Summer 2014 Intercultural Management Quarterly by Intercultural Management Institute

IMQ Intercultural Management Quarterly

Integrating Culture and Management in Global Organizations

Summer 2014 Vol. XV, No. 3

Global Positioning: The Art and Science of Etiquette and Protocol in Diplomacy by JEREMY B. BRENNER Bridging the Gap in Health Communication: U.S. Biomedical and Immigrant Latina Ethnomedical Models of Healthcare by MARIA DE JESUS and DAISY KIM Influencing Across Borders by ERNEST GUNDLING The Precarious Future of US-German Relations by MICHELLE GIBSON 7 Qualities of a World-Class Manager. How Well Do You Fare? by JOELLE JACKSON Book Review of Cultural Dexterity: How to Adapt Your Behavior across Cultures Without Losing Yourself in the Process by PAMELA BERLAND EX Book Review of Working World: Careers in International Education, Exchange, and Development by ROBIN BARNES www.imi.american.edu

Foreword Dear Readers, Welcome to the Summer 2014 issue of the Intercultural Management Quarterly. We are very excited to release this edition of the IMQ that debuts the new sumbission guidlines. As always, IMQ awaits your contribution. Please continue to adhere to our guidelines for submissions. We are not an academic journal, so be sure that your submissions contribute to the study and practice of intercultural management. For more information on the updated submission guidlines, please take a look at the last page of this edition. Many thanks, and feel free to contact me if you have any comments or questions. Sabrina K. Garba Managing Editor, IMQ

Table of Contents Intercultural Management Quarterly Volume XV No. 3 \ Summer 2014 Global Positioning: The Art and Science of Etiquette and Protocol in Diplomacy by Jeremy B. Brenner .................................................... 3 Bridging the Gap in Health Communication: U.S. Biomedical and Immigrant Latina Ethnomedical Models of Healthcare by Daisy Kim and Maria De Jesus................................ 7 Influencing Across Cultures by Ernest Gundling ..................................................... 10 The Precarious Future of US-German Relations by Michelle Gibson ...................................................... 14 7 Qualities of a World-Class Manager: How Well Do You Fare? by Joelle Jackson .......................................................... 18 Book Review of Cultural Dexterity: How to Adapt Your Behavior across Cultures by Pamela Berland Ex ..................................................... 22 Book Review of Working World: Careers in International Education, Exchange, and Development by Robin Barnes ................................................................. 24 Updated IMQ Submission Guidelines ................... 26

STAFF Publisher Gary R. Weaver Managing Editor Sabrina K. Garba Editorial Review Board Ryan Dalton, Shawn Bates, Dan Deming, Adam Mendelson, and Gary R. Weaver IMI Director Amira Maaty

MISSION

Intercultural Management Quarterly is published by the Intercultural Management Institute at American University. IMQ combines original research conducted in the field of intercultural management with the applied perspectives of industry experts, professors, and students.

SUBMISSIONS

Professionals, scholars, and students are invited to submit articles on issues related to the study and practice of intercultural management. Articles must be innovative and contribute to knowledge in the field but should avoid overly academic jargon. Endnotes are discouraged except in the case of direct quotations or citations and they must follow Turabian citation style. Each submission is refereed by the members of the Editorial Review Board. Accepted pieces are subject to editing.

REPRODUCTION

No part of this publication may be reproduced or transmitted, in any form or by any means, without the express written permission of the publication manager. Please contact the managing editor for reprint availability.

CONTACT

Intercultural Management Quarterly Intercultural Management Institute 4400 Massachusetts Avenue Northwest Washington, District of Columbia 20016 Phone: 202.885.6434 Fax: 202.885.1331 imqeditor@american.edu www.imi.american.edu

Global Positioning: The Art and Science of Etiquette and Protocol in Diplomacy by Jeremy B. Brenner

y the end of my 23-year career representing the United States abroad, I had come to embrace a seemingly self-evident, but unappreciated, truth: How a message is delivered across cultures is often as important as the message itself. Foreign policies come and they go. In recent times, Foreign Service Officers were called upon in one moment to promote and defend the policies of the George Bush (43) administration and days later expected to further American interests as defined by the newlyinstalled Obama administration. At the same time, new governments are constantly emerging in host countries, with attendant changes in policies and priorities.

nations in ways that promote U.S. interests and values. Policy pronouncements made from the podium of the State Department or White House are susceptible to misinterpretation, misunderstanding, or even purposeful exploitation in the absence of meaningful personal communication. One cannot assume that foreign leaders – or their citizens – understand the unique American political system, or the sometimes conflicting, often culture-based, motivations for particular policy decisions. My experience suggests that even bad news can be accepted gracefully if it is explained with respect, in terms that are relevant and comprehensible to those receiving it.

While a firm grasp of policy is the sine qua non of successful diplomacy, what is needed in order to navigate these shifting waters are personal bonds of trust with counterparts and the ability to communicate effectively across cultural barriers. That is why, even in this age of videoconferencing, emails, internet, and global travel, the role of the diplomat on the ground remains indispensable. It can cost U.S. taxpayers hundreds of thousands of dollars to send and maintain a diplomat abroad for a year. Salaries, travel, security, infrastructure, support for families, and education costs add up quickly.

All of these elements brought me to a significant juncture. After a career devoted to political-military affairs in which I served in Bosnia and Afghanistan and wrestled with the policy-making apparatus over European defense, NATO, North Korea, and Iran, I decided to devote my professional energies to the training and coaching of inter-cultural etiquette and protocol skills for rising diplomats and international business executives. Some brief examples may help to illustrate why I believe this to be such an important undertaking.

The return on this investment lies in the ability of our diplomats to understand, interpret, and influence the policies and attitudes of other

The “Science” of Protocol First of all, what is protocol, and why does it matter? The “science” of protocol represents a

Jeremy Brenner is a retired Foreign Service Office with a 22-year State Department career After retiring from State he received a certification from the International Academy of Protocol and Etiquette in London as an International Business Protocol and Etiquette Consultant. He now provides training and coaching for rising diplomats and international businesses. Before embarking on his independent career, he was responsible for sanctions policy for Iran and North Korea in the Office of Peace Operations, Sanctions, and Counter-Terrorism in the Bureau of International Organizations Affairs. Prior to returning to State Department Headquarters, he served in nine countries on four Continents, dealing with political military issues related to NATO’s campaigns in Libya and Afghanistan, non-proliferation, and piracy, among others. Mr. Brenner was educated at Drew University, the London School of Economics, and the Masters of Science in Strategic Intelligence program at the U.S. Joint Military Intelligence College. Summer 2014

set of guidelines and “rules of the road” to govern interactions between and among governments that have been painstakingly arrived at, and agreed to by the signatories, over a period that dates back to at least the Vienna Conference of 1814. Arriving at an understanding ahead of time regarding the Order of Precedence for official functions reduced the chances for bruising egos or causing inadvertent offense by establishing objective criteria that would be applied universally. Knowing what is expected and adhering to the accepted guidelines avoids confusion and removes unnecessary irritants.

themselves and those who were not privy to the secrets of the “club.” In its modern form, etiquette aims at being inclusive, rather than exclusive, by providing a generally recognized code of conduct that will reduce uncertainty and confusion. The form and content of the understanding will vary from culture to culture, and applying the frame of reference of one culture in the midst of another culture can create discord and discomfort.

A personal example regarding both protocol and etiquette underscores some of these inter-cultural dimensions and highlights the need for training and preparation. As a relatively In the course of conversation at a business junior political officer in Paris, I was asked to meeting in London some time ago, it became clear represent the Ambassador at a large reception. that every one of my international colleagues were It is a common practice, but one that requires some professional dexterity and awareness. As aware of, and remembered, the glaring gaffes in guests arrived at the Conference Center, “spotters” protocol that occurred during the State visit of a were scanning their invitation cards, looking for U.S. President with Queen Elizabeth. Years after the color-coded stickers that signify rank and the event, what registered in people’s minds were status. Given that I was carrying the American the slip-ups, not the accomplishments. Imagine Ambassador’s invitation, I was immediately the thoughts of our foreign counterparts at the identified and whisked to the front of a very time, wondering whether the inappropriate gifts long receiving line, made up of Ambassadors and the inattention to tradition were designed as messages from the Administration concerning our and others who outranked me by a considerable margin. historical “special relationship” with the UK. Professional credibility, first impressions, and mastery of detail are the currency by which diplomats and international business leaders succeed or fail. Whatever other messages the President may have delivered during those UK meetings were diminished, and overshadowed by such unnecessary distractions. Since everything we do as a government is presumed to be purposeful, protocol failures can be interpreted by others as arrogance at best, and intentional insult at worst. The “Art” of Etiquette Etiquette is the “art” of behaving in a way that makes those around us comfortable and at ease. The “rules” of formal dining and entertaining were originally designed as a way for the “upper classes” to forge a distinction between 4

For most Americans, there are few more deeply ingrained aversions than to those who “jump the line.” I was acutely uncomfortable at this “unfair” privilege, which is another defining American cultural characteristic. Yet, in that context, I had to shift cultural gears and recognize that this was not about me. In that setting, I embodied and represented the honor and status of my country and my Ambassador. To have remained at the end of the line and “waited my turn” would have spoken volumes and degraded our reputation within the diplomatic community. There are countless circumstances in which the deferential, fair, and egalitarian attitudes that characterize Americans may not necessarily be the appropriate or effective behavior across cultures. Diplomats must be aware of their own cultural attitudes and make purposeful Intercultural Management Quarterly

choices, knowing the possible consequences. By that I mean, there may be instances when receiving a foreign official at a lower rank than is called for by protocol may be a perfectly acceptable way to send a message of disapproval or disagreement. Offering an opposition leader the place of honor at a formal dinner may send a perfectly desirable policy message, but one must recognize that a social event has just been politicized as a result. The important element is to be aware that our actions send messages and to avoid sending the wrong message through lack of preparation. The American penchant for informality is another potential inter-cultural minefield. Telemarketers in America are not alone in addressing strangers by their first names. It is seen as an effort to create immediate camaraderie as well as to reduce any barriers of age or class. This is a practice that can be deeply offensive, even to some Americans. Using the familiar “tu” form with a French professional is a surefire way to find oneself “written off ” and marginalized. Many other cultures hold views of formality and respect that are very different from those prevalent in American culture today, and failure to recognize and understand those views can be damaging. This is true of dress as well as address. Receiving guests at American homes for a dinner, wearing jeans and T-shirts, when it occurs, is designed to make everyone comfortable and create a relaxed atmosphere of informality. The foreign counterpart who arrives for dinner at the home of an American diplomat will almost certainly be wearing a sports jacket, or even a tie, making both guest and host uncomfortable and awkward. The use of language in America is another potential friction point within other cultures. Words that are tolerated, if not universally accepted, in American speech, are often offensive to others, and worse, imprecise. A prominent example concerned a diplomat, whose private telephone conversation with a colleague was Summer 2014

recorded and made public. In the course of the conversation, the official, a brilliant and experienced professional, was heard to say, “F*** the EU.” It was certainly not meant literally, and the actual meaning - if clear in tone - was vague and open to broad misinterpretation. None of the thoughtful and nuanced policy discussion during the phone call was reflected in the subsequent media coverage, and EU officials expressed outrage – both at the language and the tone. Americans are uncomfortable with notions of an “elite,” and we pride ourselves on recruiting our diplomats in order to represent as wide a cross-section of the society as possible. That is not the case in many other cultures, where diplomats or business leaders may often be part of a select educated community. They can bring a particular set of expectations and attitudes to their interactions and there can be significant costs in credibility and trust in ignoring them. Because America is a “progressive culture” in the paradigm expounded in this Journal by Lawrence Harrison1, we have particular attitudes toward time, work, and family. For a diplomat serving outside of North America, in countries many of whose cultures Harrison would describe as “static,” every one of these elements can be the source of potential misunderstanding. Americans arrive punctually, often even early, for meetings as well as social events. In many countries, an American who arrives at the hour specified in an invitation is likely to surprise the host, who is probably still in the middle of preparations because guests are not expected to arrive on time. Americans who invite Spanish clients or guests to dinner at 6:30pm will create some consternation in a country where dinner is rarely served before 10:00pm. These factors would seemingly be selfevident, but I cannot count the number of visiting delegations from Washington -- and even some colleagues -- who failed to take them into account. Another aspect of Harrison’s “progressive culture” is the centrality of work and achievement to an American. “Time is money” is a defining 5

priority. American business executives and diplomats are keen to get directly down to business because they are goal-oriented and eager to achieve as much as possible. The centrality of family and personal relationships in a “static” culture means that its members will seek to know their interlocutors, taking time to ask about children and family background. Failure on either party’s part to take these divergent priorities into account can result in bruised feelings and misinterpretations on one side and frustration and exasperation on the other. Americans also have a unique perception of time in the historical sense. When an American declares something to be “history,” the message is that it happened more than 15 minutes ago, and is irrelevant to any current consideration. For members of some “static” cultures of the Middle East, Central Asia, or the Balkans, eight hundred years is like this morning’s newspaper. America, as a society and culture, looks firmly to the future. More “static” cultures often distinguish between “us” and “them” on the basis of ancient configurations. Americans tend generally not to dwell on our history, other cultures feed on theirs. Failure to grasp the significance of an obscure historical event to a member of some cultures can limit understanding and can even, in some circumstances, produce hostility. Renowned anthropologist, intercultural researcher, and State Department Foreign Service Institute instructor, Edward T. Hall, used a different paradigm for identifying contrasting characteristics of different cultures. Hall2 distinguishes between “Polychronic” and “Monochronic,” cultures, but many of the behavioral characteristics are similar to those identified by Harrison. Members of a monochronic culture, such as the United States, will emphasize promptness, are highly involved with their jobs, will follow plans, and adhere to rules of privacy and consideration. Members of polychronic cultures are more likely to change plans easily, be more involved with family, value life-long personal relationships, take time 6

commitments lightly, and show concern only for close relations, friends, or business associates. Given all of these subtle intricacies, how can diplomats and international business executives prepare themselves to be more effective in an intercultural setting? In that respect, asking the right questions can often be more important than knowing the correct answer. As with speaking in a foreign language, the willingness to move beyond one’s comfort zone and make an effort can go a long way. One must accept that the latest habits and attitudes of any particular generation of Americans fit within a broader context of thousands of years of human social development. It is important to understand one’s own cultural predispositions and to be willing to re-examine underlying assumptions about your own and your counterpart’s behavior. Perhaps most importantly, don’t assume that because it “walks like a duck and quacks like a duck, it must be a duck.” People from many cultures around the world may look like Americans, and even dress like Americans. Believing that they see the world in the same way as Americans is a prescription for confusion and ineffective communication. By embracing the attitudes and goals – even if not all the details – of protocol and etiquette, Americans working abroad can establish trust and confidence with their counterparts that will pay significant dividends. _______________________________ 1 Harrison, L. “Culture Matters,” Intercultural Management Institute Quarterly Journal, Spring 2009, p. 6-7; 17

Hall, E. (1983) The Dance of Life: The Other Dimension of Time. New York, NY: Anchor Press 2

Bridging the Gap in Health Communication: U.S. Biomedical and Immigrant Latina Ethnomedical Models of Healthcare by Daisy Kim and Maria De Jesus

ealth care is the provision of services for diagnosis, treatment, and prevention of illness. Various models of healthcare exist to address the diversity of patients across countries and cultures. The biomedical and ethnomedical models of healthcare are the two most prominent models1. While Western biomedicine is the dominant model of healthcare in the United States, the ethnomedical model is becoming increasingly important given the demographic shifts, migration and globalization forces. These two models of healthcare employ different epistemologies in understanding health and illness. Upon their arrival in the United States, immigrant Latina women experience difficulty transitioning from Latina ethnomedicine to U.S. biomedicine, which contributes to both direct and indirect negative health consequences. Statistics reveal that immigrant Latina women are less likely to seek healthcare services compared to other groups. Research attributes this finding to Latina women’s adherence to an ethnomedical model of healthcare and a rejection of the Western culture of biomedicine. Acknowledging the clash of ideologies and practices that immigrant Latina women

perceive between the two models of healthcare, we explore the narratives of 30 immigrant Latina women in the Washington, DC Metropolitan area to identify salient elements in their perceptions of health and healthcare that are inherent in their culture. Extending from this analysis, we provide recommendations for healthcare professionals to bridge the gap between biomedicine and ethnomedicine with the goal of maximizing Latina patients’ understanding and effective use of biomedicine while simultaneously respecting their ethnomedical model of healthcare. Family and Religion as Salient Cultural Elements in Healthcare among Latinas 1. Role of family in women’s perceptions of health and healthcare The central entity that Latina women prioritized in making decisions about their health and healthcare was ‘la familia’ – the family – as opposed to the individual self. This familyoriented ideology influenced Latina women’s approach to seeking U.S. biomedical prevention and treatment services. As many women commented: “I seek health care for myself because it benefits my family.”

Dr. Maria De Jesus is an Assistant Professor at American University’s School of International Service. Her research examines the role of cross-cultural health communication as a mechanism to eliminate global and domestic health disparities. As globalization and migration have created a demographic imperative for the development of effective health communication strategies and technologies, her scholarship responds to the world-wide interest in the health of members of immigrant, refugee, and diaspora communities and pointedly connects health to the key dimensions of race, ethnicity, gender, class, culture, religion, immigration, migration, communication, and inequalities. Her overarching goal is to generate knowledge particularly on underrepresented populations that can then inform health practice and policy. Prior to her appointment at AU, she was a post-doctoral fellow at the Harvard School of Public Health and the Center for Community-based Research, where she served as co-investigator on several NIH-funded health disparities research studies. She was recently awarded a grant by the District of Columbia Developmental Center for AIDS Research to conduct a community-based study that examines and compares the culture-specific HIV and HIV testing perceptions and communication norms of East African-born and African American women in Washington, DC, who are disproportionately affected by HIV. Intercultural Management Quarterly

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Upon detecting a health problem, women sought medical help based on fear that their health problem would lead to reduced well-being for their family. When asked about how they would feel if they learned they had breast cancer, for example, women explained their worry about not being able to care for their family members. As women stated: “If I don’t take care of myself, I won’t be able to take care of my children and that worries me.” The women did not mention any concern or fear due to the physical and mental pain that they might have to endure themselves. The salient quotes above are illustrative of how women emphasize the link between healthcare with their family’s well-being and not their individual well-being.

who is personable, and whose personability is communicated specifically through engaging the patient.” Based on the women’s narratives, it is clear that the women perceived to have benefitted the most from a personable physician-patient interaction as evidenced by good verbal and nonverbal communication. Latina women had trust in their doctors and in the medical expertise of their physicians. This is a clear sign that immigrant Latina women perceive biomedicine to be effective. However, faith in biomedicine became irrelevant if women did not perceive the physician to be personable enough to understand and respect them.

2. Role of religious faith in women’s perceptions of health and healthcare

Analysis of the women’s narratives therefore pointed to the fact it would be inaccurate to state that that Latina immigrant women reject biomedicine in its entirety. Rather, it is the quality of physician-patient health communication and the specific ways in which medical services are carried out that determine the extent to which immigrant Latina women believe in, seek, and engage in healthcare in the U.S. Acknowledging this important insight as well as the fact that family and religion are two key elements that Latina women incorporate in every aspect of their lives, including in healthcare, below are several recommendations for physicians and health advocates to maximize women’s engagement with biomedicine:

In their health-related narratives, women frequently used expressions such as: “Thank God,” “Thanks to the Lord,” and “Praise the Lord” to attribute positive life events to the work of a higher being. The women’s religious faith informed their perceptions of health as well and they referred to God as the omnipotent healer: “God is our best doctor.” At the same time, Latinas perceived physicians as playing an important, yet limited role in helping them achieve positive health. Latina women’s religiosity played a direct and indirect role in seeking healthcare services and enhancing their health. Incorporating Salient Latina Cultural Elements in Physician-Patient Interactions When asked about the profile of the ideal doctor, immigrant Latina women agreed on “one

Key Message

1. Emphasize family-centered elements in healthcare messages from physicians. One way to promote the uptake of healthcare services, is to ascertain that verbal and written messages from doctors surrounding

Kyung-Eun “Daisy” Kim is from South Korea. Currently a senior at American University, she studies at AU on the American Excellence Scholarship, Barnard Psychology Scholarship, Ernest M. Aiken Educational Fund, and the Korean American Scholarship Foundation scholarship. Her coursework at AU in psychology, biochemistry and Spanish has influenced her decision to become a child psychiatrist. As an aspiring physician-scientist, she have assisted research at the Center for Autism Spectrum Disorders at the Children’s National Medical Center, Program in Education, Afterschool & Resiliency at the Harvard Medical School and McLean Hospital, Psychopharmacology Lab at AU, and School of International Service at AU. Her research interest in medical anthropology was first sparked by the mentorship of Professor Maria De Jesus, whom she has worked for as her research and teaching assistant for the past four years. 8

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healthcare are audience-centered and include culturally appropriate references. For example, when promoting breast cancer prevention, a doctor can emphasize the aspect of family: “It is important to prevent breast cancer by obtaining an annual mammogram. Do this for yourself. Do it for your family.” Another strategy to promote medical screenings is to include positive testimonies of other Latina women. 2. Reflect religious elements in healthcare messages from physicians. Similarly, physician and health advocates can adopt language that endorses Latina women’s religious values in verbal and written healthcare messages. For example, “Get your breast cancer screening today. God would want you to value and treat your body like it is a temple.” 3. Increase culturally appropriate verbal and non-verbal communication during physicianpatient clinical encounters. Several simple yet helpful strategies include: increasing eyecontact, introducing oneself and greeting the patient to put her at ease, asking questions related to her everyday experiences at home and work that may be contributing to her current health condition, and breaking down complicated medical terms into easier and comprehensible language. 4. Make meaningful and efficient use of cultural brokers. Having translators, interpreters, health advocates, and other trusted members of the Latina community who can serve as liaisons between doctors and immigrant Latina patients would be helpful in promoting better doctor-patient communication.

in creating a bridge between the biomedical and enthnomedical models of healthcare, and ultimately contribute to quality doctor-patient health communication and more positive health outcomes for immigrant Latina patients. _______________________________________________

1 Silenzio, V. What is the role of complementary and alternative medicine in public health? American Journal of Public Health, October 2002, p. 1562-1564.

Conclusion Contrary to popular belief that biomedicine and ethnomedicine are mutually exclusive and competing models of healthcare, our analysis of narratives from immigrant Latina women reveal that these models can be negotiated by making small yet significant accommodations in clinical encounters. Putting our recommendations into practice would aid Summer 2014

Influencing Across Borders

cultural paradigm that is not relevant or effective elsewhere.

by Ernest Gundling

hat is different about leading in a global context? Recent research has identified “influence,”1 as a key skill of successful global leaders. Increasing numbers of people are working on global teams with matrix reporting relationships. The team leaders in this scenario are unlikely to accomplish much at all without superior influencing skills, particularly in situations where they must work with large numbers of new stakeholders over whom they do not have direct authority. Influence is also critical for: • those who seek to impact decisions at regional or corporate headquarters • collaboration efforts that require the alignment of goals and objectives across business units • change efforts run by executives who are promoting cross-border adoption of a new technology or process • working with global customers or suppliers who have their own agendas and complex market drivers. A study from the Corporate Leadership Council (CLC) sharpens the focus on influence for effective global leadership development.2 CLC conducted a survey of 11,500 leaders in 35 companies across a variety of industries and geographies. Influence emerged as the top-ranked competency of high performing global leaders – it was more strongly correlated with successful global leadership performance than capabilities traditionally seen as key elements of a leader’s job such as vision, decision-making, delegation, creativity, resource allocation, or holding

employees accountable. CLC observes, “As soon as a leader transitions from single country to multicountry responsibility, the ability to influence becomes the critical differentiator. Influence is the fundamental competency that leaders must have to effectively assume global roles.” CLC also identified a significant business impact: great global leaders, characterized by their strong influencing skills, headed up business units that performed on average almost 30% better than the comparable units headed up by “global laggards” in the leaders’ peer group. Moreover, skillful influencers had significantly lower rates of employee turnover and higher rates of discretionary effort in their organizations. It is rare in the field of talent development to find such compelling evidence of business impact, which makes the topic of influence even more vital for companies seeking to accelerate the growth of future leaders. Defining Influence As with many areas it is important to ensure that there is a shared understanding of the meaning of key terms. What does influence really mean for global leaders? Frequently, it means getting things done across organizational and geographic boundaries even without direct reporting relationships in complex and fastmoving business environments. Having said this, there is a danger that many companies will leap to the conclusion, “Aha, we already have a program on influencing skills – let’s roll that out worldwide!” The result may be the imposition of a model of influence grounded in a particular

Dr. Ernest Gundling is co-founder and president of Aperian Global. He assists clients in developing strategic global approaches to leadership, organization development, and relationships with key business partners. He coaches executives with global responsibilities and works with multicultural management teams to help them formulate business plans based upon strong mutual understanding and a joint commitment to execution. Dr. Gundling has lived in Japan, Germany, and Mexico and has travelled extensively throughout Asia. He holds a Ph.D. from the University of Chicago and currently lectures at the Haas School of Business at the University of California Berkeley. He is also the author of several books, including What is Global Leadership?, Working GlobeSmart, and Global Diversity. 10

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Influence Techniques & Culture One approach to influence is to see it as a set of techniques, used either independently or in various combinations. These techniques can include forms of “explaining” (e.g., logical persuasion), “asking” (e.g., appealing to relationship), or “inspiring” (e.g., appealing to values). There are also negative influencing techniques that most of us experience from childhood, such as intimidation and manipulation. This view of influence becomes more complicated when the techniques favored in different cultural settings are compared. People from Israel and Greece, for example, are more likely to assert desired outcomes directly, in contrast to Asian countries such as Thailand, Malaysia, or Japan where people are more reluctant to employ this strategy. In a similar vein, a preferred form of influence in China is to craft mutual exchanges to address the needs of different parties, whereas this method of persuasion is less frequent in Scandinavia. Appeals to values, a staple of much of the leadership theory from North America, are predictably most prevalent in the U.S., while this mode of persuasion is not as common in northern and eastern Europe.3 Although the data indicates that respondents in most countries do share a preference for certain influence techniques such as logical persuasion and socializing, it is even plausible to assert that the more finely grained rules for these universally favored activities vary across cultures: Will a presentation that appears “logical” in Japan be regarded in the same way in France? Are dinner customs in Brazil likely to carry over to the toasting etiquette at a Chinese banquet?

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Recommendations So how should a global leader develop his or her influencing skills, and how can organizations cultivate this mission-critical capability? Our own research indicates that influence is best understood as the outcome of a broader repertoire of knowledge and skills rather than as a discrete set of techniques. The ten behaviors of successful global leaders outlined in the book, “What is Global Leadership?,” culminate in those that we call Influence Across Boundaries and Third Way Solutions. Here is the model, in which each behavior helps to support those at the next stage, along with a brief sample illustration of the impact of the first four behaviors on the ability to influence:

Cultural Self-Awareness The first step to effective global leadership is seeing ourselves as having been shaped by a particular environment, and regarding our own leadership style as one approach in a world where other valid styles exist. Without the ability to rise above our habitual practices, taking this kind of helicopter perspective, we are more likely to be oblivious to vital differences in another environment.

Impact on Influence: Those who are culturally self-aware can more readily escape the most basic mistake of all when it comes to our attempts to influence: assuming that others are like us, and trying to influence them while looking in the mirror, using the method that would be most persuasive to us. Invite the Unexpected Successful global leaders report that every day they encounter unanticipated events they would be less likely to experience at home: new business opportunities, competitors, innovations, supply chain problems, employee relations issues, and so on. They have to deliberately position themselves to perceive and respond to the unexpected, or run the risk of reacting too slowly, misjudge its significance, or failing to see it altogether. This also means taking the initiative to seek out points of local pride and strength, which may be very different from what is taken for granted at headquarters. Impact on Influence: Seeing unexpected differences allows global leaders to take the first steps toward exerting influence successfully by engaging with real conditions on the ground, however unfamiliar they might seem, as well as tapping into local sources of enthusiasm and competence. Results through Relationships Many people think they know what relationship means in a business context, and somewhat reluctantly dedicate the first few minutes of a meeting or a regional conference to “polite chitchat” in order to place a check mark in the relationship box. It is easy to underestimate the fact that in many countries personal relationships are the single most important factor in determining who your business partners are and in how decisions are made. Such relationships – which may be based on deep ties to family, schoolmates, community, or tribe – take a lifetime 12

to cultivate and maintain, and require a degree of effort that is an order of magnitude beyond chitchat. Impact on Influence: Building a strong global network of authentic personal relationships speeds up information exchange, decision-making, and execution, even in a matrix context. Teams can move much faster because their members feel a special bond to their leader and feel a personal obligation to the team. Frame-Shifting Effective global leaders are able to shift their communication style, leadership methods, and strategy to fit various contexts; they can move skillfully back and forth between differing business environments, even when these call for very different approaches. Impact on Influence: Beyond simply seeing differences, the behavior of “frame-shifting” requires active adaptation. A leader who can perform effectively in multiple contexts, modifying his or her communication style, leadership approach, and business strategy to best fit each situation, has a far better chance of being able to exert influence across boundaries than one who tries to replicate established patters of success that are grounded in a domestic business environment.

It is possible to accelerate a leader’s progress on the path to becoming an effective influencer. This role is described by great global leaders as similar to that of an ambassador or diplomat who engages in shuttle diplomacy, binding together the interests and contributions of people who live in different places. Simultaneously, this same role requires the creative resourcefulness of an entrepreneur, even within a very large organization, who must pull together limited resources and solutions from many different functions and organizational entities. Successful influence ultimately builds third way solutions; it is not based upon a personal agenda to influence others, but upon shared goals of the global organization. Good ideas may originate from anywhere and incorporate contributions from many different sources – influence ultimately derives its legitimacy from openness to the world. _______________________________________________ 1 Gundling, Ernest, Terry Hogan, and Karen Cvitkovich, What is Global Leadership?: 10 Key Behaviors that Define Great Global Leaders, Chapter Seven. Boston: Nicholas Brealey, 2011. 2 “The Global Leader,” CLC Human Resources, Corporate Executive Board, Executive Briefing, February 2012. 3 Bacon, Terry, “Cultural Differences in Influence,” Lore International Institute, 2008.

Each additional behavior in the Global Leadership model represented in Figure One – including those listed under the headings, Opening the System and Preserving Balance – provides further support for the ability to Influence across Boundaries. The good news is that these behaviors can be cultivated systematically through a number of methods: experience on the job, training, coaching, action learning, and global networking opportunities. However, this path is not an easy one, and is considerably more challenging than adding a few new techniques to one’s leadership toolkit through a one-day training program.

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Summer 2014

The Precarious Future of US-German Relations by Michelle Gibson

he Germans are undeniably furious with the United States. The documents leaked by the now infamous former National Security Agency (NSA) contractor Edward Snowden in June 2013 greatly harmed the relationship between the US and Germany. The discovery of intense and secret surveillance conducted by the NSA of German citizens and government officials outraged the German public, and drastically altered both domestic and international perceptions of US intelligence practices. The relationship was further damaged following allegations in October 2013 that the NSA had been monitoring the personal mobile phone of German Chancellor Angela Merkel, in addition to 30 other prominent European leaders. Since the alleged spying practices became public, the US has not taken any major steps to repair its relationship with Germany, including refusing to sign any future no-spy agreements. Consequently, the relationship between the United States and Germany has disintegrated in a manner unprecedented in the 21st century.

Because of the NSA’s surveillance, the German public has suffered both a loss of trust and respect for its traditional trans-Atlantic ally. As of November 2013, a survey conducted by the large German public broadcasting consortium ARD and daily newspaper Die Welt, found that only 35 percent of Germans considered the US government trustworthy, and only 43 percent were satisfied with US President Barack Obama compared with 75 percent in 20121. The widespread anger over US spying practices has altered the recently repaired general public perception of the US and its leader. The repercussions of the NSA scandal have affected German perceptions on arguably the same level as the highly

unpopular Iraq War in 2007, when only 30% of Germans held favorable views of the US2. German officials have been outspoken in their disapproval of both the US and Chancellor Merkel’s response to the scandal. During an interview with major German magazine Der Spiegel on April 9, 2014, German Interior Minister Thomas de Maizière publically denounced American spying practices as “boundless” and explained how the US’ continual indifference is further damaging the trans-Atlantic relationship, stating “[…] the US cannot be apathetic to the fact that approval ratings have shifted to such a degree within just one year. America should have an interest in improving them. Words alone will not suffice.”3 Although it is highly unlikely they will receive it, the German public, and many political officials, want to see a tangible symbol of the US’ desire to mitigate the negative effects of US espionage, thereby beginning the repair process of the relationship. Obviously, the anger felt by the German public is palpable in newspapers and opinion polls, and the NSA scandal has seriously affected US diplomatic ties to Germany, whose citizens have taken the gross abuse of privacy both seriously and personally. But why has their reaction been so much stronger than that of many of their neighbors? Many analysts agree that a certain degree of Europe’s outrage in recent months over NSA spying allegations has served mainly to bolster domestic political interests, rather than resulting from genuine offense and surprise. However, in Germany, the anger and shock stem from the sense that an indelible line has been crossed.

Michelle Gibson is a recent graduate from the School of Public Affairs at American University, where she earned her Master’s in Public Administration with a concentration in international management. Although she is originally from Montana, where she earned her B.S. in International Business and B.A. in French from the University of Montana, she has lived abroad in both Aix-en-Provence, France and Berlin, Germany in order to study business and policy processes from alternative viewpoints. She has experience in international development contracting, and is currently working for a management consulting firm in Washington, DC. 14

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The Germans are more offended than many of their neighbors because of several major cultural differences. First, their anger at being excluded from the inner-circle of western surveillance powers is the product of historical and cultural experience. During World War II, the US, Great Britain, France, and other members of the Allied Powers teamed up and shared military resources and secrets to defeat the Germans, including merging certain espionage practices and codes in order to break the German code. Consequently, the history of shared interests between the US and Germany is much shorter and more precarious than with other western European nations. Even today, Germany remains excluded from the ‘five eyes’ espionage agreement, an intelligence partnership between the US and the UK created during World War II, which forbid the US and UK intelligence services (the CIA and MI6) from running operations inside the other country without obtaining permission. To add insult to injury, the agreement was later expanded to include three other western Anglophone countries (Canada, Australia, and New Zealand), but an invitation was never extended to Germany, despite its acceptance into NATO and its rise as a global economy. Following the initial NSA allegations, Chancellor Merkel tried to persuade President Obama and the US to sign a “no spy” agreement with Germany. However, American officials expressed concern that any bilateral anti-spying agreement between the US and Germany would generate similar requests from other countries, and the US could not afford to set the precedent of expanding its intelligence partnerships. This reluctance to include Germany in the intelligence community caused the Germans to feel further excluded from the elite western powers club, and resentment has grown because, despite the lack of an intelligence partnership, the US is still allowed full access to German information and resources, and operates numerous US Army bases across the country. More than 50 years since the end of World War II, Germans still feel like they are cast as the aggressor, despite their attempts to atone for Summer 2014

their violent past by not building a military force of comparable size to other European nations, rebelling against all forms of highly centralized power, and legally refusing to engage in aggressive military action, as highlighted during the War in Iraq. The Germans are angry at the US because they feel categorized by the cultural stereotypes of their past, rather than by their current success. Second, the cultural memory of recent surveillance abuses remains vivid for many Germans. This November will mark only the 25th anniversary of the fall of the Berlin Wall, the demise of communism, and the reunification of East and West Germany. The oppressive and terrifying surveillance of the East German Stasi secret police force is fresh in the minds of many Germans, including Chancellor Angela Merkel, who grew up in East Germany. The lingering paranoia of Stasi-era surveillance has led Germany to enact the toughest privacy laws in the EU, as well as attempt to build its own technology infrastructure in an attempt to isolate itself from big data collection in general. A spokeswoman for the Stasi archives in Berlin clearly expressed the German fear of uncontrolled US surveillance in a Washington Post article on November 4, 2013, saying, “But it is precisely because of the Stasi’s hunger for information and its abuse of East Germany’s citizens that we are today so sensitive about modern day surveillance. It is not just about a wiretapped phone - it is a reminder of the fragility of free societies.”4 The newly reunified Germany does want to repeat mistakes of the past, and feels betrayed by the US because they remember what it feels like to be constantly observed by a political foe, and now they find themselves in a similar situation at the hands of a political friend and ally. The third cultural reason for German anger is their high value of trust among friends and allies. The Germans trusted the US as an ally in both political and economic endeavors, and the NSA allegations grossly violated the tenuously built friendship. As European Parliament President Martin Schulz told the Washington Post on June 30, 2013, in reaction to the allegations of 15

NSA misconduct, “It is shocking that the United States take measures against their most important, their nearest allies, comparable to measures taken in the past by the KGB, by the secret service of the Soviet Union.”5 In Germany, trust is an important cultural tradition and a major tenet of friendship and business relationships. In Northern Germany, many businesses are still members of the Hanseatic League, which was originally a league of merchant associations formed to protect merchants by traveling together. Within the Hanseatic League, relationships are built and maintained with handshakes and promises, which then serve as legally defendable oral contracts, and members pride themselves on being seen as very direct and trustworthy. This value of trust is seen and emulated throughout the powerhouse German economy, which is comprised largely of small- and medium-sized family owned businesses. It is an unwritten rule in German business relations that if the trust and integrity of a member is called into question, the partnership is over, and the violating party will struggle to find willing business partners in the future. An interesting example of this cultural difference is entrepreneurship. In the US, if an entrepreneur suffers failure, he can declare bankruptcy, wipe his slate clean, and go on to be successful and attract other investors for new ideas in the future. However, in Germany, if an entrepreneur fails, he will struggle greatly to realign his career, much less attract any future investors at all. Consequently, the US violation of trust has far-reaching consequences. Although the US and Germany have had vehement political disagreements in the past, such as the US’ unilateral engagement in the Iraq War, the trust between the two has never been violated, and threatened mutually beneficial economic ties. However, the recent breach of trust between Germany and the US has stalled negotiations for the Transatlantic Trade and Investment Partnership (TTIP), a newly envisioned massive trans-Atlantic trade deal which would bolster struggling economies on both sides of the Atlantic 16

by hundreds of billions of dollars. In Germany, trust is also viewed as an important characteristic of leaders, and the German public is angry that the US’ popular leader, President Barak Obama, blatantly violated their trust shortly after giving a well-received speech on German-US friendship in Berlin in June 2013. In response to the allegations of US surveillance at a summit of European leaders in Brussels in October 2013, Chancellor Angela Merkel summed up the country’s disappointment by saying, “Spying among friends, that just does not work. The United States and Europe face common challenges. Trust has to be restored.”6 Lastly, Germany is suffering a slight cultural and political identity crisis. Although it has historically played the role of mediator between the East and the West, Germany is not treated as a full member of either cultural or political system. For example, despite its anger over the NSA scandal, the German government has not acquiesced to the public call to grant Edward Snowden asylum because of its extradition agreements with the US, which the government has claimed it will honor. On the other hand, NSA surveillance practices are the most frequently cited reason for public support of Russia in sheltering Snowden, whom 60 percent of the German population consider to be a hero.8 There are many aspects of Germany’s past and present which are split between Russia and the West. A survey conducted in April 2014 by ARD found that only 45 percent of Germans believe their country should position itself as an integral part of a western alliance, while 49 percent believe that Germany should serve as a buffer between the west and Russia.8 Germany’s primary leader, Chancellor Angela Merkel, has strong ties to Russia. She grew up under the same communist rule in East Germany that Russian President Vladimir Putin served as a KGB officer and she is fluent in Russian, unlike most other European leaders. However, Germany is a member of the North Atlantic Treaty Organization (NATO), the primary western Intercultural Management Quarterly

defense organization originally designed to protect Europe from the communist East. Furthermore, although the US shares intelligence information with Germany in order to help prevent terrorist attacks, it excludes Germany from both the ‘five eyes’ and any bilateral intelligence agreements. Despite the largely polarized nature of German diplomacy, its ultimate strength stems from its ability to converse with many different parties, and act as a mediator. Currently, the importance of solving the crisis in Ukraine, as well as ensuring economic growth from trade, will continue forcing Germany to balance and mediate between two historically important forces. The weakening of the trans-Atlantic relationship between the US and Germany could have serious repercussions. The German public has reacted strongly to the gross violation of trust, and is seeking a tangible sign of regret from the United States. However, the US is not likely to provide one any time soon. Although Germany understands the importance of US intelligence gathering, as it has helped prevent any and all terrorist attacks on German soil, it is also uncomfortable with the double standard demonstrated by the US in gathering a lot of information, but only sharing some. In addition, the US has recently been focused on strengthening ties in Asia, and there is a growing fear in Europe that political fallout from the NSA dispute will cause the US to withdraw its intelligence and economic support from the European continent, ultimately leaving Germany and the rest of Europe more vulnerable to violence from terrorism. However, the US and Germany share numerous interests, including the advancement of the TTIP trade negotiations and the stabilization of Ukraine, which may eventually force the German public to continue working with the US in order to prevent the worst case scenario for German interests: a war on the European continent. Summer 2014

Ultimately, the damage to the trans-Atlantic relationship between the US and Germany caused by the NSA scandal is serious, but not insurmountable. Although the German public is currently pressuring Chancellor Merkel to get tangible results from the US and prevent any further invasions of privacy on her trip to Washington this spring, it is possible that the distraction created by the violence and political upheaval in the Ukraine will provide her with a legitimate need to work with the US, thereby allowing her to appease her critical constituents in Germany, and maintain her reputation as a third term, “Teflon Chancellor,” to which no political faux-pas seem to stick. _______________________________________________ 1 “Germans’ trust in US plummets in wake of spying scandal,” Die Welt, November 8, 2013, accessed April 29, 2014, http:// www.dw.de/germans-trust-in-us-plummets-in-wake-of-spyingscandal/a-17213441.

Pew Research Center, “Global Public Opinion in the Bush Years (2001-2008),” The Pew Charitable Trusts, December 18, 2008, accessed May 14, 2014, http://www.pewglobal.org/2008/12/18/ global-public-opinion-in-the-bush-years-2001-2008/. 2

Jörg Schindler, Alfred Weinzierl, and Peter Müller, “German Minister: ‘US Operating Without any Kind of Boundaries, ’”Der Spiegel, April 9, 2014, accessed April 28, 2014, http://www.spiegel. de/international/germany/german-interior-minister-warns-usspying-has-no-boundaries-a-963179.html. 3

Charles Lane, “NSA’s spying humiliates Germany, again,” Washington Post, November 4, 2013, accessed April 30, 2014, http://www.washingtonpost.com/opinions/charles-lane-nsasspying-humiliates-germany-again/2013/11/04/f13eba14-456d11e3-b6f8-3782ff6cb769_story.html. 4

5 Michael Birnbaum, “E.U. fury on allegations of U.S. spying,” Washington Post, June 30, 2013, accessed May 1, 2014, http://www. washingtonpost.com/world/europe/eu-fury-on-allegations-of-usspying/2013/06/30/8fe223e2-e1bc-11e2-8657-fdff0c195a79_story. html. 6 Michael Birnbaum, “Germans launch probe into allegations of U.S. spying,” Washington Post, October 24, 2013, accessed April 30, 2014, http://www.washingtonpost.com/world/uproar-ingermany-continues-over-accusations-that-us-tapped-merkelsphone/2013/10/24/39e4c618-3c96-11e3-b0e7-716179a2c2c7_story. html. 7 “Spying Fallout: German Trust in United States Plummets,” Der Spiegel, November 8, 2013, accessed April 29, 2014, http://www. spiegel.de/international/germany/nsa-spying-fallout-majority-ofgermans-mistrust-united-states-a-932492.html.

“Philip Oltermann, “Merkel urged to press Obama on NSA scandal ahead of Washington talks,” The Guardian, April 27, 2014, accessed April 28, 2014, http://www.theguardian.com/world/2014/ apr/27/merkel-obama-nsa-scandal-washington-talks. 8

7 Qualities of a World-Class Manager: How Well Do You Fare?

by Joelle Jackson

consider myself an adolescent in the workforce; yet, I have been fortunate to be managed by individuals in various sectors and across the full demographic spectrum. I have also had the opportunity to be a manager. I am incredibly grateful for all my experiences, because they inspired me to dig deeper into the topic of management in order to understand what it would take to actually be, not just great, but world-class. I ran into this concept of world-class when I started to work with international teams, and observed that it was one thing to manage domestically, but it was an entirely different ball game to manage internationally. I also realized that despite the differences in time zones, cultures, and language barriers, every team member was looking for the same set of qualities at the core of their manager’s style. To be world-class should not be solely limited to individuals working in positions that have an international scope to their roles and responsibilities, but to anyone who simply wants to be identified as the best of the best in their profession in the world. With that being said, its relevance is evident to those involved with multicultural teams and where cross-cultural communication is a critical skill. I have also seen that the mastery of this skill is the genesis of a world-class manager. Individuals who are masters in cross-cultural communication are able to transcend the barriers separating cultures and easily connect with the universal principles that bind people together across geographical borders. When applied in a local capacity, the very qualities

of a world-class manager guarantee to strengthen and to support individual growth, team-building and organizational development. Why such a concern with managers, you might ask? As we all know or have experienced, managers can make you or break you. They can inspire you or de-motivate you. They can help you thrive or debilitate your professional growth. Managers can destroy your career, if you let them. If you’re a manager who truly wants to be worldclass, build talent, leave your mark and a lasting legacy, the list of qualities below will definitely shed some light on what your team members are looking for. Competency and demonstrated results are now only a pre-requisite. Being worldclass is the new norm. Do you have what it takes? Be Compassionate Compassionate managers are comfortable in their own shoes. To be compassionate you have to learn first and foremost to be forgiving. To release any anger, bitterness or grudges you might be holding, first, against yourself, and second, against others. Being at peace with yourself and others will allow you to be centered and grounded in compassion. The Dalai Lama said, “If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” Generally, the outcome of any workplace interaction is defined by either winlose or lose-win. We rarely find managers looking to create win-win situations. A compassionate manager not only seeks to establish win-win

Joelle Jackson is an international life & management coach and professional development trainer. Joelle partners with professionals who desire to maximize their management skills, whether they are in the position of managers, supervisors, leaders, or business owners. Previously, Joelle enjoyed a career in international development, advocacy, non-profit management and fundraising, as well as communication. In her work, she supported & advised international professionals and leaders. Joelle also partnered with some of the movers & shakers of the Silicon Valley to support the growth of local health and human services agencies. Joelle is currently completing her coaching certification with the Institute for Professional Excellence in Coaching (iPEC). Joelle graduated cum laude in Broadcast Studies & Journalism from Gonzaga University, & earned a master’s degree in International Affairs from George Washington University’s Elliott School for International Affairs. Joelle is originally from Lebanon and speaks Arabic at a native level. 18

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outcomes, but also understands that each one of us has their own unique circumstances. These circumstances should be taken into consideration when establishing judgments on individual performance. The goal should be to “seek first to understand, then to be understood,” as Stephen R. Covey puts in in his book The 7 Habits of Highly Effective People. Compassion will shift the whole management paradigm to one that creates not just world-class managers, but also world-class teams and world-class organizations. Be Authentic How aligned are you with your core values? How much of what you do is in congruence with who you are at your core? In other words, how authentic are you? As a coach, I meet many individuals who go about their lives doing what they think they “should,” “need,” or “have” to be doing instead of what they “want” to be doing. They think they “should,” “need,” or “have” to be doing this or that because of a number of influencers or external factors in their life. Are you one of these individuals? If yes, how happy are you? More than likely your answer will be not too much. I knew a person in one of my previous organizations that would literally walk around his office pouting, looking defeated and unmotivated. He also didn’t hesitate to share his discontent with his job, the organization and its people. He was undoubtedly coming to work because he “should,” “needs” or “has” to and not because he “wanted” to and the outcome for him was stagnation - no promotion, no advancement and a lack of new opportunities. If you are a manager in a similar situation, I can guarantee you that not being your authentic self will hinder your professional growth and leave you in limbo. Ask yourself now, (yes, right now) what am I the most passionate about in life, and how much of that am I acting out in my daily life? If on a scale of 1 to 10 you rank yourself 6 or below on “walking the talk” in those areas that resonate with your core, then you are out of alignment. To be a world-class manager, you have to begin with aligning yourself with your core values. Simply Summer 2014

put, be authentic. Exude and Build Trust A female friend of mine was desperate for a raise for a variety of reasons. At the time of the job offer, the manager who interviewed her informed her that the salary would be non-negotiable. As most women, she did not feel comfortable to question that statement or negotiate. Upon starting in her new position, the manager who hired her left and a new person took his place. My friend slowly but surely discovered that she was low-balled on her salary. She approached her new manager, hoping that they would help her obtain a mid-year salary adjustment. The manager said that she would help, but ended up repeatedly ignoring the issue or putting it off. One day and after numerous attempts by my friend to get her manager to act on the matter, the manger told my friend that the department director has decided that due to the economy no one will be getting promotions and raises that year. My friend quickly discovered that her boss was lying to her and surprisingly human resources did not hesitate to confirm her suspicions. What ensued was even more interesting. My friend confronted her manager, and the manager admitted that she had lied because of budgetary constraints and priorities. Although my friend understood her manager’s concerns, she could never understand why someone who is entrusted to lead a team and many high-profile projects would resort to lying to avoid the matter. At the end, trust was shattered and never fully restored. World-class managers build what Stephen M.R. Covey calls in his book, The Speed of Trust: The One Thing That Changes Everything, “trust accounts”. According to Covey, “trust accounts” are built when individuals talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, deliver results, getter better, confront reality, clarify expectations, practice accountability, listen first, keep commitments, and extend trust. In the case of my friend, her manager fell short on more than half of the Covey trust-building ingredients. My guess is 19

that this manager might be able to move up in her organization, but will never become a world-class manager or leader, unless she makes every effort to exude and build trust Understand that People Have Emotions In her recent article, “How To Not Cry At Work”, Janet Matta nailed it when she cautioned against hiding your emotions while at work out of fear of looking weak to your colleagues, your team or your boss. I agree with Matta that putting on a façade that everything is okay when it is not and trying to hide whatever challenge or struggle you might be facing on a personal level, will only make things worse. Ultimately, Matta asserts, that it is all bound to manifest itself in an ugly way whether you like it or not. According to Matta, “emotions are like shampoo in your suitcase. You put some pressure on them and they WILL come out, no matter how tightly you think you twisted up that bottle. They will spill all over the place and you will be a disgusting mess. Even the best actors will experience emotional leakage.” I couldn’t agree more, as I personally faced a similar situation upon returning to work after I had my second child. Several factors made life very challenging for me, including balancing between my personal and professional responsibilities. It was all compounded further when one of my team members was underperforming. At that time, I decided to put on a façade that everything was just dandy and that I am “in control.” As a result, I found myself losing patience with my team members, particularly the one who was underperforming and snapping at her on a couple of occasions. In retrospect, I should have opened up to my boss and my team “tactfully,” as Matta advises. World-class managers are not afraid of their emotions. Instead, they have the courage and wisdom to find an appropriate way to say that things are not okay and that they need some time to work them out. Be Confidently Kind 20

In my coaching practice and also in my

professional experience, I come across many managers who are not comfortable with providing feedback or addressing performance issues. They either feel bad about giving feedback because they worry they might hurt the other person’s feeling, or are simply uncomfortable, because of the limited beliefs they attach to the process. There are also those managers that don’t mind giving the feedback, but lack the tact. As a result, their feedback often comes out harsh or condescending. Then, there are the world-class managers who are confidently kind. They are centered and grounded in their solid understanding of their profession and workplace best practices, principles, and core values, which in turn produces a positive intent and a high level of self-confidence. At the same time, they are centered and grounded in kindness, which they exude towards colleagues and subordinates. When confidence and kindness are combined, the result is a great deal of comfort to provide feedback and handle difficult conversations. World-class managers can provide feedback in a manner that promotes mutual respect and upholds the best interest of all individuals involved. Be Humble Success often inflates an individual’s ego. However, people with big egos, particularly managers and executives seem to always miss the mark when it comes to being considered world-class. Why? Ask Jim Collins. In his book, Good to Great, Why Some Companies Make the Leap...And Others Don’t, Collins enumerates the qualities of what he calls a “Level 5 Leader,” and one of the most prominent qualities is humility. Level 5 Leaders are those who refuse to take credit for the success of their companies and instead give credit to their teams or close group of advisors. Personally, I have rarely come across leaders or managers that didn’t enjoy the limelight and all the perks that come with it. One story that comes to mind, however, is one of a manager who demonstrated the utmost level of humility - albeit a little too late. He was a manager who grew a regional office from 6 people to over Intercultural Management Quarterly

140 in a ten year period. Team members may not have instinctively categorized this manager as humble during his tenure, until the day came when he shared the news of stepping down from his role. When this person put aside his ego and told the staff that the region would not have seen the success that it saw without the help of everyone in the room, it was at that moment that the entire office realized what it meant to be humble. He also added that growing the region effectively moving forward was no longer within his capacity, and that he decided to step down so that others may step up. This manager remained with the organization in a support role, and saw his relationships with others transform overnight due to the humility he expressed. If you would like to be considered a world-class manager, then start to practice taming your ego now. Don’t delay, because there’s no benefit in waiting. Be Positive We’ve all heard the adage, “a positive outlook breeds success.” A number of studies have been conducted that prove that being positive and practicing gratitude for what you have will propel you to success. World-class managers are always positive. A positive attitude also keeps team members engaged and focused. Employees like working with positive managers. The positivity of world-class managers brings out the best in others and heightens everybody’s drive to accomplish and succeed. According to Dale Carnegie Training, “85% of how employees feel about their organization is driven by their immediate manager.” Also, “engaged employees reported that their manager set a good example 2.5 times more than disengaged employees.” And, here’s one that I love, “the engagement level for employees that experience positive emotions is 5 times higher than those who experience negative emotions.” Moreover, a positive manager can easily build alliances because they see the benefit of cooperating with others to attain winwin outcomes. Positive managers don’t hoard information, because they believe in the paradigm of abundance and not that of lack. In other words, Summer 2014

they believe there is enough of everything to go around, including success, recognition and wealth. Positive managers respect all individuals across their organization, regardless of their title or position. They understand that everyone brings a great deal of value and has something unique to offer to complete the bigger picture and make the organizational engine run at an optimal level. Additionally, positive managers don’t engage in gossip and rise above office politics. From their vantage point, the organization is like one living organism. If one cell attempts to hurt another, it is ultimately hurting itself. World-class managers believe that engaging in negative behavior against others, like gossip, will surely wind up hurting the instigator as well. Despite the importance of these 7 qualities in developing world-class managers, many non-profit and for-profit organizations and corporations continue to hire only for skills. Having the right skills might help you get the job done, but will not be enough to earn you the much coveted title of world-class. If you want to learn more about these 7 qualities and the many ways by which to discover them within yourself and grow them further on your journey to becoming world-class, reach out to Plus 1 Consulting today. Our self-awareness tools, coaching and consulting solutions pride themselves on being world-class.

Book Review of Cultural Dexterity: How to Adapt Your Behavior across Cultures Without Losing Yourself in the Process by Pamela Berland Ex

s globalization accelerates, talent managers must engage professionals possessing a complex array of skills and experience, not least of which is cross-cultural competence. But what is this competence and how does it contribute to success in the international context? As a cross-cultural trainer working with corporate expatriates, I created a workable definition: the set of knowledge, skills and attributes that allows professionals to work effectively and appropriately with people from different cultures. To work “effectively” means to reach the objectives and get the job done, and “appropriately” means aligned with the norms and values of the cultures in question. Andy Molinsky introduces the term “cultural dexterity” to the discussion in his accessible, insightful and practical book, “Cultural Dexterity: How to Adapt Your Behavior across Cultures without Losing Yourself in the Process.” He defines cultural dexterity as, “the capacity to adapt your behavior, when necessary, in a foreign cultural environment to accommodate new and different expectations that vary from those of your native cultural setting.” What he later adds, however, is what validates his contribution to the field: “be[ing] simultaneously effective and appropriate … without losing who you are in the process.” Molinsky continues, “You can indeed be yourself and be effective at the same time. Adapting behavior is not about pure

accommodation: it’s about creative improvisation. It’s about finding a way to creatively adjust how you behave so that you can create a compromise or hybrid version of behavior that achieves the best of both worlds. It’s being personally comfortable while also being professionally effective.” I would now modify my definition of cross-cultural competence to read as: “to work effectively, appropriately and genuinely.” Molinsky suggests that we are more flexible than we realize, that cultures are more forgiving of alternative behaviors, and that we can be true to our internal cultural roadmaps and still be credible and influential in different cultures. It is this affirmation of self-determination, as well as his six dimensions of cultural difference, that set Molinsky’s message apart from existing crosscultural knowledge. His data comes from ten years of research and work with leaders and employees and from an international MBA course he teaches at Brandeis University. Molinsky’s model to develop dexterity, similar to other cross-cultural adaptation models, involves identifying the underlying cultural differences, learning the rules of the host culture, adapting certain existing behaviors, and integrating these new behaviors so that they feel normal and natural. What I found refreshingly innovative, and what speaks to finding one’s own genuine approach, is his selection of six

Pamela Berland Ex has 25 years of coaching and training experience with multinational corporations, government, not-forprofit organizations, the military and universities. Her industry experience includes high tech, telecommunications, heavy equipment manufacturers, pharmaceuticals, finance and aerospace. Her interventions involve diverse audiences ranging from entry-level employees, factory workers, volunteers and interns to upper-level managers and company presidents. She specializes in coaching international professionals, instructional design, training delivery and train-the-trainer services. Pam delivers her sessions in English, Portuguese and Spanish and has trained audiences in Latin America, Western Europe and India. She has also published over 60 short articles on cross-cultural topics. Pam has an IMBA from the University of South Carolina and a BA in Sociology from the University of Illinois. 22

Intercultural Management Quarterly

key cultural characteristics measured on a continuum or comfort zone, which comprise his model for “diagnosing” or describing cultural differences. These include: directness (ranging from highly direct to highly indirect, for example), enthusiasm, formality, assertiveness, self-promotion and personal disclosure. These characteristics focus deeply on behaviors used in building strong alliances to accomplish stated goals. International professionals always appreciate case studies, learning from real-life examples relatable to their own experiences. Molinsky includes over thirty cases that illustrate common challenges that expatriates face. Counting the bilateral nature of the cases, for example, a Chinese working in the United States, the most represented countries were the U.S., India, China and Japan, which reflect the actual high numbers of expatriates exchanged between these countries. Seven other European and three Asian countries were included, as well as Canada, Nigeria and “the Caribbean,” whose islands should have been named. Although Molinsky’s own research may have excluded Latin America, it would have been helpful to include some examples of Brazil or Mexico since these countries also send and receive a fair number of professionals. They also represent cultures where strong interpersonal relationships are key to success, and would have made excellent cases reflecting cultural differences. There were nine cases, or 27%, that involved female expatriates, a percentage over double the 13% of women on assignment, according to Mercer’s Worldwide International Policies and Practices report for 2011-2012. Female professionals and all international assignment recruiters will appreciate this recognition. One of the more illustrative cases introduces Eric Rivers, a U.S. CEO leading a Mumbai-based technology firm. Eric based his previous success on two core management philosophies: empowerment of his subordinates and a collaborative and inclusive approach to Summer 2014

decision making reflective of a flatter hierarchy. Those familiar with India’s steeper hierarchical structure could anticipate that Eric’s subordinates would soon interpret his behavior to mean that he lacked competence, confidence, decisiveness and a strong leadership presence. Consulting with colleagues familiar with U.S. and Indian management practices, Eric learned he would need to act more authoritatively and decisively, contrary to both his style and intuition about getting the best from people and which would make him feel “disingenuous and unnatural.” Wanting to avoid failure, he needed to identify the differences and seek a new approach. Eric diagnosed one cultural gap as his informality and the Indians’ moderate to high formality. He then crafted a process to encourage his employees’ greater participation while responding in a formal and hierarchical way. Employees could set a meeting with him only when they had outlined three possible solutions to the problem at hand, a rationale for each, and their final recommendation. Eric would respond to their formal presentation and make the final decision. This process created an abundance of new ideas and strengthened the employees’ analytical and problem-solving abilities. It also allowed Eric to act in ways that were consistent with both the Indians’ expectations and his own values. Eventually, the Indians began addressing issues on their own, relying less on Eric’s input. As a result, all parties become more productive and more culturally aligned. This case is valuable since formality and hierarchy are common root causes for cross-cultural challenges and Eric’s blended solution is both effective and easy to implement. Recommended for emerging as well as seasoned leaders in a variety of disciplines, “Cultural Dexterity” provides models and case studies that can be quickly learned, customized and implemented. This quick read strengthens relationships and bottom-line results, key determinants of success in any culture.

Book Review of Working World: Careers in International Education, Exchange, and Development by Robin Barnes

areer development in Washington, D.C. is an experience fueled by “being in the know.” Passion—Do you know what you want to do with your life? Networking and Mentorship—Do you know somebody? On the job—Do you know how to do it better? In Working World: Careers in International Education, Exchange and Development, Sherry Lee Mueller and Mark Overmann invite you to “lean in” as they share insights and direction for a career in international affairs. This guide is a safe space where students, recent graduates, and professionals can get answers to their questions without judgment. Sherry Mueller is currently an adjunct professor in the School of International Service at American University. She previously served as President for the National Council for International Visitors (now Global Ties), and spent eighteen years at Institute for International Education. Mark Overmann is currently the Deputy Director of the Alliance for International Education and Cultural Exchange and formerly served as Director of Communications at Georgetown University. A reader immediately recognizes Mueller’s passion for mentorship as she urges you through her words. That same reader can sense Overmann’s frustrations as he reads from his personal journal entries written in an uncertain time after college. Their passion for the field of international affairs and frustration breaking into and working in the field of international education uniquely positions them to help students and young professional interested in the field.

The authors understand that career development can be intimidating. The career path starts whether one is ready or not, and it never ends. Mueller and Overmann’s directions are especially helpful for first generation college students, women, and minorities. A student from a marginalized group can focus on their studies and graduate from college without developing the essential professional communication skills, getting an internship, or knowing how to write an impressive cover letter. While the authors walk the reader through their personal stories, they focus on making the reader feel comfortable and empowered. Sherry Mueller and Marc Overmann acknowledge that they have been given the tools necessary to succeed and continue to be mentored to this day. With this resource guide, they are returning the favor. This book was originally written because Mueller and Overmann worked closely with students and wanted to complement their internship experience. To equip them with the tools to excel in securing their first job, Mueller and Overmann coach and provide resources for the early years of a career in international affairs. The first part of the book is a coaching session to sort out passions, gain direction, networking, building relationships, and the “never-ending” job search. The second part of the book is like taking a walk through a career fair. Mueller and Overmann have compiled not only resources on associations, nongovernmental organizations, government organizations, multinational organizations, think

Robin Barnes is currently the Program Coordinator at IMI, Robin previously served as a Program Assistant at the Foreign Service Institute where she supported media and cultural affairs tradecrafts in Public Diplomacy Training. Before that, she was Project Coordinator for Housing Counseling Services and managed development projects to encourage economic empowerment and safe, sustainable, and affordable housing for cooperatives and condominiums receiving financing from local government. Robin has a master’s degree in International Security Studies from Trinity Washington University and a bachelor’s degree in Political Science from Howard University. 24

Intercultural Management Quarterly

tanks, and businesses, but also blend the resources with interviews from the people that work in the field. Mueller and Overmann are providing information that one would normally spend months gathering through internet research, conversations and insights from a well-developed network, and experience on the job. For Mueller and Overmann, this book would not be complete without going beyond the job. Readers will truly appreciate the personal touch that they provide by discussing balancing work and life. Mueller mentions very early on in the guide that work in this field one will do a lot of work without a lot of pay. Emphasizing that passion for the work must be a driver. One interviewee even mentions that one may have to work a few internships without pay before landing the first job that leads to a career in international affairs. Combining that experience with the stress the job may bring mentioned by another interviewee and the possibility of having to support a family can cause a stressful lifestyle. Mueller and Overmann want the readers to get excited about a career in international education, exchange, and development, but they also want the reader to be able to manage career development in this field and the life that comes along with it. Overall this guide is extremely valuable to students and young professionals and should be distributed at university orientations, given out by mentors, and discussed amongst peers. After this guide has been read and digested, the reader will not be able to sit still. One will be motivated to introduce themselves the next time they are in a room full of mid-level professionals, follow-up and request an informational interview, send a follow-up message of appreciation, and in the end possibly land an internship or a job. One will be motivated to repeat this process as many times as it takes. Though, with the advice that Mueller and Overmann have shared, it should not be long before a student that is now in the “know” lands a rewarding position.

Summer 2014

Intercultural Management Quarterly Submission Guidelines The Intercultural Management Quarterly (IMQ) is dedicated to bettering intercultural dynamics within and between global organizations by presenting current approaches to communication, leadership and management. Practitioners, academics and scholars use IMQ as a forum to share their expertise, best practices and research. This professional quarterly is published four times a year and submissions are accepted on a rolling basis. Articles must be innovative and contribute new knowledge to the field, but authors should avoid overly academic jargon or extensive footnotes or endnotes. IMQ currently welcomes four types of submissions for publication that include:* 1. Features: Feature articles may cover any topic related to the field of intercultural relations for publication. Writing should be engaging with a minimum number of citations and/or bibliography. The style and tone would be similar to a piece in The Atlantic or other such publications. These articles should be between 1500-2000 words. 2. Short-form Intercultural Training and Research Pieces: Intercultural training and research pieces may cover cutting-edge training techniques, research or research findings. These shortform pieces should be between 500-1500 words. 3. Book Reviews: These pieces are reviews of books related to the field of intercultural relations for publication. They should evaluate the arguments of a book and critically discuss its thesis, structure and style. Book Reviews should be between 500-1000 words. 4. Opinion Pieces: These pieces reflect the opinion of the author about any topic related to the field of intercultural relations and often include anecdotes. Opinion pieces should be about 500 words. Possible topics related to the field of Intercultural Relations include but are not limited to: • Cross-Cutting Topics in Intercultural Relations • Intercultural Training and Education • Intercultural Relations and Diplomacy • Conflict/Post-Conflict Management • Culture and Business • Culture and Development All submissions should be in Word format and double-spaced with 12 point font. Any citations and/or bibliography should be in Chicago Style. Each submission is refereed through a blind review by members of the IMQ Editorial Review Board and accepted pieces are subject to editing. You are encouraged to review past editions of IMQ. To do so, please visit our Issuu site at http://issuu.com/interculturalmanagement To submit an article or to subscribe please contact IMQ Managing Editor, Sabrina K. Garba, at imqeditor@american.edu *Articles outside of the specified guidelines may still be accepted. Email the IMQ managing editor with questions regarding your submission.

Intercultural Management Quarterly