Today’s Australia is one of the most multicultural societies in the world. Cultural diversity is now the norm in every organisation. It can be a great source of innovation and dynamic growth. But this dividend is only available if you have the cultural skills to leverage it successfully. Managers without those cultural capabilities can experience frustration and dissatisfaction in the team. This module will enable you to unlock the talent in your diverse team and make sure you give a fair go to all, whatever their background.
- Practical skills that will enable you be a more effective manager in a culturally diverse organisation
- Fresh insights about how cultural background affects thinking, communicating and behaving at work
- An opportunity to develop new perspectives around the influence of your own cultural background on your management style
- Frameworks and tools to help you maximise the value of different perspectives to deliver innovation and high quality outcomes
- An action plan so that you can implement what you’ve learned straightaway with your team
- Identify the preferences and biases associated with your own upbringing and background and leverage these to support your role
- Recognise the culture-based assumptions and expectations that may influence your management style
- Explore the wide range of norms and ways of thinking culturally diverse team members can bring to their work
- Learn about different communication and management styles and apply these insights to improve your management skills
- Practise the cultural skills that will help you be an outstanding manager of high-performing teams in today’s culturally diverse workplace
Additional notes on module design
The UGM module for developing culturally competent leaders targets specific cultural competence components in four clusters - personal qualities and attributes, knowledge and ideas, communication and relationships. Value of the cultural competence development program is enhanced by first conducting a needs analysis and then customising content to address specific issues, most revelant to the context and also the individuals who will participate.
- Personal qualities and attributes for cultural competence
Leadership effectiveness in culturally complex settings demands a range of personal qualities linked to emotional strength, sense of direction and adaptability. Leaders need to have the motivation to seek out variety and change, while having a strong internal sense of who they are and what they believe in. Emotionally, they need to have well developed ways of dealing with stress, as well as the ability to remain positive when things go wrong. They need to be able to accept and cope with behaviours that may go against their sense of what is normal and appropriate. Leaders also need to be conscious that their own behaviour, while normal for them, may be considered strange or confusing by others. So, leaders need to be willing to adapt their behaviour to suit other cultural contexts, and sustain trust with colleagues and key stakeholders.
- Knowledge and ideas for cultural competence
When working across cultures, there are special leadership challenges in drawing the right conclusions about the behaviours, ideas and perspectives that may be encountered. Everyone tends to see the world through their own cultural filters. When leaders work with counterparts from other cultures, they can quickly misevaluate what they see, allowing negative stereotypes of others' behaviour to replace positive, flexible thinking. Knowledge of how value systems can vary across cultures can function as the key that opens the door to insight, understanding and accurate interpretation of others' behaviour. This knowledge greatly assists in challenging personal assumptions about those brought up in different societies from one's own. This prevents jumping to quick opinions about the behaviours that are encountered. Surfacing different perspectives on an issue promotes problem solving and creativity - important components of a leader's job.
- Communication and cultural competence
A core resource leaders bring to a complex project with international counterparts is the quality of their communication skills. Drawing on new knowledge and insight, leaders may have come to some useful initial conclusions about how others operate but they then need to build on this through effective communication strategies so that they can establish shared meaning. These strategies include:
Essentially all this concerns a repertoire of communication skills that focus on the clarification of meaning and the repair of misunderstanding. Such skills are transferrable across settings and will serve an executive well in their career advancement. In addition, senior managers need a sound understanding of relevant protocols, preferences and business practices appropriate for a range of functions, including dinners and banquets.
- the ability to adapt their language to suit varying levels of proficiency in English as an international language;
- active and attentive listening;
- observing indirect signals and interpreting them in context;
- building shared knowledge; and
stylistic flexibility and influencing skills.
- Relationships and cultural competence
When working internationally, trust can often be fragile and differences in cultural assumptions can be a source of division. Research shows that a lack of cohesion and trust between people can be a factor leading to poor relations. An explicit focus on the 'glue' of rapport and trust becomes a must-have for leaders, not a nice-to-have. Trust and rapport require more conscious effort to establish and maintain in the midst of cultural differences. Trust cues are known to vary across cultures and the various components of trust can be ranked differently by different cultures.
Call us now on +61 2 9964 9861 if you would like to develop cultural competent leadership in your organisation.