Cross-cultural communication is one of the subtler skills that man- agers have to wrestle with, and this has become particularly important in recent years with the emergence of a much more diverse work- force, virtual teamwork, and global supply chains.
k k We’re all aware that there are differences between people of
different countries and cultures, and we’ve seen how much conflict can be caused by these differences. So it pays to develop cross- cultural sensitivity and to understand how your own culture differs from others’.
Geert Hofstede’s cultural dimensions model provides a useful way into cross-cultural management. Developed over several iterations since the 1970s, the latest version of the model compares national cultures across six dimensions:
1. Power distance – This refers to the degree of inequality between people with and without power. People in high power distance countries, such as Malaysia or India, tend to be deferential to authority and are unlikely to initiate action without permission from the boss. In contrast, people in low power distance countries, such as the United Kingdom or New Zealand, are more likely to show initiative, welcome delegation, and want to be involved in decision making.
2. Individualism/collectivism – This describes the extent to which people in a society are integrated into groups. Coun- tries such as the United States are relatively individualistic, so people are expected to be self-reliant, they are used to taking personal initiative, and they are comfortable doing business with people they don’t know. In contrast, most countries in Asia and South America are relatively collectivist, so they iden- tify strongly with community or work groups, they are happy to conform to group pressure, and they prefer to do business with people they know.
3. Masculinity/femininity – This looks at the distribution of roles between men and women, and it highlights the atti- tude toward traditional gender roles. Japan scores very high in masculinity, so people put a strong emphasis on competi- tion and success, and there are few women in senior executive positions. In contrast, Scandinavian countries such as Sweden score higher on the femininity side of the spectrum, so peo- ple tend to work more through consensus, and they put a lot of emphasis on work–life balance.
k k 4. Uncertainty avoidance – This refers to how well people
cope with anxiety and uncertainty, and how much pre- dictability people want in their lives. Greece and Japan, for example, score very highly on uncertainty avoidance, so people in those countries tend to resist radical change and they are attracted to job security. Singapore and Sweden, in contrast, rate very low on this scale, and people there tend to adapt more readily to major changes in their external environments.
5. Long-term/short-term orientation – This refers to how people link the past to the future. It is particularly useful in understanding why some countries develop more quickly than others. For example, China has a long-term orientation that favors thrift and perseverance and adaptation to chang- ing circumstances, whereas African countries such as Ghana and Nigeria have a short-term orientation, where traditions are sacrosanct and behavior is rooted in the past.
6. Indulgence/restraint – This is the extent to which peo- ple feel free to be themselves and have fun. People in low-indulgence countries, such as Russia, are constrained by social norms and may be pessimistic. By contrast, people in high-indulgence countries, such as the Netherlands, are more likely to value their leisure time, be positive, and have fun.
So how can you use this framework? The first step is to be aware of these differences, which helps you to be more understanding and tolerant of the way people from other cultures behave when you meet them. Many Americans, for example, see people from Asia as passive and shy when they first meet them, but that is likely a reflection of their own individualistic worldview.
A second step: If you want to be more analytical about this, go to the Hofstede website and explore how your own culture compares with the cultures of the people on your team. You need to become a “detective” in such circumstances to figure out which dimensions of culture are most relevant. Remember that Hofstede’s analysis is necessarily very general – there are many individuals who do not conform to their national stereotypes.
k k Finally, on the basis of this improved understanding, you need to
be prepared to alter your style of management. For example, some techniques, such as delegation and brainstorming, don’t work as well in high power distance or collectivist groups. One of the hallmarks of good bosses is their ability to adapt and to tailor their way of working to the needs of their team.
Find out more about Hofstede’s cultural dimensions: http://mnd.tools/64-1 Compare cultures using Hofstede’s website: http://mnd.tools/64-2 Source:Adapted from Hofstede 2010. Reproduced with permission of Geert Hofstede B.V.
http://geerthofstede.com.
Other Techniques for Communicating Effectively
Communication is a huge topic. There are very many skills that you can learn to become a highly skilled communicator, and these include two particularly important ones that didn’t make the cut in our survey.
Learn more about these athttp://mnd.tools/c11c.
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Chapter 12
Hire and Develop Good People
Alot of the work you do as a manager is in the here and now – making decisions, solving problems, chairing meetings, and dealing with difficult situations. But as you take a more long-term perspective on your role, it quickly becomes clear that one of your most important jobs is hiring and developing good people. Indeed, one of the best ways to make a lasting impact on your organization is to recruit and surround yourself with highly talented people, so that they in turn attract other good people.
To get people development right, you need to adopt a subtle but important shift in perspective. The traditional logic of management and organization starts with a definition of the work to be done – the work is broken down into specific jobs, and people are then assigned to those jobs. This mechanistic approach is often efficient, but it treats people as replaceable parts, so it rarely gives them the opportunity to achieve their full potential.
The alternative logic is to think of management as “helping your people do their best work.” This means focusing first on the skills, motivations, and aspirations of the people working for you and then on how you can harness these to the greatest effect. Of course, you still have to make sure that all the necessary work gets done, but this shift in perspective helps you keep the needs of your people foremost in your mind as you manage them.
In this chapter, we focus on five tools and techniques to help you hire and develop good people. Designing jobs effectively (#65) involves thinking about how a given role links to the broader
k k purpose of the organization and, from this, how it can be structured
so that it’s intrinsically motivating to the person doing it. Recruiting effectively (#66), likewise, isn’t just about finding someone who can tick the boxes in terms of prior experience. Rather, it is about trying to understand the competencies and outlooks candidates have developed. That way, you can bring people into your team with the values and capabilities they need to excel in their new roles and thrive and develop as individuals.
To build a team with the right overall capabilities, a skills matrix can be very useful (#67). This technique allows you to map the capa- bilities of individuals against the specific skill areas needed to do a good job, so that you can identify development opportunities for specific people and also spot any gaps that need filling.
Giving effective feedback is also a vital part of your role (#68), though most managers say this is not a part of the job they do well, nor is it one they particularly enjoy. We describe the situation–
behavior–impact tool as one practical and useful way of providing feedback to individuals. Finally, coaching people (#69) so that they understand and act on opportunities for personal development is a way of helping them to take a longer-term perspective on their work.
We describe the GROW model as a useful technique in this area.
In addition to all these specific techniques, you need to remind yourself that your job is to get the best from the people working for you. It is all too easy to lapse into “task mode” and simply allocate people to whatever is easiest or most convenient in the here and now. You need to resist this temptation where possible and look for creative ways of nurturing and developing your people so that they can be the best they can be.