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Mohamed Khalifa Hassan
• Short Bio
– Certified as a Trainer on Lewis Cultural Classes Model
– Council Manager of PMI Global Sustainability Community of
Practice.
– Holder of all PMI credentials including OPM3 Consultant.
– Author of “PMP Exam Preparation Step by Step”.
– Director, Consultancy at LIFELONG, Kuwait.
– Global Sustainability Track Chair in PMI Global Congresses in
2011 & 2012
– Active Volunteer in PMIEF
Muhammad A. B. Ilyas
• Short Bio
– CEO and Principal Consultant at LIFELONG, Kuwait.
– Faculty Member at Gulf University for Science & Technology,
Kuwait.
– Holder of all PMI credentials including OPM3 Consultant.
– Rated as one of the top 30 information systems specialists in
the Middle East.
– Served on the Kuwait Board of Project Management Institute's
Arabian Gulf Chapter (PMI-AGC).
Egypt
Ar. Gulf
Argentina
Australia
Canada
China
Kuwait
Libya
Nigeria
S. Korea
Singapore
Sudan
Taiwan
Tunisia
Turkey
UK
USA
Pakistan
Ar. Gulf
Australia
Egypt
Iraq
Kuwait
Lebanon
Malaysia
Singapore
S. Africa
Sweden
Turkey
UK
USA
Agenda
• Why care about stakeholder’s personality?
• What can be done?
• How can stakeholders be managed across the globe?
• Tips on presentations to audiences around the globe
A Typical Project – Construction and
Commissioning of Sheikh Jaber Al-Ahmad
Hospital
A Typical Project – Construction and
Commissioning of Sheikh Jaber Al-Ahmad
Hospital • Largest medical center in the region
– Site Area is 224,180 m2
– 1,168 beds serving a population of 600,000
– Has car parking capacity of 5,000
– Can accommodate 50 ambulances
• Project Budget is KD 303,998,000/- which is equivalent
to US $ 1.06 Billion
• Project Schedule spans over 48 months
A Typical Project – Construction and
Commissioning of Sheikh Jaber Al-Ahmad
Hospital
• Project Team from 16 nationalities
• 8 major subcontractors and suppliers
• 30+ suppliers/subcontractors including LIFELONG
Importance of Stakeholder Management
• PMI considers Stakeholder
Management as a new
Knowledge Area.
• It is easy to identify skills and
qualifications.
• It is quite challenging to
know people’s personality
and values.
Professionalism
Behavior
Values
(Culture)
It is all about managing DIVERSITY
• People are different based on their values and
behavior.
• In normal circumstances, diversity brings
dividends, but things get complicated under
stress.
• We need to be aware of global culture and
personality behavior attributes to better
understand and manage stakeholders.
Are we GLOBAL enough?
Some leaders and organizations do strive to be
global but …
… they unintentionally end up being not
GLOBAL enough !!!
Cultural Shock
• Cultural Shock is one of the common problems
in Multinational projects.
• Many theories on dealing with culture shock
exist, but as constantly stressed project
managers, we need something simple and
practical that we can easily use to manage our
stakeholders.
Virtual Teams
Igor Martek Status: Available
Role: SharePoint Architect
Location: Singapore
Time zone: GMT + 10
Mustafa Ahmet Status: Away
Role: SharePoint Architect
Location: Turkey
Time zone: GMT + 2
Problem Analysis
• To devise an effective stakeholder management
strategy, we need to understand:
– What is the person’s role in the project?
– What is his/her knowledge level?
– What is stakeholders’ culture?
– What is their behavior profile?
What is Culture?
• What do people eat?
• What music do people listen to?
• How do people dress?
• How do people greet each other?
• What is people’s work attitude?
• What belief system do they have? Views about their
own religion (values) and others’ religions (values).
• What are their social customs?
Food from across the globe
Sounds from across the globe
Dresses from across the globe
Greetings across the globe
Work across the globe
Belief systems across the globe
Social customs across the globe
What is Culture?
• Meriam Webster’s Definition
– The customary beliefs, social forms, and material
traits of a racial, religious, or social group; also : the
characteristic features of everyday existence (as
diversions or a way of life) shared by people in a
place or time.
• Oxford’s Definition
– The ideas, customs, and social behaviour of a
particular people or society.
Why Care about Culture?
• Most of us have inherent belief about other nationalities.
• Media shapes our perceptions about others.
• Many of us do not have a chance to deal closely with
different cultures on a daily basis.
Due to globalization of Project
Management we may suddenly find
ourselves working with people from
different nations.
Richard D. Lewis Model of Culture
• Several hundred national and regional cultures of the
world can be roughly classified into three classes:
– Linear Active
– Multi Active
– Reactive
Linear Active Cultures
• Task oriented
• Highly organized
• Examples include
– United States
– Switzerland
– Germany
– United Kingdom
Multi Active Cultures
• People-oriented
• Inter-relators
• Examples include
– Hispanic Americans
– Middle East / Arabs
– Africa
– Russia
– Italy
– Spain
Reactive Cultures
• Introverted
• Absolute respect for communal hierarchy
• Respect-oriented listeners
• Examples include
– Vietnam
– China
– Japan
– Korea
– Singapore
Lewis’ Cultural Classes Model
Africans
Switzerland
USA
Australia,
Denmark
Netherlands,
Norway
Belgium
France
Russia
Italy, Spain
Hispanic
Americans
Germany
Arabs
Iran,
Turkey
India
Indonesia,
Philippines
Korea
China
Vietnam
Multi - Active
Linear - Active Reactive
Lewis’ Cultural Attributes …
Linear-Active Multi-Active Reactive
Introvert Extrovert Introvert
Patient Impatient Patient
Quiet Talkative Silent
Minds own business Inquisitive Respectful
Likes privacy Gregarious Good listener
Plans ahead methodically Plans grand outline only Looks at general principles
Does one thing at a time Does several things at once Reacts
Works fixed hours Works any hours Flexible hours
Punctual Not punctual Punctual
Lewis’ Cultural Attributes …
Linear-Active Multi-Active Reactive
Dominated by timetables and
schedules Timetable unpredictable Reacts to partner's timetable
Compartmentalizes projects Let one project influence
another Sees whole picture
Sticks to plans Changes plans Makes slight changes
Sticks to facts Juggles facts Statements are promises
Gets information from statistics,
reference books, database,
internet
Gets first-hand (oral) information Uses both first-hand and
researched information
Job-oriented People-oriented People-oriented
Unemotional Emotional Quietly caring
Works within department Gets around all departments Considers all departments
Follows correct procedures Pulls strings Networks
Lewis’ Cultural Attributes …
Linear-Active Multi-Active Reactive
Accepts favours reluctantly Seeks favours Protects face of other
Delegates to competent
colleagues Delegates to relations Delegates to reliable people
Completes action chains Completes human transactions Reacts to partner
Likes fixed agendas Interrelates everything Thoughtful
Brief on telephone Talks for hours Summarizes well
Uses memoranda Rarely writes memos Plans slowly
Respects officialdom Seeks out (top) key person Ultra-honest
Dislikes losing face Has ready excuses Must not lose face
Confronts with logic Confronts emotionally Avoids confrontation
Lewis’ Cultural Attributes …
Linear-Active Multi-Active Reactive
Limited body language Unrestricted body language Subtle body language
Rarely interrupts Interrupts frequently Doesn’t interrupt
Separates social/professional Interweaves social/professional Connects social and
professional
Dialogue vs. Data
Dialogue 1. Latin Americans
2. Italians, Spanish, Portuguese, French, Mediterranean
3. Arabs, Africans
4. Indians, Pakistanis
5. Chileans
6. Hungarians, Romanians
7. Slavs
8. American sub-cultures
9. Chinese, Japanese, Koreans
10.British, Australians, Benelux
11.Scandinavians
12.North Americans, New Zealanders, South Africans
13.Germans, Swiss, Finns
Data
Culture Shock Again???
Fadi
– Warm Welcome
– Talkative
– Starts the meeting late
– Listens briefly to the
proposal
– Agrees immediately
– Confident about
outcome
Ebraheem
– Welcomes warmly
– Talkative
– Starts the meeting late
– Asks a lot of questions
– Agrees after a lot of
persuasion
– Seeks assurance of
stability
Behavioral Analysis
• Part of the human nature to attribute motive to others'
behavior.
• Knowledge of behavioral traits aids in building
communication, trust, empathy, and effective, productive
relationships
Porter’s Motivational Value System
Analytic–
Autonomizing Altruistic–Nurturing Assertive–Directing
• Assurance that things
have been properly
thought out
• Meaningful Order
• Protection
• Growth
• Welfare of Others
• Task Accomplishment
• Availability of
resources
How to Identify a Green Person?
• Asks about the methodology used to collect data
• Concerned about the steps done to create plans
• Asks about contingencies in place to ensure
“sticking to the plan”
How to Identify a Blue Person?
• Very concerned about one’s own role
• Asks about continuation of job, utility
• Asks about what will follow the immediate
assignment
• Asks about other people’s roles and their
continuation in their jobs
How to Identify a Red Person?
• Very assertive
• Needs things to be done quickly
• Wants assurance that required people are on-
board
• Wants assurance that required funds have been
secured
• Wants assurance that required machinery, tools
etc. are available
Personality Analysis
• Cultural Class
• Behavioral Attributes
• Examples
– Red Reactive
– Green Linear Active
– Blue Multi Active
Personality Analysis Matrix R
ed
Introvert
Punctual
Reacts to situations
Quiet
Caring
Concerned about:
• Task Accomplishment
• Availability of resources
Extrovert
Not Punctual
Multitasking
Talkative
Emotional
Concerned about:
• Task Accomplishment
• Availability of resources
Introvert
Punctual
Single Tasking
Sticks to plan
Unemotional
Concerned about:
• Task Accomplishment
• Availability of resources
Blu
e
Introvert
Punctual
Reacts to situations
Quiet
Caring
Concerned about:
• Protection
• Growth
• Welfare of Others
Extrovert
Not Punctual
Multitasking
Talkative
Emotional
Concerned about:
• Protection
• Growth
• Welfare of Others
Introvert
Punctual
Single Tasking
Sticks to plan
Unemotional
Concerned about:
• Protection
• Growth
• Welfare of Others
Gre
en
Introvert
Punctual
Reacts to situations
Quiet
Caring
Concerned about:
• Solid Planning
• Stability
Extrovert
Not Punctual
Multitasking
Talkative
Emotional
Concerned about:
• Solid Planning
• Stability
Introvert
Punctual
Single Tasking
Sticks to plan
Unemotional
Concerned about:
• Solid Planning
• Stability
Reactive Multi Active Linear Active
Back to Stakeholder Management
• Stakeholder Register should have additional columns
for personality analysis:
– Cultural Class
– Behavioural Profile
Virtual Teams
Igor Martek Status: Available
Role: SharePoint Architect
Location: Singapore
Time zone: GMT + 10
Cultural Class: Linear-Active
Behavioral Class: Blue
Mustafa Ahmet Status: Away
Role: SharePoint Architect
Location: Turkey
Time zone: GMT + 2
Cultural Class: Multi-Active
Behavioral Class: Red
Stakeholder Management Strategy
• Linear Active
– All interactions should remain focused on business at hand
– Use data for persuasion
– Manage time effectively (meetings, presentations etc.)
– Assign fewer simultaneous tasks
– Expect adherence to approved plans
• Highlight the skills and
experience of planners
• Ensure that ground rules
are explained and
applied fairly on all team
members
• Highlight the indemnities
in TORs
• Highlight attractive
career path options
• Emphasize on
community welfare and
sustainability
• Highlight the need for
quick and assertive
inputs/decisions
• Provide assurance that
all required resources
will be made available at
the right time
Stakeholder Management Strategy
• Multi Active
– Plan for “extra curricular” discussions and activities
– Avoid confrontation and rely on dialogue for persuasion
– Will need support for detailed planning and execution of tasks
– Use body language to interpret spoken words
• Highlight similar projects
done in the region
• Highlight the supervisory
skills of other
managers/leaders on the
team
• Highlight the roles and
responsibilities
• Highlight the skills and
experience likely to be
gained on the project
• Emphasize on
community welfare
• Highlight the need for
decisive leadership
• Highlight sources of all
required resources
Stakeholder Management Strategy
• Reactive
– Focus on building trust before discussing serious business
– Respect the chain of command
– Avoid confrontation with the seniors and treat them with respect
– Avoid lengthy paperwork
– Look for cues in body language
• Highlight the experience
and reputation of your
organization
• Ensure that ground rules
will be applied through
supervisors
• Highlight your
understanding of
traditions and customs
• Emphasize on
community development
• Highlight the need for
implementation of
decisions as quickly as
possible
• Provide assurance that
all required resources
will be made available
General Presentation Guidelines –
United States
• Attention Span: 30 Minutes
• Audience Expectations include:
– Humour
– Joking
– Modernity
– Gimmicks
– Slogans
– Catch Phrases
– Hard Sell
General Presentation Guidelines –
United Kingdom
• Attention Span: 30-45 Minutes
• Audience Expectations include:
– Humour
– A Story
– “Nice” Product
– Reasonable Price
– Quality
– Traditional rather than Modern
General Presentation Guidelines –
Germany
• Attention Span: 60+ Minutes
• Audience Expectations include:
– Solidity of Company and Product
– Technical Information
– Beginning – Middle – End
– Lots of Printed Information
– No Jokes
– Good Price
– Delivery Date
General Presentation Guidelines –
France
• Attention Span: 30 Minutes
• Audience Expectations include:
– Formality
– Innovative Product
– “Sexy” Appeal
– Imagination
– Logical Presentation
– Reference To France
– Style, Appearance, Personal Touch
General Presentation Guidelines –
Japan & Asia Pacific
• Attention Span: 60
Minutes
• Audience Expectations
include:
– Good Price
– Synergy with Corporate
Image
– Harmony
– Politeness
– Respect for their
Company
– Good Name of Your
Company
– Quiet Presentation
– Well-Dressed Presenter
– Diagrams
General Presentation Guidelines –
Scandinavia
• Attention Span: 45 Minutes
• Audience Expectations include:
– Modernity
– Quality
– Design
– Technical Information
– Delivery Dates
General Presentation Guidelines –
Australia
• Attention Span: 30
Minutes
• Audience Expectations
include:
– Informality Throughout
– Humour
– Persuasive Style
– No Padding
– Little Context
– Innovative Product
– Essential Technical
Information
– Personal Touch
– Imaginative Conclusion
General Presentation Guidelines –
Mediterranean / Arabs
• Attention Span: 20 Minutes
• Audience Expectations include:
– Personal Touch
– Rhetoric
– Eloquence
– Liveliness
– Loudness
– May Interrupt
Conclusion
• It is easy to identify skills, qualifications,
roles and interest of stakeholders.
• It is quite challenging to know people’s
personality and values.
• We can leverage the following to add
additional attributes to the Stakeholder
Register:
– Lewis’ Cultural Classes Model
– Porter’s Motivational Value System
Professionalism
Behavior
Values
(Culture)
Mohamed Khalifa Hassan
Director, LIFELONG, Kuwait
+965 99109680
kw.linkedin.com/in/mkhalifa
Muhammad A. B. Ilyas
CEO, LIFELONG, Kuwait
+965 66516513
kw.linkedin.com/in/abilyas
Contact Information