lines-Around the World

1. Women and Global Leadership:Coloring Outside the Lines-Around the World Barbara T. Bauer

2. 10:30-10:45 Introductions 10:45-11:15 Global Leadership 11:15-11:45 Case Study 11:45-12:15 Readout, Q&A Agenda “Two years ago globalization meant paring off a function and moving it abroad: a factory in China, a call center in India. The key driver was cost. Today, CEOs see globalization as intrinsic to their business, the means of accessing the best resources wherever they are. It is the gateway to new markets.”-2008 IBM CEO Study

3. Why focus on women and global leadership?

4. Why focus on women and global leadership? The world is global, and needs women global leaders. • At home: school, sports, travel, immigration • On the job: executive, management, and individual global relationships • In the community: church, non-profits, political organizations “Women will change the nature of power. Power will not change the nature of women.” Bella Abzug, State of the World, 1996

5. Why focus on women and global leadership? The world is global, and needs women global leaders. • At home • On the job • In the community Women have essential skills • Intrinsic • Learned “A woman leader has a distinctive approach as the organization’s chief “storyteller’, personifying a sense of community and telling a story that helps shape people’s sense of their identity.” Mary Robinson,former President of Ireland, 1996

6. Why focus on women and global leadership? The world is global, and needs women global leaders. • At home • On the job • In our communities Women have essential skills • Intrinsic • Learned Practice makes perfect “…non-verbal cues, emotional sensitivity, empathy, patience, a broad contextual view, long term planning, networking and negotiating, cooperating, reaching consessus, and leading via egalitarian teams.” Tom Peters quoting Helen Fischer, The First Sex.

7. Before we practice, some insight about the challenge • Increasing: • Geographic diversity • Cultural diversity • Frequency of global interactions • Content complexity (the deal, the task) • Both more and less “in person” • Decreasing: • Jobs with no global attribute • Situations that can rely strictly on “masculine” traits

8. Let’s understand some personal skills • Cultural Intelligence: the ability to understand and engage successfully in any environment or cultural setting with behaviors that optimize the situations. • Emotional Intelligence: a self-perceived ability to identify, assess, and manage the emotions of one's self, of others, and of groups. Leadership based on self-awareness, self-regulation, empathy. • Social Intelligence: Leadership based on effective group interactions and behaviors.

9. Cultural Intelligence: • Guiding Principle: Assume others have different ways to approach situations, from hand shakes to conversations to signing major contracts. Appreciate that cultural “norms” are stereotypes that may not be true of an individual. • Examples: • Asian seating arrangements • Saying “yes” in India • “It is obvious.” in Germany vs. the UK • Bare feet as a sign of respect • Challenges: • Too many countries (e.g. APEC leadership meetings) • Too easy to generalize and stereotype There are too many different cultures and individuals to rely strictly on the study of cultural differences. Leaders today must adapt to the current “situation”, using and integrating all their skills.

10. Cultural Intelligence: • Guiding Principle: Assume others have different ways to approach situations, from hand shakes to conversations to signing major contracts. Appreciate that cultural “norms” are stereotypes that may not be true of an individual. • Examples: • Asian seating arrangements • Saying “yes” in India • “It is obvious.” in Germany vs. the UK • Bare feet as a sign of respect • Challenges: • Too many countries (e.g. APEC leadership meetings) • Too easy to generalize and stereotype There are too many different cultures and individuals to rely on the study of cultural differences, leaders today must adapt to the current “situation”, using and integrating all their skills.

11. Cultural Research Studies • 5 common dimensions of culture (Hofstede) • Power Distance • Long-term orientation • Avoiding uncertainty • Acceptance of competitiveness • Individualism Orientation • Findings: • Western countries have common, strong “individualism”, lower “long-term” scores • Asian countries tend toward “long-term” and “power acceptance” scores, but some are quite diverse • France is most like Asia

12. Views Employer As Measure of Job Well-done Rules followed Goals achieved Father Colleague Perception of Orders Demonstration of Commitment Always follow command Modify and improve orders Company loyalty above all Hard work and honesty above all Dissatisfaction with Workplace Preferences for Supervision Strict instructions, avoid uncertainty Self-starting, demonstrates creativity Resign rather than air grievance Quick to voice grievance Rewards Voicing Opinion Meetings are to listen to superiors Meetings are to provide input Pay based on tenure Pay based on merit AsianversusWesternTendencies From G. Perchthold presentation, Abeam Consulting, 2005

13. United States France A FIGHT concession conciliation confront provoke use powers verbose restate position all the cards spell it all out logic rationality logic BASE CLARITY do the business as soon as possible BASE Done approach on the table of imagination louder reinforce logic sarcasm kidding summary is Commun -ication South Korea Mainland China refuse KOREAN ELASTIC TRUTH crunch • relative truth • only good news • what they think you want to hear louder tough harmony creative serious deceptively moderate moral BASE negotiations behind the scenes CLARITY • general tendency to make quick sales or business general tendency: quick sales or business BASE Done semi-confrontational without losing face position & power… flashes of humor adaptable • what they would like to be true • what they think has a chance to be true • what is temporarily true intense point As expected, communications patterns vary depending on culture causing miscommunication across cultures Tendencies in Communication Patterns From G. Perchthold presentation, Abeam Consulting, 2005

14. Dangers of talking about culture • Subject to generalities, there are always exceptions • Always biased by preconceptions from personal experience • Culture, history, truth all depend on your vantage point • Most of us have experience, and don’t realize our blind spots “Being right” about cultural sensitivities is a dead end. “Being culturally intelligent” is an opportunity

15. Our Task Today: Practice and Reflect • Practice in a small group case study: • 4 “roles” • 4 observers • Use intrinsic and learned personal skills (“intelligences”) • Refer to handouts on “intelligences” at your table • 15 min for activity • 10 min for sharing insights at your table, and selecting one key insight or learning to share Act authentically always, especially in complex cultural settings.

17. Case Study • Beth works for a Denver firm with many international projects. She has just been assigned to the project team designing the opening ceremony for the London Olympics. Her team members include Li from China, Andrew from London, and Indira from India. This core team is newly appointed. There is a bigger team including representatives of all countries, but this core team is responsible for bringing the plan back on schedule, and directing the work of the larger group. • This is the first conference call to get the new core team organized and off to a good start. • Participant: Choose one of the roles (US, China, London, India ) and carry out your role’s behaviors. Use your instincts as well as any learned insights or behaviors. Think (Color???) “outside the box”. • Observers: Listen to the conversation and note good/not so good examples of applying “intelligence” or instincts. Think (Color???) “outside the box”. • After 15 min, share observations and choose one important insight to read out to the group. “The key to working globally is not to seek homogeneity…” IBM 2009 Global CEO Study

18. Case Study Read Out • Please share A good, BRIEF example of “intelligences” observed on the call. • And, any other insights….

19. Questions and Answers Barbara T. Bauer President