Delft University Graduate School - Leadership challenge plus bonus slides

Gustaaf.Vocking@power2improve.nl

Twi:er:
GustaafVocking

LinkedIn:
Gustaaf
Vocking

(c) Gustaaf.Vocking@power2improve.nl

Gustaaf
Vocking

Ø  Master
of
Econometrics

Ø  Bachelor
of
Business
informa7on
science

Ø  Psychology
and
post
Doc
didac7c
skills

Ø  Execu7ve
MBA

Ø  Entrepeneur
since
age
of
15

Ø  Management
Trainer/Coach/Consultant

Ø  Leadership/Communica7ons/Brain
skills

Ø  Managers/Professionals/Experts

Ø  Europe
&
USA

Ø  10
days
per
year
for
students

Ø  >10.000
students
trained


Nathalie
Soeteman

Ø  Master
of
Law

Ø  Post
Doc
Change
management

Ø  Cer7ﬁed
Coach

Ø  Social
Business
Change
manager

Ø  Social
media
expert
&
key
note
speaker

Ø  Management
Trainer/Coach/Consultant

Ø  Leadership/Communica7ons/Social
Business

Ø  Managers/Professionals/Experts


Program

Personal
Leadership

Leading
with
passion
and

posi7vity,
without
a
7tle
or

formal
power

Working
in
(culturally)

diverse
teams


Experien7al
Learning
Concept


Personal
leadership
in
quotes


Leadership
is…

Leadership!


9

Leadership
in
circles

Circle
of
concern

Circle
of

inﬂuence


Personal
leadership
principles


The
ﬁve
things
we
can’t
change

And
the
happiness
we
ﬁnd
by
embracing
them


The
ﬁve
things
we
can’t
change

And
the
happiness
we
ﬁnd
by
embracing
them

1.  Everything changes and ends.

2.  Life is not always fair.

3.  Things do not always go according to plan.

4. Pain is a part of life.

5.  People are not loving and loyal all the time.


Acceptance
is
key
to
leadership


Your
highest
goal?


Finding
the
sweet
spot


Finding
the
sweet
spot

Sweetspot


Sweet
spot
check
up

1

6

5

2

7

Sweetspot

3

4


1. Self-‐sacriﬁcing

2. Disappointed

3. Self-‐indulgent

4. Unappreciated

5. Frustrated

6. Disengaged

7. Fulﬁlled

7
habits
of
highly
eﬀec7ve
people


Leadership
in
quotes


Leadership
levels
–
Jim
Collins


Diversity
leadership
in
quotes


High
performance
team


Five
stages
of
Culture


Free
audiobook
download

hep://about.zappos.com/tribal


34


Twi:er:
GustaafVocking

LinkedIn:
Gustaaf
Vocking


What
is
a
culture?

•  Culture
is
the
"lens"

through
which
you

view
the
world.

•  It
is
central
to
what

you
see,

•  How
you
make
sense

of
what
you
see,

•  How
you
express

yourself.


Four
Fundamental
PaPerns
of
Cultural
Difference

What
is
different?

1.
Communica>on
Styles

2.
ABtudes
toward
conflicts

3.
Decision
making
style

4.
Approaches
to
knowing

Hidden
below
the
surface?

1.
Beliefs

2.
Values

3.
Expecta>ons

4.
ABtudes


37

The reasonable person adapts himself to the
world, while the unreasonable one persists in
trying to adapt the world to himself

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GustaafVocking

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Gustaaf
Vocking


Priorities of Cultural Values


39


Trompenaars


Trompenaars
applied


44


Hofstede
applied


Addi7onal
resources

Geert
Hofstede
Webinar
of
65
minutes:

hep://www.sietareu.org/ac7vi7es/webinars

Hofstede
culture
dimensions
per
country:

hep://geert-‐hofstede.com/countries.html


55


Effec7ve
communica7on?

Effec@ve
Speaking

Understanding
people s
percep@on

Effec@ve
listening


Elements
of
communica7on

Verbal
CommunicaBon

Ø  Words

Ø  Voice

Non-‐Verbal
CommunicaBon

Ø  Gestures

Ø  Postures

Ø  Facial
Expressions

Ø  Eye
Contact

Ø  Vocal
Characteris@cs

Ø  Personal
Appearance

Ø  Touch


Cross
Culture
Communica7on

Intercultural Communication is the process of sending and
receiving messages between people whose cultural
background could lead them to interpret verbal and non-verbal
signs differently.

High
Context
and
Low
Context
Cultures

High Context Cultures:
rely heavily on non-verbal
and subtle situational
cues in communication.
Low Context Cultures:
rely heavily on words to
convey meaning in
communication.


60


Twi:er:
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LinkedIn:
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Vocking


On
7me…

In
some
cultures,

looking
people
in
the

eye
is
assumed
to

indicate
honesty
and

straighjorwardness;
in

others
it
is
seen
as

challenging
and
rude.

Source:
Cultural
Antropolgy
2nd
editon


Personal
space


Eye
Contact

In
some
cultures,

looking
people
in
the

eye
is
assumed
to

indicate
honesty
and

straighjorwardness;
in

others
it
is
seen
as

challenging
and
rude.


In
USA,
the
cheapest,

most
eﬀec>ve
way
to

connect
with
people
is
to

look
them
into
the
eye.


Most
people
in
Arab
culture
share
a
great
deal
of
eye

contact
and
may
regard
too
liele
as
disrespecjul.


In
English
culture,
a

certain
amount
of
eye

contact
is
required,

but
too
much
makes

many
people

uncomfortable.


In
South
Asian
and
many
other
cultures
direct
eye

contact
is
generally
regarded
as
aggressive
and
rude.


Gesture


Blocks
to
Cultural
Communica>on

1. Ethnocentrism
:
Inability
to
accept
another
culture's

world
view;
"my
way
is
the
best."

2. DiscriminaBon
:
Diﬀeren@al
treatment
of
an

individual
due
to
minority
status;
actual
and
perceived;

e.g.,
"we
just
aren't
equipped
to
serve
people
like
that."

3. Stereotyping
:
Generalizing
about
a
person
while

ignoring
presence
of
individual
diﬀerence;
e.g.,
"she's
like

that
because
she's
Asian
–
all
Asians
are
nonverbal."


Blocks
to
Cultural
Communica>on

4.Cultural
Blindness:
Differences
are
ignored
and
one

proceeds

as
though
differences
did
not
exist;
e.g.,

"there's
no
need
to
worry
about
a
person's
culture

5.Cultural
ImposiBon:
Belief
that
everyone
should

conform
to
the
majority;
e.g.,
"we
know
what's
best
for

you,
if
you
don't
like
it
you
can
go
elsewhere.”

6.Tone
Difference
:
Formal
tone
change
becomes

embarrassing
and
off
puTng
in
some
cultures.


DEVELOPING
CROSS
CULTURAL

COMMUNICATION
SKILLS

"Tact
is
the
ability
to
describe
others
as
they
see
themselves.

–
Abraham
Lincoln


Skills
To
Overcome
Diﬀerences

"To
handle
yourself,
use
your
head;
to
handle
others,
use
your
heart."

–
Donald
Laird


Skills
To
Overcome
Diﬀerences

Respec>ng
Diﬀerences
and
Working
Together


Skills
To
Overcome
Diﬀerences

Building
Trust
Across
Cultural
Boundaries


Skills
To
Overcome
Diﬀerences

Connec>ng
with
people


TEN
Pre-‐cauBons
in
Cultural
CommunicaBon

1. 
2. 
3. 
4. 
5. 
6. 
7. 
8. 
9. 
10. 

Slow
Down

Separate
Ques>ons

Avoid
Nega>ve
Ques>ons

Take
Turns

Write
it
down

Be
Suppor>ve

Check
Meanings

Avoid
Slangs

Watch
the
humor

Maintain
E>quePe


79


Trompenaars
Dilemma
thinking

Step
3:
Synergize
paradoxal

paradigms
through
common

interests
and
goals.

Step
2:
Clarify:
stakeholders,
posi@ons,
norms,

values
and
beliefs.

Step
1:
Determine
dilemma
duali@es
and
dilemma
owner.


Trompenaars
Dilemma
thinking


86


Winnning
trust
through
credibility

4.
Results

3.
Capability

2.
Intent

1.
Integrity


Glasl
Conﬂict
ladder

Ra>onal

phase

Toughening

Debate

Deeds

Emo>onal

phase

Image
and
coali>ons

Damaged
self
image

Threathening

Limited
damage
doing

BaPle

phase

Anihila>on
of
enemy

Anihila>on
through
self
sacriﬁca>on


Highly
Recommended
reading


Leadership
language:
don’ts

Ø 

Uncalled
for
masking

“really”,
“maybe”,
“or
something”,
“possibly”,
tec.

Ø 

Depersonifying

“you”
in
tead
of
“I”,
“someone”/”people”
instead
of
the

person
referred
to

Ø 
Ø 

Time
shiqing

“I
had
the
idea…”
instead
of
“I
propose...”

“We
could
some7me
try…”
instead
of
“Let’s...”

Vague-‐ify

Unclear,
irrelevant
and/or
incomprehensible
stories

Ø 

Too
nega7ve

too
liele
posi7eve
langauage

too
liele
enhusias7c
words

too
much
focus
on
problem
(instead
of
solu7ons)

91


Leadership
language:
do’s

ü 
ü 
ü 
ü 
ü 
ü 
ü 
ü 
ü 
ü 
ü 
ü 

Short

Relevant

Concrete

Enthusias7c

Ac7ve

Complete

(In
the)
now

Invi7ng

Thought
provoking

Inspiring

Problem
solving

Improving


Popular
persuasive
power
words

① You

② Results

③ Health

④ Love

⑤ Discover

⑥ New

① Free

② Easy

③ Simple

④ Guarantee

⑤ Proven

⑥ Save/Safety


Ques7ons?

@GustaafVocking

GustaafVocking



Delft University Graduate School - Leadership challenge plus bonus slides

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