Establishing Relationships on Multi-Cultural Teams
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Table of contents: - Relationships and Trust - Cognitive and Affective Trust - Building Successful Relationships - Building Rapport - Special Offer -- Measuring Team Functioning / Team Assessment (GTPQ)
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Establishing Relationships on Multi-Cultural Teams
- 3. Outcomes • This presentation will explore the logical and This presentation will explore the logical and emotional aspects of trust as they relate to building relationships among team members building relationships among team members • It will show the cultural implications and impact of cultural attitudes, and it will offer impact of cultural attitudes and it will offer suggestions for how to build relationships 3 © 2013 ITAP International, Inc. All Rights Reserved.
- 4. Relationships and Trust Relationships and Trust Trust is one of the most important factors underlying effective working relationships. (See also the ITAP presentation on k l h ( l h Building Trust on Multi‐cultural Teams.) • Trust is important in relationships because it: – is the belief that a person’s word is reliable and that each person will fulfill its obligation in any work or personal interaction – means having the confidence that others will not exploit the vulnerabilities of the team members or team leader. – is based what assumptions others make as to how their team members will perform on some future occasion. This b ill f f i Thi assumption is a function of the other person’s current and previous claims, either implicit or explicit, as to how they will behave will behave 4 © 2013 ITAP International, Inc. All Rights Reserved.
- 5. Culture Note Culture Note NEED FOR CERTAINTY: NEED FOR CERTAINTY: • It helps to define the links between the team members, identifying the handoffs and members identifying the handoffs and dependent variables. You can do this by creating a visual/flow chart. Such a map is creating a visual/flow chart Such a map is especially useful for team members for whom English is an acquired language. English is an acquired language 5 © 2013 ITAP International, Inc. All Rights Reserved.
- 6. Cognitive vs. Affective Trust Cognitive vs. Affective Trust Cognitive Trust is… • • • • Affective Trust is… The level of confidence or willingness to rely on the competence of others It is based on observations and personal reputation (how the team member acted reputation (how the team member acted in other relationships) regarding the likelihood that team members will live up to their obligations Can be referred to as predictability or Can be referred to as predictability or reliable‐ness. It is based on knowledge that has been accumulated from observations and from what is understood to be their reputation (how they have to be their reputation (how they have acted in other relationships) Cognitive trust is knowledge‐driven • • • • Confidence based on feelings generated by the level of care and concern the other team member/leader demonstrates. member/leader demonstrates Characterized by feelings of security and perceived strength of the p relationship Based more on personal experiences than knowledge about the reputation of the other Affective trust is emotion‐driven SOURCE: www.kentgrayson.com/Grayson Archive/cogaffjbr.pdf 6 © 2013 ITAP International, Inc. All Rights Reserved.
- 7. Cognitive Trust Cognitive Trust Strategies for Building Cognitive Trust: • • • • • Share information about your skills and capabilities Endorse the skills and value that each Endorse the skills and value that each member brings to the team Provide a clear team purpose and vision so Do what you say you will do (DWYSYWD) Create an “Operating Agreement” with the team Cultural Orientations: These strategies work for those with… strategies work for those with Achievement Orientation Need for Certainty 7 © 2013 ITAP International, Inc. All Rights Reserved.
- 8. Affective Trust Affective Trust Strategies for Building Affective Trust: • • • • • • Rotate meeting times/meeting leadership Personalize e‐mails – avoid e‐mail blasts Personalize e‐mails – avoid e‐mail blasts Have regular 1:1 conversations with each other Pay attention to news items from your other locations – talk about their global current events Ask about each member’s culture and then flex your approach then flex your approach Ask about each team member’s communication preferences and try to follow what they prefer Cultural Orientations: These strategies work for those with… strategies work for those with Group and Participative Orientations Quality of Life Orientation 8 © 2013 ITAP International, Inc. All Rights Reserved.
- 9. Building Successful Relationships Building Successful Relationships Strategies… • • • • • • • • Prove you are willing to trust by demonstrating illi b d i your level of investment in the relationship Demonstrate your commitment to the project (team outcomes) and the people on the team Keep your commitments and promises Keep your commitments and promises Tell the truth even when it may reflect badly on you Communicate with team members often including outside team meetings and social including outside team meetings and social occasions Treat others as equals. While they may not have the same skills or skill levels you have, they may have other complimentary skills. Assume they are bringing something valuable to the team Focus on shared goals (rather than personal goals) Do what’s right rather than just doing the right things Cultural Orientations: These strategies work for those with… strategies work for those with Participative Orientation Participative Orientation Group Orientation g y Tolerance for Ambiguity 9 © 2013 ITAP International, Inc. All Rights Reserved.
- 10. Building Successful Relationships Building Successful Relationships Strategies… • • • • • Cultural Orientations: These strategies work for those with… strategies work for those with Act and speak consistently Share more information than is requested Be open‐minded about “how to do things.” There are many ways to get things done – your h h d way may not be the best. Listen openly to what others consider best approaches Let others do it their way when it is not your responsibility Even if the other is perceived as “impossible to work with” focus on the team outcomes, not the person. You do not have to like your team members, but the team does need to achieve its stated outcomes and work towards that common goal. Ask yourself, “What can I do differently to make this work?” Participative Orientation Tolerance for Ambiguity 10 © 2013 ITAP International, Inc. All Rights Reserved.
- 11. Building Rapport Building Rapport Strategies… • • Cultural Orientations: These strategies work for those with… strategies work for those with Start each meeting by asking members to identify themselves, their current geographic location, and the time at their location (that will help everyone remember who is working ill h l b h i ki outside of typical work hours and likely to be tired while showing commitment to the team) Start each team meeting with a few minutes St t ht ti ith f i t of “personal milestones.” These can be personal or professional. Some team members will talk about family events such as birth of a child, a celebration, or a cultural as birth of a child a celebration or a cultural holiday. This helps team members discover what they have in common. Group Orientation Group Orientation p 11 © 2013 ITAP International, Inc. All Rights Reserved.
- 12. Building Rapport Building Rapport Strategies… • • • • “Give them permission” to talk with each other by telephone outside of team meetings (the telephone is better at building relationships than email) Read the news and weather especially for those locations where employees are remote. Ask if they/their families are okay after earthquakes, monsoons, typhoons, political upheavals, etc. Encourage them to share with the team E th t h ith th t information about how they celebrated recent cultural events Notice the pace of speech of the team members. When conversing with them and members. When conversing with them and when asking them questions, match their pace of speech. Remember, some of your team members may be speaking in a language other than their preferred language and slower pace helps them assimilate and understand what is h l th i il t d d t d h ti being said Cultural Orientations: These strategies work for those with… strategies work for those with Hierarchical and Group Orientation Quality of Life Orientation Group Orientation 12 © 2013 ITAP International, Inc. All Rights Reserved.
- 13. More Strategies for Building Rapport More Strategies for Building Rapport • Smile when talking on the telephone (others can hear the smile). – – • • • • • • Consider putting a small mirror by your computer or telephone to remind yourself to smile. Consider putting a small mirror by your computer or telephone to remind yourself to smile Or pin up the word SMILE. Smiling would make your conversation warmer and more relaxed. Ask simple questions to get others involved in the conversation; encourage involvement. Offer to help. (“It seems like you are asking for some support. How can I help? What do you need from me to make this deadline?”) Listen carefully and listen for undertones (listen for what they mean not just what they say). Li t f ll d li t f d t (li t f h t th t j t h t th ) Do not interrupt even when there is silence. Some cultures are cultures of silence. Also it may be necessary for team members to gather their thoughts before speaking. Give them space. If the time of silence gets too long, ask if they need time to think about their answer and offer to come back to them after you let someone else speak. (DO NOT FORGET to get back to them.) Do not let others interrupt, finish sentences of others or “explain” what other team members have said (I think what John means is…). Use communication techniques to show that you understand or care to know more. Here are some examples: – – – – – I can follow that logic Please say more about that Does that mean…? I see what you mean It sounds like it is a difficult situation 13 © 2013 ITAP International, Inc. All Rights Reserved.
- 14. More Strategies for Building Rapport: Quick Tips k Match the pace of their speech Show respect (use honorifics, allow for silence, etc.) Show respect (use honorifics allow for silence etc ) Find commonalities; ask them to share information (hobbies, cultural events, favorite foods, books, movies, music, information about holidays, etc.) Be “sociable” Actively seek ways to build relationships between team members such as using icebreakers, socializing, and/or “successes since we last spoke…” i l k ” Background sharing (education, other successful team work, lessons learned on other teams, special capabilities, specific issues, help or support needed…) Ask: What I want to learn is… Who can help me gain access to… During the introductions in team meetings ask them to talk about the “time of day” and their current location Focus on both people and their work Create “high social presence”; use social media if they do Use photos (of the office locations, of the team members) U h t ( f th ffi l ti f th t b ) Recognize various holidays Encourage team members to share successes Be friendly g Communicate outside meetings – socialize, too 14 © 2013 ITAP International, Inc. All Rights Reserved.
- 15. Measuring Team Alignment Measuring Team Alignment • If you already suspect that there is a lack of If you already suspect that there is a lack of trust among and between team members, or there seem to be “broken relationships” you may want to measure team alignment. • ITAP’s Global Team Process Questionnaire™, (or GTPQ) identifies areas that need work so you can focus on team improvement, and allows you to measure change/improvement ll h /i over time. 15 © 2013 ITAP International, Inc. All Rights Reserved.
- 16. 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 16 © 2013 ITAP International, Inc. All Rights Reserved.
- 17. To Improve Individual To Improve Individual and Team Performance Want to know more about your team? Start 2014 with information about how well the team is performing, what p g, needs attention… (and measure change over time…) PROMOTION: 50% OFF the first 2 (must buy 2)! Buy 2 iterations of ITAP’s Global Team Process Questionnaire™ f ’ l b l (GTPQ*) at $495 each. This offer includes 1 hour virtual debrief with each iteration. Email me (cbing@itapintl.com) and enter PROMOTION CODE ER14GTPQ in the subject line *GTPQ (Premium version) retails for $1,000/team plus debrief or delivery of interventions for the team @ $350/hour 17 © 2013 ITAP International, Inc. All Rights Reserved.
- 18. 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‐ Cultural Teams Cultural Teams 3. Building Trust on Multi‐Cultural Teams 4. Establishing Relationships on Multi‐Cultural Teams 18 © 2013 ITAP International, Inc. All Rights Reserved.
- 19. 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 ER14GTPQ j y in the subject line of your email. …thank you… 19 © 2013 ITAP International, Inc. All Rights Reserved.