Table of contents: - Multi-Cultural Teams - New Team / New Team Leader: Strategies - Leader Newly Promoted from within the Team: Strategies - New Leader for an Existing Team: Strategies - Special Offer -- Improving Team Performance: Team Assessment (GTPQ)

1. Establishing Leadership Credibility
on Multi‐Cultural Teams
Brought to you by ITAP International, Inc.
www.itapintl.com
© 2013 ITAP International, Inc. All Rights Reserved.

2. Presentation Contents
Presentation Contents
Multi‐Cultural Teams
New Team/New Team Leader: Strategies
Leader Newly Promoted from within the Team: Strategies
New Leader for an Existing Team: Strategies
Special Offer ‐‐ Improving Team Performance: Team
Assessment (GTPQ)
Assessment (GTPQ)
2
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3. Multi Cultural Teams
Multi‐Cultural Teams
• The workplace has become multi‐cultural and
The workplace has become multi cultural and
in many cases global.
• To succeed managers need to align their
To succeed managers need to align their
strategies with particular cultural orientations.
• Th
The most successful strategies engage and
f l
i
d
motivate team members who may be
“different” from the team leader.
“diff
”f
h
l d
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4. Team Overview
Team Overview
• Team members on new teams are curious about the
leader’s background, capabilities, expertise, and
leadership style.
l d hi t l
• Regardless of what cultural background they come
from, team members will bring with them expectations
from, team members will bring with them expectations
about how they hope to be led (their perspective on
the qualities and characteristics of an effective leader).
• You can expect to have members of remote teams who
have opposing views on the qualities and
characteristics of an effective leader.
characteristics of an effective leader.
4
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5. Three Team Leader Scenarios
Three Team Leader Scenarios
1. Scenario #1: New team leader to a new team
(both start together)
(both start together)
2. Scenario #2: New team leader who used to
be a member of the team (promotion from
be a member of the team (promotion from
within the team)
3. Scenario #3: New team leader assigned to a
Scenario #3: New team leader assigned to a
team has been working together under a
different team leader
5
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6. Culture Notes
Culture Notes
•
INDIVIDUALISM:
– Team members and leaders with an Individual Orientation are more likely to
b
dl d
h
d d l
lk l
want to know what the team leader has accomplished (as an individual)
•
POWER DISTANCE:
– Team members with a Hierarchical Orientation are more likely to want to
y
know about a persons’ academic achievements
– Those with a Hierarchical Orientation want a leader to take charge and to be
decisive
– Those with a Participative Orientation want to be included and involved in
p
problem solving and decision making
•
ACHIEVEMENT:
– Team members and leaders with a Quality of Life Orientation are more likely
to want to know more about a person than just their academic or work
to want to know more about a person than just their academic or work
achievements and are interested in how they treat people
•
CERTAINTY:
– Those with a Need for Certainty are comforted by knowing what to expect
from a leader and other team members
from a leader and other team members
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7. Scenario #1: New Team/New Leader
Scenario #1: New Team/New Leader
• Since both you and the team are starting out
Since both you and the team are starting out
together on this new venture, this is the easiest
situation in which to establish your credibility.
y
y
• Clarifying the team member expectations early
on the team formation will prevent issues from
on the team formation will prevent issues from
cropping up later. As a team leader you can be
assured that there are many variations of cultural
y
orientations on your team.
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8. Initially…
Strategies for introducing
yourself
•
Share some of your background –
focus on task achievement
– Experience with teams
p
• Number of years/teams
• Examples of teams they may
recognize as having accomplished
good things
• Leaders who were your mentors
Leaders who were your mentors
• Accomplishments and previous
responsibilities on teams
– Have a senior leader introduce you
as the new team leader
– Describe some of the more difficult
experiences you had and how you
believe you would handle a similar
situation on this team
Cultural Orientations: These
strategies work for those with…
strategies work for those with
Individual Orientation /
Achievement Orientation
Hierarchical Orientation
Individual Orientation /
Achievement Orientation
8
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9. More Strategies
More Strategies
Strategies for introducing
yourself
•
Share some of your background –
focus on relationship building
– What you have learned that teams
y
can do to be effective (build trust
and relationship)
– Allow them to submit personal
questions to you in such a way as
to provide anonymity (small
to provide anonymity (small
groups)
– Tell them things about yourself
that they might find interesting
(
(hobbies, favorite books/foods,
,
/
,
etc.)
– Provide a graphic such as a flow
chart to show who the members
are and what responsibilities they
have in the team
have in the team
Cultural Orientations: These
strategies work for those with…
strategies work for those with
 Quality of Life, Group Orientation
 Need for Certainty Orientation
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10. …More Strategies
…More Strategies
Strategies for finding out about
the team/team s work
the team/team’s work
Cultural Orientations: These
strategies work for those with…
strategies work for those with
•
Ask the team to submit their
perspectives on the qualities and
characteristics of an effective team
leader. Describe your strengths (and
leader Describe your strengths (and
areas that need improvement). Make a
commitment to grow and learn. Use
their answers to frame your approach
even if it is contrary to your preferred
style of leadership
t l f l d hi
 Participative Orientation
•
Define the following and communicate
them very clearly:
y
y
 Hierarchical Orientation / Need
for Certainty Orientation
for Certainty Orientation
–
–
–
Who are the project stakeholders – and
the involvement you expect them to have
as stakeholders
Team outcomes/customer requirements
Provide timeframes for deliverables
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11. Scenario #2: Leader Newly Promotion
Scenario #2: Leader Newly Promotion
from within the Team
• Use the recommended strategies for new
team leaders
team leaders
• Add these…
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12. Newly Promoted: Strategies
Newly Promoted: Strategies
Strategies for starting out as the
newly chosen leader
newly chosen leader
•
•
•
•
New team leaders promoted from within may have
to contend with “taking charge” rather then “being
friends” with former team mates. This is probably
one of the more difficult leadership moves
Be careful to establish quickly that you are the
Be careful to establish quickly that you are the
leader
Be careful not to make any decisions (for example,
about who does what) that might be perceived as
showing preference to certain team members or
ignoring former friends
Focus on
–
–
–
–
•
clarifying tasks to be accomplished and deliverables
giving feedback for achievements and performance
challenges quickly and factually
communicating often and
explaining the rationale for your decisions to the team
members (do not be defensive)
b (d
b d f
)
Cultural Orientations: These
strategies work for those with…
strategies work for those with
 Need for Certainty Orientation
 Hierarchical or Participative
Orientation (depending on how
you do this)
 Need for Certainty Orientation
You already know what qualities and characteristics
of the previous team leader worked well for team
members and you might be wise to emulate these
behaviors
12
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13. Scenario #3: New Leader for an
Existing Team
• New team leader assigned to a team has been
e tea eade ass g ed to a tea
as bee
working together under a different team leader.
g
y
• Leaders inserted into existing teams may have to
contend with the attitudes about the previous
team leader
• This scenario is the most difficult in some ways
because you need to know about the preferences
for how the team members like to be led or what
for how the team members like to be led or what
motivates them, and how well the team is
functioning
g
13
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14. New to the Team: Strategies
New to the Team: Strategies
• If the previous team leader was beloved (even if they were
removed for performance reasons), taking their place will be
df
f
) t ki th i l
ill b
particularly difficult as you may be seen as the “enemy”
–
–
–
–
–
Find out what team members respected about that team leader
Give credit to the previous leader s positive attributes
Give credit to the previous leader’s positive attributes
Work to emulate the positive attributes
Work to be better than their less developed attributes
Build relationships on the team (see also ITAP’s presentation on
p
(
p
Building Relationships)
• If the previous leader was despised or perceived as less than
competent
– Find out why
d
h
– Avoid those behaviors that caused the team to lose trust in their
leader (see also ITAP’s presentation on Building Trust)
14
© 2013 ITAP International, Inc. All Rights Reserved.

15. Measuring Team Functioning
Measuring Team Functioning
ITAP measures human process
easu es u a p ocess
interactions on teams which
include:
• Executive overviews
• Both quantitative answers and
qualitative insights
• Automated diagnosis
• …can be customized with
questions that address your
team goals…
team goals
15
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16. To Improve Individual
To Improve Individual
and Team Performance
We have a BUY 1 get 1 FREE promotion:
Global Team Process Questionnaire™ (GTPQ*) to measure team alignment,
Gl b l T
P
Q
i
i ™ (GTPQ*)
li
improve team dynamics, and improve performance
–
–
2 iterations for the same team to measure change over time or 1 iteration for
2 different teams
Also includes 1 hour virtual debriefing with the team for each iteration
INTERESTED? Email me (cbing@itapintl.com) and enter PROMOTION CODE
EC14GTPQ in the subject line
in the subject line
*GTPQ (Premium version) retails for $1,000/team plus debrief or interventions for the team
(
)
$ ,
/
p
@ $350/hour
16
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17. 2013 ITAP Presentations
2013 ITAP Presentations
1. Impact of Culture in Multi Cultural Teams
1 Impact of Culture in Multi‐Cultural Teams
2. Establishing Leadership Credibility on Multi‐
Establishing Leadership Credibility on Multi
Cultural Teams
3. Building Trust on Multi‐Cultural Teams
4. Establishing Relationships on Multi‐Cultural
Teams
17
© 2013 ITAP International, Inc. All Rights Reserved.

18. Questions? Please email or call me…
Questions? Please email or call me…
Catherine Mercer Bing
CEO, ITAP International, Inc.
cbing@itapintl.com
ITAP International, Inc.
ITAP International Inc
353 Nassau Street, 1st Floor
Princeton, NJ 08540 USA
(W) 1.215.860.5640
http://www.itapintl.com
//
Remember put PROMOTION CODE
EC14GTPQ
j
y
in the subject line of your email.
…thank you…
18
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