7 Factors to Successfully Lead Global teams Presented By: Dave Cornelius, MBA, PMP, PMI-ACP, CSM, Six Sigma BB, ITIL V3
Date: Saturday, August 4, 2012
Copyright Dave Cornelius & Info Intel, Inc.
1
About Dave Cornelius
¤ I volunteer as the PMI-OC VP of Communications on the Board of Governors
¤ Sr. Manager at Cognizant Technology Solutions; Support corporate leaders with current state assessment and strategic directions.
¤ I have been involved with business transformation through IT and Business Process Improvement (BPI) methods for the past 29 years.
¤ Global team leadership experience has been from the United States leading teams in other countries
¤ My first time was in the mid-90’s
¤ Traverse many time zones simultaneously (Last assignment: PST, EST, England, India)
Copyright Dave Cornelius & Info Intel, Inc.
2
7 Factor Topics
¤ Cultural Intelligence
¤ Communication
¤ Leadership
¤ Partnership
¤ Conflict Management
¤ Best Practices
¤ Delivering the Promise/Business Value
Copyright Dave Cornelius & Info Intel, Inc.
3
Learning Objectives
¤ Learners will be able to prepare a plan to lead global teams: ¤ Apply cultural intelligence ¤ Increase team communications ¤ Demonstrate leadership ¤ Build partnership ¤ Manage conflict ¤ Leverage best practices ¤ Deliver the promise/business value
Copyright Dave Cornelius & Info Intel, Inc.
4
Learning Outcomes
¤ At the conclusion of this presentation, you will be able to create a plan to lead global teams.
¤ The knowledge obtained in this learning opportunity is not limited to leading global teams. These principles are applicable to leading teams anywhere.
Copyright Dave Cornelius & Info Intel, Inc.
5
Team Goals
¤ You will work in teams of three to seven members.
¤ Seven countries were preselected to establish a global partnership.
¤ You must select a global partner and create strategic and tactical approach to address the 7 Factors.
¤ At the end of the class each team will present a 3-5 minutes Global Team Leadership Plan.
Copyright Dave Cornelius & Info Intel, Inc.
6
Scenario
¤ You currently lead a team in the United States and must select a global partner from one of the following seven countries: ¤ India ¤ China ¤ Qatar ¤ Brazil ¤ Mexico ¤ Israel ¤ Vietnam
Copyright Dave Cornelius & Info Intel, Inc.
7
Definitions
¤ Cultural Intelligence – Knowledge about other cultures and accepting the differences
¤ Communications – Connecting, sharing and exchanging information
¤ Leadership – Influencing others to follow your vision
¤ Partnership – Collaboration and trust
¤ Conflict Management – Managing differences with emotional intelligence
¤ Best Practices – Doing things consistently, in a measureable way
¤ Deliver the Promise/Business Value – Financial and efficiency benefits to the organization
Copyright Dave Cornelius & Info Intel, Inc.
8
Leading Global Team Challenges
¤ Globalization creates the appearance of a smaller and flat world, but introduce cultural diversity and it is not so flat after all (Amiri, Moghimi, & Kazemi, 2010).
¤ Organizations source complex and strategic projects to low cost offshore operations, hoping for results at a lower cost.
¤ Managing the project constraints of Scope, Quality, Budget, Schedule, Resources, and Risk requires collaboration between team members with different cultural experiences.
¤ The more diverse the project team members, the leaders will require more multinational skills and.
Copyright Dave Cornelius & Info Intel, Inc.
9
Cultural Intelligence ¤ Cultural Intelligence or Cultural
Quotient pertains to the ability to understand the differences and similarities in people (Harvard Business Review, 2004).
¤ “Cultural intelligence is the ability to ‘read’ and understand different ways of being –in-the-world and to apply that understanding to achieving goals” (Brake, 2008, p. 146).
¤ Companies have indigenous cultures that require new team members to learn how to navigate. It takes a few weeks and sometimes months to decipher cultural codes.
Copyright Dave Cornelius & Info Intel, Inc.
10
Behaviors for Cultural Intelligence
¤ Personal adaptation – feeling comfortable and well adjusted to a foreign setting
¤ Practical efficacy and capacity for task completion in a foreign setting
¤ Successful interpretation of and sending of signals (gestures, words, actions)
¤ Meta-cognition, which is an ability to be self-monitor, process feedback and do continuous change
Copyright Dave Cornelius & Info Intel, Inc.
11
Source: Thomas 2008
Cultures to Manage
¤ World – The cultures of countries shape the character and competencies of individuals. (United States)
¤ National – Shape the values and character of the leaders. (Colin Powell)
¤ Leadership – Shapes the culture and competencies of the organization. (Steve Jobs)
¤ Business – Shapes and alters the country’s history. (Ford, Microsoft, Enron, CountryWide)
Copyright Dave Cornelius & Info Intel, Inc.
12
The Cultural Intelligence Moment
Copyright Dave Cornelius & Info Intel, Inc.
13
What I have Learned About Teams in Bangalore
• Normally India team members do not question the objective of the project. So the project leader must be proactive and verify if they understand the assigned tasks
• Nodding the head in the opposite direction to mean YES • Very little eye contact out of respect for leaders • The team members located at the remote site may not understand the bigger
picture. This often requires stating the importance of the delivery time frame and objectives frequently
• Lots of young people in the early stages of their career • The young professional live with their parents and take care of their parents
financially
Copyright Dave Cornelius & Info Intel, Inc.
14
What I have Learned About Teams in Bangalore Cont’d
• Companies in India often provide health care for their associates and Family members
• India has a big movie industry and people love to watch movies and listen to music
• Frequent gathering and parties with friends and families • Understanding festivals and sharing the reasons behind them helps with
building increased relationships • I am going to my Native! Meaning they are going to their native place where
their family originate.
Copyright Dave Cornelius & Info Intel, Inc.
15
PMI PMBOK Cultural Norms
¤ Cultural norms: ¤ Common knowledge to perform work in a certain way ¤ Acceptable ways to perform the work ¤ Assigned resource that influences how the work is done
¤ Organizational cultures are manifested through: ¤ Shared vision, values, norms, beliefs, and expectation ¤ Policies, methods, and procedures ¤ View of authority relationships ¤ Work ethic and work hours
Copyright Dave Cornelius & Info Intel, Inc.
16
Cultural Intelligence Readiness
¤ Team members come from different cultures and backgrounds. Awareness of the differences and respecting their cultures will help leaders create an environment that enables individual satisfaction because of acceptance.
" Read about cultural intelligence and the culture of your team. Global Literacies – Robert Rosen.
" Identify Team Values
" Identify Symbolic Agreements
" Identify Shared Assumptions
" Develop a roadmap that is unique to the project team needs, strengths, and goals
" Define how the team will celebrate the cultural differences
Copyright Dave Cornelius & Info Intel, Inc.
17
Cultural Intelligence Plan
Copyright Dave Cornelius & Info Intel, Inc.
18
Team Values Symbolic Agreements Shared Assumptions Truthful Dress Code Everyone loves pizza
Kind Work Hours West Indies has the best Cricket team
Loyal Level of authority formality
Fun Meetings (Frequency, How to run, How long)
Happy How decisions are made
Social Events
How things are learned
Work-Life balance
Jargon, Uniforms, Identity symbols
Conflict management
Teamwork on Cultural Intelligence
¤ Identify the cultural norms of your selected country.
¤ How will you apply cultural intelligence?
¤ What challenges and constraints do you foresee?
Copyright Dave Cornelius & Info Intel, Inc.
19
Communications
Copyright Dave Cornelius & Info Intel, Inc.
20
Team Communications
With the support of technology to span across time, the team must adhere to three key principles for effective team communications:
¤ Timely, regular and responsive communications
¤ Ownership and trust between team members
¤ Understand the urgency and responding in timely manner
¤ If the team members do not understand each other, the cost for delivering the project objectives is very expensive.
Copyright Dave Cornelius & Info Intel, Inc.
21
Across Time & Space
¤ Leading a distributed team presents a significant challenge with keeping everyone on the same page.
¤ The communication continuity issue is significant in a single country or across countries.
Copyright Dave Cornelius & Info Intel, Inc.
22
Time & Distance
¤ If one member is on the West Coast and another is on the East Coast, there is only a five-hour window that both are working together.
¤ The problem is even worse when the team members are in different countries.
¤ The time difference between India and the U.S. is 12.5 hours non-day-light savings time and 13.5 hours during day-light savings time, one member is sleeping while the other is working.
Copyright Dave Cornelius & Info Intel, Inc.
23
Technology Match to Communication Needs
Global Performance Indicators
>> Engagement >> Cohesion >> Clarity
(1) Simple Collaborations
(2) Delayed-time
Interactions (3) Complex
Collaborations
(4) Real Time Interactions
Source: Brake, 2008
Copyright Dave Cornelius & Info Intel, Inc.
24
Language
" Fu-ged-about-it
" Do the needful
" Fixing to go
" Communications only happens when meanings are shared (Brake, 2008, p. 110).
" As the leader you have a choice to either create a glossary of terms for the team or encourage people to use universal terms in the team setting.
" If some use a term that is not familiar, then politely ask the meaning for the benefit of all teams members.
Copyright Dave Cornelius & Info Intel, Inc.
25
Communications Management Plan
Copyright Dave Cornelius & Info Intel, Inc.
26
Stakeholder / Audience
Content Frequency Method Assigned Last Action Current Status
Desired Outcome
Project Team Status report Weekly Meetings, E-Mail, SharePoint
John Smith Sent on 08/03/2012
In-Progress Communicate team progress
OCIO Benchmark reports and milestones
Monthly E-Mail, SharePoint
Andersen Cooper
Sent on 08/03/2012
In-Progress Executive updates
Project Team Active listening
Weekly Meetings, E-Mail
Improved team dialogue
Teamwork on Communications
¤ Create a communication plan for your team.
¤ What tools will you use to foster interactive participation by team members?
¤ How do you plan to address team communication failures?
Copyright Dave Cornelius & Info Intel, Inc.
27
Why is Leadership Important?
Copyright Dave Cornelius & Info Intel, Inc.
28
The led must not be compelled; they must be able to choose their own leader. -- Albert Einstein
Leadership
¤ Leadership is getting others to follow you and your defined vision.
¤ In order to be a leader you must have followers; otherwise whom are you leading?
¤ Your vision inspires and motivates people to achieve a specific goal. People need a common goal to pursue.
¤ No vision no direction.
¤ Every leader has a style.
Copyright Dave Cornelius & Info Intel, Inc.
29
Common Leadership Styles ¤ The Great Man (Autocratic/Authoritarian)
¤ Born with natural leadership capabilities, not learned.
¤ Transactional (Bureaucratic) ¤ Inspires workers based on exchange of work for wages; does not inspire a
shared visions. Power and politics in the environment.
¤ Transformational (Democratic) ¤ Enables followers to rise to a high level of performance. Inspires a shared
vision. ¤ Charismatic and visionary
¤ Servant Leader (Service) ¤ Ensures the people’s highest priority needs are served first ¤ Inspires others to lead in their own capacity and become autonomous ¤ Nourishes, strengthens, encourages
Copyright Dave Cornelius & Info Intel, Inc.
30
Leadership Style for Global Teams
¤ The global leader must be a situational leader.
¤ Know when to be transactional, transformational and a servant leader.
¤ Sometimes you may have to be the One with a BIG stick or a Sweet CARROT
Copyright Dave Cornelius & Info Intel, Inc.
31
Situational Leader Behavior
Copyright Dave Cornelius & Info Intel, Inc.
32
Participating: Share ideas and facilitate in decision-
making
Selling: Explain decisions and provide opportunity
for clarification
Delegating: Turn over responsibility for decisions
and implementation
Telling: Provide specific instructions and closely supervise performance
Leader Behavior
Source: Hersey & Blanchard, 2003
Task Behavior (Guidance)
(High) (Low) (Low
) (H
igh)
R
elat
ions
hip
Beh
avio
r (S
uppo
rtiv
e B
ehav
ior)
Leader listening, facilitating, and supporting
Leader tells what, how, where, and who is to do it
Situational Leader Readiness
Copyright Dave Cornelius & Info Intel, Inc.
33
Leader Behavior Relationship Behavior (Supportive Behavior)
Task Behavior (Guidance)
Delegating: Turn over responsibility for decisions and implementation
Low Low
Participating: Share ideas and facilitate in decision-making
High Medium
Selling: Explain decisions and provide opportunity for clarification
High Medium-High
Telling: Provide specific instructions and closely supervise performance
Low High
Source: Hersey & Blanchard, 2003
Follower Readiness
Copyright Dave Cornelius & Info Intel, Inc.
34
High Moderate Low Able and willing or confident
Able but unwilling Or insecure
Unable but willing or confident
Unable and unwilling Or insecure
Follower-Directed Leader-Directed
Source: Hersey & Blanchard, 2003
A Leadership Framework
Copyright Dave Cornelius & Info Intel, Inc.
35
Source: Patrick Lencioni, The Five Dysfunctions of a Team
Leadership Framework Cont’d ¤ 1) Absence of Trust – Trust allow team cohesion, without it teamwork is
impossible. ¤ Hide weakness and mistakes from each other. (Lack Trust) ¤ Admit weakness and mistakes. (Trust)
¤ 2) Fear of Conflict – Productive conflict allow relationships to grow. ¤ Back-channel politics and personal attacks. (Unhealthy Conflict) ¤ Critical topics open for discussion. (Healthy Conflict)
¤ 3) Lack of Commitment – Clear and timely decisions with complete buy-in from all team members. ¤ Ambiguity among team about direction and priorities. (Lack Commitment) ¤ Clarity around direction and priorities. (Commitment)
Copyright Dave Cornelius & Info Intel, Inc.
36
Source: Patrick Lencioni, The Five Dysfunctions of a Team
Leadership Framework Cont’d
¤ 4) Avoidance of Accountability – Open environment to call peers on performance and behaviors hurtful to the team. ¤ Encourages mediocrity. (Avoid Accountability) ¤ Establishes respect among team members who are held to the same high
standards. (Embrace Accountability)
¤ 5) Inattention to Results – Neglecting the collective goals of the group. ¤ Stagnates and fails to grow. Rarely defeats competitors. (Neglects
Results) ¤ Enjoys success and suffer failure acutely. (Focus on Results)
Copyright Dave Cornelius & Info Intel, Inc.
37
Source: Patrick Lencioni, The Five Dysfunctions of a Team
Teamwork on Leadership
¤ What leadership style will you use?
¤ What behaviors will allow people to follow you?
¤ How will you use Patrick Lencioni pyramid of 5 Dysfunctions to drive team collaboration?
Copyright Dave Cornelius & Info Intel, Inc.
38
Partnership ¤ Partnership is forged through time, trust, and mutual benefit.
¤ It is a negotiated relationship.
Copyright Dave Cornelius & Info Intel, Inc.
39
Ladder of Partnership
Copyright Dave Cornelius & Info Intel, Inc.
40
Source: Glasbergen 2011
Building Trust
¤ Reduce the feelings of risk and vulnerability
¤ Provide an environment of equity, fairness, and security
¤ Must overcome cultural differences
¤ Find common goals
¤ Mutual trust builds interactive collaboration
Copyright Dave Cornelius & Info Intel, Inc.
41
Source: Glasbergen 2011
Creating Collaborative Advantage
¤ Create value joint that each partner must nurture for mutual benefit
¤ Must have an incentive to participate in partnership
¤ Each partner must nurture their special interests
¤ Explore common grounds to establish ways to work together. Establish a share vision.
Copyright Dave Cornelius & Info Intel, Inc.
42
Source: Glasbergen 2011
Constituting a Rule System
¤ Define mutual obligations of how organization interactions is done
¤ List transactional and procedural elements of the arrangement, which incudes: ¤ Commitment on different activities and resources ¤ How the partnership will handle decision-making processes, monitoring,
and enforcement
¤ Establish performance standards
Copyright Dave Cornelius & Info Intel, Inc.
43
Source: Glasbergen 2011
Build a Powerful Community
¤ Build a powerful community that: ¤ Holds people accountable ¤ Is transparent ¤ Invites trust ¤ Supports decisive actions
Copyright Dave Cornelius & Info Intel, Inc.
44
Teamwork on Partnership
¤ How will you establish a trusting partnership?
¤ Define how you will build a powerful community?
¤ What steps will you take to hold people accountable?
Copyright Dave Cornelius & Info Intel, Inc.
45
Conflict Management
¤ According to Albert Einstein “As long as there are humans there will always be conflict”.
Copyright Dave Cornelius & Info Intel, Inc.
46
Conflict Management
¤ When teams are dispersed with different culture, values, and experiences, conflict will happen.
¤ Even when teams are collocated conflict happens.
¤ We can’t avoid conflict but we can learn how to manage them.
¤ I would say healthy conflict is good for the team.
Copyright Dave Cornelius & Info Intel, Inc.
47
Conflict Management Behaviors
¤ Collaborating (I win, You win): Sharing is not always fun! I don’t always want to share! ¤ Affective: People are willing to participate and there is a high level of
trust ¤ Not Affective: When time is not managed properly
¤ Compromising (I give, You give): The Project Management Institute views this technique as a poor decision because someone has to lose. ¤ Affective: When both parties are committed to achieving the same goal ¤ Not Affective: When demands are too high and your value is being
compromised
Copyright Dave Cornelius & Info Intel, Inc.
48
Source: www.SNU.EDU
Conflict Management Behaviors Cont’d
¤ Accommodating (I lose, You win): ¤ Affective: When it is not the right time to win and you can build future
capital; Team moral is at stake ¤ Not Affective: Loss of influence and credibility. What happens when a
leader loses influence and credibility?
¤ Avoiding (No winners, No losers): “I will not talk to that person anymore”. I will sit in my corner and pout. ¤ Affective: Tempers are high and a cool down period is needed ¤ Not Affective: When critical business decisions are required
Copyright Dave Cornelius & Info Intel, Inc.
49
Source: www.SNU.EDU
Productive Conflict
¤ Produces the best possible solution in the shortest period
¤ Emerges from conflict without residual effect or collateral damage
¤ Use ideological debates versus personal attacks
¤ Put critical topics on the table for discussion
¤ Acknowledge conflict is healthy and most team avoid conflict
Copyright Dave Cornelius & Info Intel, Inc.
50
Emotional Intelligence – Don’t Get Emotional
¤ Easier said than done!
¤ Develop Self-awareness strategies ¤ Get to know yourself under stress ¤ Know your hot buttons
¤ Manage your self-talk ¤ They really don’t have a clue
¤ Learn a valuable lesson from everyone you encounter ¤ Be patient with irritating people
Copyright Dave Cornelius & Info Intel, Inc.
51
Teamwork on Conflict Management
¤ What conflict management behaviors will you use? Options include Collaborating (I win you win), Compromising (I give, you give), Accommodating (I lose, you win), or Avoiding (No Winners, No losers).
¤ How would you use emotional intelligence to manage conflict?
Copyright Dave Cornelius & Info Intel, Inc.
52
Best Practices
Copyright Dave Cornelius & Info Intel, Inc.
53
¤ Balance Scorecard
¤ Enterprise Lean Sigma
¤ Traditional and Agile (Scrum) Project Management
¤ Information Technology and Infrastructure Library (ITIL) & IT Service Management
u Provides a framework to deliver solutions
Adapting Best Practices
¤ Socialize the benefits
¤ Educate your people
¤ Execute a pilot before full roll out
¤ Define critical success factors
¤ Measure your achievements
Copyright Dave Cornelius & Info Intel, Inc.
54
Best Practices - Project Health Measurement
¤ Is there a scientific method to determine what makes a project Red, Amber, or Green?
¤ PMI’s six project constraints can be drivers ¤ Scope ¤ Quality ¤ Budget ¤ Schedule ¤ Resources ¤ Risk
Copyright Dave Cornelius & Info Intel, Inc.
55
Best Practices - Project Health Measurement
Copyright Dave Cornelius & Info Intel, Inc.
56
Health Scope Quality Budget Schedule Resources Risk
Green 1% 1% 1% 1% 8% 1%
Amber 2% 1% 2% 1% 8% 1%
Red 8% 4% 4% 1% 8% 1%
25% or more cumulative score of the six project constraints
15% or more cumulative score of the six project constraints
14% or less cumulative score of the six project constraints
Teamwork on Best Practices
¤ What best practices will you encourage in your team?
¤ How will you help you team achieve success?
Copyright Dave Cornelius & Info Intel, Inc.
57
Delivering the Promise/Business Value
Copyright Dave Cornelius & Info Intel, Inc.
58
Why don’t we ever measure the effectiveness of deliverables after implementation?
Measure the Definition of Success
¤ Define the criteria to measure success ¤ Deliver a Vegetarian Taco in 2-minutes
¤ Define data to support Business Intelligence queries ¤ Date/Time order requested, Data/Time was fulfilled, etc.
¤ Document steps to verify business value
Copyright Dave Cornelius & Info Intel, Inc.
59
Delivering the Promise/Business Value
¤ Delivering the Promise/Business Value for global teams involve: ¤ Cultural Intelligence ¤ Communications ¤ Leadership ¤ Partnership ¤ Conflict Management ¤ Best Practices.
¤ To deliver value, you must devise a plan.
¤ Create the definition of “done” and measure if “done” was achieved.
Copyright Dave Cornelius & Info Intel, Inc.
60
Teamwork Deliver the Promise/Business Value
¤ What planning techniques will be used to deliver the promise/business value?
¤ How will you incorporate cultural intelligence, communications, leadership, partnership, conflict management, and best practices to deliver the promise?
Copyright Dave Cornelius & Info Intel, Inc.
61
Conclusion
¤ You lead people and not just projects or products.
¤ If you can learn how to apply these knowledge areas, there is a strong possibility for success when leading global teams. This also applies to local teams.
¤ In my experience these knowledge areas are a game changer.
Copyright Dave Cornelius & Info Intel, Inc.
62
Teamwork on Global Leadership Plan
¤ Build your team Global Leadership Plan
Copyright Dave Cornelius & Info Intel, Inc.
63
References
¤ Amiri, A., Moghimi, S., & Kazemi, M. (2010). Studying the relationship between cultural intelligence and employees' performance. European Journal of Scientific Research, 42(3), 418-427. Retrieved from EBSCOhost.
¤ Brake, T. (2008). Where in the world is my team? Making a success of your virtual global workplace. San Francisco, CA: Jossey-Bass.
¤ Falconer, J. (2011). Knowledge as cheating: A metaphorical analysis of the concept of 'best practice'. Systems Research & Behavioral Science, 28(2), 170-180. doi:10.1002/sres.1081
¤ Scott, W. R. & Davis, G. F. (2007). Organizations and Organizing: Rational, Natural, and Open Systems Perspectives. Upper Saddle River, NJ: Pearson Education, Inc.
¤ Thomas, David C. et al. 2008. Cultural intelligence: Domain and assessment. International Journal of Cross Cultural Management, 8(2) 123–143.
Copyright Dave Cornelius & Info Intel, Inc.
64