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Understanding the nuances between formal and casual conversations is crucial, as it involves imparting messages to others. Getting clear on terminology is essential. Professional discussions, learning conversations, professional learning conversations, and feedback conversations are frequently used, but are we sure what they mean and the differences, if any?
It is helpful when we use these terms in discussions with others if we are aware of the potential for confusion and look for shared meaning and consistency. The UK General Teaching Council defined professional conversations as “a planned and systematic approach to professional dialogue that supports teachers in reflecting on their practice. As a result, the teacher gains new knowledge and uses it to improve teaching”.
We can see that all these terms sometimes overlap and have significant differences. They are not mutually exclusive, and their meanings will change over time, as language always does. One person’s interpretation may differ from another. The important thing is to have some agreement and consistency with those you converse with, in context, when using these terms. From the
IS YOUR LEADERSHIP ON AUTO-PILOT?
BY MICHELLE GIBBINGS
Many years ago, when I was travelling in the US, I came across the story of an older couple who were on holiday with their large Recreational Vehicle (RV), what in Australia we’d call a Motorhome. It was the first time they’d taken the RV out and seeing the cruise control function, they interpreted that to mean self-driving. They put the RV into cruisecontrol mode and then went to the back of the vehicle to make a cup of coffee. Thankfully, they weren’t badly injured when the vehicle ran off the road.
You might scoff and think, ‘How is that possible?’ Yet, many leaders take a similar approach to how they lead.
Leaders often have their playbook of ideas and strategies, pulling out that ‘go-to’ approach when they feel it’s needed, thinking it’s worked in the past and will work again. In doing this, they effectively put their leadership approach on auto-pilot. They then get surprised when things don’t go as plan.
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New Environment, Aligned Approach
Various studies report that 35% to 40% of senior hires fail within their first 18 months. The statistics are higher for lower-level roles.
A global talent management survey of 5,000 hiring managers and 20,000 new employees over three years found that only 19 per cent of new hires achieve success.
As author Professor Michael Watkins writes in his brilliant book The First 90 Days, “Transitions are periods of opportunity, a chance to start afresh…But they are also periods of acute vulnerability, because you lack established working relationships and a detailed understanding of your new role”.
Leadership is not a one-size-fits-all endeavour because context matters.
Know Your Context
Context is crucial in leadership. A decision-making approach that works well in one situation may not work in another.
For example, a leader who excels in a start-up environment, characterised by uncertainty and the need for rapid decision-making, may struggle in a more established organisation where processes and protocols are highly valued.
As well, success requires you to assess the unique needs and challenges of the workplace and to adapt your leadership style accordingly. This requires a deep understanding of the organisation’s culture, values, and goals, as well as the broader industry trends and market dynamics.
For example, an organisation may have as one of its key cultural attributes a focus on creativity and challenging the status quo, while a different organisation may place more value on having a culture that values tradition.
Adapt to Changing Circumstances
The only constant in today’s working world is change. Market trends shift, new competitors emerge, and technological advancements redefine industries and organisations.
An organisation that is successful one day can eventually find itself struggling. This HBR article explains how many companies start to stall at some point. Sharing a series of examples, the authors, Matthew Olson and colleagues, highlight the reasons based on three categories: external factors, strategic factors, and organisational factors.
When leaders confront such challenges, they must be ready to take a different approach. They’ll likely need to be agile, able to pivot their strategies, and willing to adapt how they lead. This might mean re-evaluating organisational goals, restructuring teams, or investing in new technologies. It also means being open to feedback and willing to make tough decisions.
At its core, it’s about being an adaptive leader.
Academics Ron Heifetz and Marty Linsky pioneered the concept of adaptive leadership; an approach that’s founded on the principles of emotional intelligence, learning and growth, organisational justice, and ethical behaviour.
In their work, they distinguish between technical challenges and adaptive challenges. Technical challenges usually have an easily identified cause and effect. While they may not be easy to solve, a leader can usually resolve them based on current knowledge, resources, and expertise.
In contrast, adaptive challenges are far more systemic and complex because the root cause is not easy to identify. Indeed, what is assumed to be the issue can turn out to be false. Consequently, resolving issues of this nature requires collaboration, new ways of thinking, a willingness to challenge assumptions and beliefs, and potentially the need to make significant and even, radical changes. In seeking to navigate the complexity, the adaptive leader spends time observing events and processes to identify potential hypotheses. These hypotheses are then tested to uncover the best intervention and way to proceed.
As Robert J Anderson and William Adams wrote in their book, Mastering Leadership, “The Leadership Imperative is simply this: The development of leadership effectiveness must, at a minimum, keep pace with the rate of change and the rate of escalating complexity.” Leaders can never stop learning and adapting how they lead.
Create New Leadership Habits
As I’ve written about before, over 40% of what we do every day is based on habits. We take action and do something because it’s what we always do. It’s a decision with little to no deliberate thought or consideration.
We can all have bad leadership habits that don’t help us or the people we serve through our leadership.
To be effective, you want to turn off the auto-pilot and move into deliberate decision-making mode. This means being deliberately thoughtful about the kind of leader you want to be.
Start by asking yourself – Why should anyone be led by me? Answering that question will help you uncover who you are as a leader. You will also want to get direct and constructive feedback on your leadership gaps.
When you are clear on your leadership attributes and the gap between how you think you lead and how you actually lead, you are on a better path to being the leader you can be.
Recognise Your Team Individually
Lastly, your team is a collection of individuals, and what they need from you to thrive and be their best will differ. I’ve frequently seen situations of how leaders apply a templated approach to their team members, and fail to recognise the specific and different needs that people have.
While you want to be consistent and fair in how you work and treat your team members, you also need to recognise that they need different things from you. Be ready to know them and support each of them in a unique way so they can succeed.
As you think about finding your leadership ‘on’ switch, reflect on the wise words of Harvard Business School researcher, Tsedal Neeley. In her podcast interview with Brené Brown and Paul Leonardi she described leadership as follows: “Leadership is about poetry and plumbing….as leaders need to understand the mechanics, the plumbing. But we have to understand the importance of poetry in order to engage people’s hearts and minds. And leadership is a huge responsibility. It’s a science. It’s a skill…..and it’s learned”.
Republished with courtesy from michellegibbings.com
MICHELLE GIBBINGS
Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is ‘Bad Boss: What to do if you work for one, manage one or are one’.
Graceful Gravitas: Finding the Sweet Spot of Poise and Power
BY JULIET FUNT
Empowering Young Women to Balance Confidence and Authority in Every Presentation
In today’s competitive world, young women often face the challenge of balancing poise and power in their professional presentations. It’s a tricky balance. There are perceived penalties for being too strong, with often ignored penalties for being too soft. The latter is often not recognised until a career path plays out with less luster than it was capable of. The world will tell women these dynamics aren’t so, yet when their careers stall, this never-articulated concept of “gravitas” is often part of the reason. I love the experience of empowering promising women to ride the line between the extremes and finding the “right place on the dial” for their power.
If you would like to harness your inner strength, present with confidence, and improve how you speak, even if you are not in this particular demographic—or if you’d like to coach those you direct and mentor—you may find the insights and techniques below helpful.
Find an Authority Role Model
Even for those who have never taken an acting class, stepping into another’s shoes is a fast-track way to activate areas of yourself. Pick an inspirational figure who exemplifies the type of commanding presence you aspire to achieve. Drawing inspiration from figures like Michelle Obama, Malala, or Olivia Pope helps you visualise the blend of femininity and authority and makes it real in your mind.
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Distinguish Between Elegance and Power
Many women possess a natural, elegant quality that is an asset in both professional and personal settings. However, elegance and power are distinct. Elegance can connote a passive, even frozen approach. Power is active. Within each individual lies a power source transcending mere grace—it’s about largeness and boldness. How can you feel and get to know this power? Choose something you are very, very good at and teach it to someone else. That gear you slip into when the expertise flows. That’s your power source.
Identify “Body Noise” and Channel Your Energy
Many people exhibit “body noise” when speaking— unintentional movements like pacing, playing with hair, or fidgeting with objects. This often happens due to built-up tension. To stop this runoff energy, the best grounding technique is to use your feet. Press your toes hard into the floor and watch how all the extra energy shoots downward. If you are seated or on Zoom, you can wiggle your toes or roll your ankles. The feet are the off-valve and will serve you as soon as you remember them. Reducing body noise will save your audience from distraction and you from an authority-zapping habit.
Enhance Storytelling with Human Details
Including specific human details in storytelling makes scenarios more relatable. For example, when describing a family member or a pivotal moment, vivid details about their appearance, mannerisms, or personal background help paint a clearer picture. This level of detail not only captivates listeners but also enhances the storyteller’s credibility and authenticity.
Go from Circles to Lines
Young female presenters often have what I call “swirly” energy—characterised by circular hand movements, nervous laughter punctuating the speaking exercises they practice with me, and lilting vocal patterns. Instead, imagine projecting a laser beam of power from within. Shoot your point forward straight and true. Make your beam whatever kind makes you feel big inside. Wide, thin, red, or rainbow; visualisations like this channel your strength and invite your voice to follow along.
Expand Your Comfort Zones
Explore the extremes of your presentation styles— from overly timid (Bambi) to overly strident (bitchy). This helps identify your comfort zone and how much more authoritative you can project before crossing into ineffective (too soft or too intense). The key takeaway is that what feels overly assertive internally often comes across as just the right amount of strength to the audience.
Present with Preparation, Purpose, and Skillful Interactivity
When you do need to present, here are a few concepts that will help you get ready as well as ride the unexpected:
The Prep Thorough preparation is essential for projecting authority. This involves:
• Taking a Bath in the Content: Immersing yourself with relevant information about the topic and audience.
• Empathy Mapping: Stepping into the audience’s shoes to understand their concerns and interests and directing your content there.
• Script Practice: Writing out, recording, and listening to your script to internalize key points and enhance delivery.
The Middle
Make sure these three simple ideas are always part of your presentations:
• Strategic Movement: Moving intentionally within a designated space rather than wandering aimlessly helps maintain focus and authority.
• Stories with Detail: Including concise, vivid story elements in presentations helps humanize content and maintain audience interest.
• Take a Stand: Remove weak language such as “I think” or “I believe” when the truth is that you really know your content and perspective.
The Questions
Here are strategies for handling difficult questions or interruptions with poise:
• Ask for Expansion: If you need time to think, ask the questioner to elaborate on their point. This not only buys you time but also shows engagement and interest in their perspective.
• Embrace Silence: Allowing yourself a moment of silence to formulate a response can project confidence and thoughtfulness.
• Bridge Back: If unsure, bridge the question to a topic you are well-prepared to discuss. This keeps the conversation within your comfort zone and demonstrates control.
Final Thoughts and Ongoing Improvement
Power with poise is a mantra all women can embrace. When we do, it centers our energy, commands attention and authority, and models for others how we can show up with “graceful gravitas.”
Practice by yourself. Practice with a “story buddy” to build your storytelling muscles. Practice with peers or even your boss to stretch your comfort zones as you grow as a speaker and presenter. Keep stretching to the glorious you that’s hiding in there but whose voice you hear whisper from time to time.
This article was also published on Juliet Funt’s LinkedIn
JULIET FUNT
Juliet Funt is the founder and CEO at JFG (Juliet Funt Group), which is a consulting and training firm built upon the popular teaching of CEO Juliet Funt, author of A Minute to Think.
How to Deal with Passive-Aggressive Behaviour at Work
At some point in your career, you may encounter a team member or colleague who is acting passiveaggressively.
You know the type. You can sense an underlying tension or aggression, but it’s not communicated directly. Instead, the behaviour is indirect and sometimes covert. The person expresses feelings and thoughts about situations in a way that’s often unhelpful.
Instead of directly addressing the issue, tension or conflict, they’ll resort to behavioural tactics such as procrastinating, going slow or not completing tasks effectively. They may withhold information, be sarcastic or make subtle digs, and give you the ‘silent treatment’.
Inside, they harbour feelings of resentment and can feel injustice, dissatisfaction, emotionally distant, and even hostility. Ultimately, their approach damages relationships and outcomes and harms the team’s dynamics.
Working with people like this can be complex. If you confront them about the issue, they will likely deny that anything is wrong and avoid accountability for their actions. They’ll seek to excuse, deflect, or blame others or feign ‘nothing to see here’.
Understand the Cause
There are various schools of thought as to why this behavioural pattern emerges.
For some researchers, it’s seen as a defence mechanism that people use to deal with unresolved inner conflicts that they don’t have the ability or willingness to express directly. For example, they don’t want to face uncomfortable emotions, so they use this behavioural strategy to protect themselves.
Others see it as a more learned behavioural trait, where the person has learned from past situations that directly expressing their emotions isn’t acceptable and can lead to negative consequences.
For example, when a person feels powerless to express how they feel and fears the consequences of doing so, taking a passive-aggressive approach can help them feel like they have some influence or more control.
Spot the Warning Signs
Spotting the warning signs of passive-aggressiveness can be difficult, particularly since they can be subtle and often indirect. However, given the negative impact they can have, you want to be alert to their presence.
Here are a few indicators that are often indicative of this type of behaviour:
• Your team member doesn’t directly communicate dissatisfaction or concerns about issues. Instead, they rely on gossip, hinting, back-channelling and sarcasm.
• Your team member fails to take accountability for their actions, and when things go wrong, they seek to deflect and blame others.
• They actively undermine other team members and colleagues by spreading rumours, gossiping, and questioning work in a deliberately unhelpful way.
• They don’t raise concerns about change or issues with you but instead, raise them one-on-one with team members and seek to destabilise or subtly resist change efforts.
Of course, spotting these signs will be even more complicated if your team members don’t trust you. And, if your leadership style is causing some of the team’s passive-aggressiveness, then you have a lot of work to do.
BY MICHELLE GIBBINGS
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Strategies to Deploy
Simply hoping that the passive-aggressive behaviour will go away won’t help. Neither does ignoring the impact such behaviour has on team morale and dynamics and your team’s outcomes.
You need to address it.
Firstly, you want to acknowledge what’s happening. Address the behaviour directly and in a nonconfrontational manner. Use “I” statements to express your observations and feelings without blaming the team member. For example, you might say, “I’ve noticed some tension, and I’d like to understand what’s happening.”
It’s crucial to approach the situation with empathy and a genuine desire to understand and resolve the underlying issues. Don’t jump to conclusions about the cause of their behaviour and avoid labelling it. Telling someone you think they are being passive-aggressive won’t help you shift the behaviour.
Be calm, professional, clear and direct about the concerning behaviours. Instead of making general statements, outline specific examples of the behaviour that is concerning you and highlight their impacts on them, you, and the team.
In your conversation, nurture a safe and open space to talk. Encourage them to express their feelings and thoughts. It helps to recognise that behaviour of this nature is often a sign of underlying issues or stress. So, offer support and create the space for them to be heard.
You can offer support while simultaneously holding them accountable. You do this by listening and working with them to help uncover issues and derive solutions.
For example, you might discuss alternative, more direct and effective communication and problem-solving approaches. You can offer constructive feedback on how they can better express their concerns and deal with conflict. You might outline what transparent, progressive and constructive communication looks like while clearly communicating the expectations about performance and behaviours.
At the appropriate time, you will want to outline the consequences for continuing behaviour that is not in line with the organisation’s and team’s values and ways of working.
It’s essential to accept that conversations of this nature are not ‘one and done’. You’ll likely need to set the groundwork for the conversation, then have a series of discussions to uncover the root cause and agree on strategies to help your team member shift their approach.
Promote a Supportive Team Environment
While the strategies outlined above are focused on individual efforts, you should consider the steps you take to foster a positive and inclusive team environment.
This environment is one where transparency, empathy, respect, and cooperation are valued, and team members support each other and hold to those agreed standards.
The right team environment will reduce the likelihood of passive-aggressive behaviour emerging.
Also, remember that your behaviour sets the standard.
You want to be a role model for transparency, directness, and clear communication and consistently demonstrate your adeptness at addressing issues constructively.
As the film composer, John Power, said
Communication works for those who work at it.
Republished with courtesy from michellegibbings.com
MICHELLE GIBBINGS
Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is ‘Bad Boss: What to do if you work for one, manage one or are one’.
How to Avoid the Trap of Focusing Too Much on Others’ Needs
BY GREGG VANOUREK
Balancing Self-Care and Compassion: Strategies for Avoiding Burnout
Daily life can be demanding. Work. Family. Bills. Deadlines. Dishes. Sometimes it feels overwhelming, especially if you fall into the trap of focusing too much on others’ needs.
This challenge is common among caregivers like nurses and teachers. Also, many women struggle with it, in part due to all the expectations they encounter around nurturing, caregiving, and supporting homes and families. But it can affect anybody, especially those wired to give. This trap can result in empathy overload, compassion fatigue, and giver burnout.
Signs of being too focused on others’ needs include difficulty setting boundaries, struggling with saying “no,” internalising others’ emotions, feeling responsible for fixing other people’s issues, and losing yourself in relationships. These habits can become ingrained.
The Problem with Being Too Focused on Others
Focusing too much on others’ needs can lead to neglecting your own needs, harming your health, and feeling exhaustion or burnout. It may also pull you away from pursuing your own goals. It may even lead to an addiction to helping others that inhibits your own healthy functioning.
How to Avoid the Trap of Focusing Too Much on Others’ Needs
What to do about it? Here are 14 things you can do to avoid this trap:
1. Recognise that sacrificing yourself to help others isn’t sustainable. Be warned: troubles lie ahead if you continue down this path.
2. Create separation and distance between yourself and others when needed. Remove yourself from these situations when you can.
3. Designate times to enjoy life free and clear without the press of outside needs and obligations. Go for a walk. Read a book. Watch a movie. Choose activities that bring you joy. Make time for renewal and sanctuary.
4. Get better at setting boundaries and saying “no”. State clearly that you can’t help right now. Since you’re human, you have limits. Honour that, so you can thrive personally and have the energy to continue helping others.
5. Develop a shield. University of Miami psychologist Heidi Allespach advocates for medical residents to cultivate what she terms a “semi-permeable membrane” around their hearts. This counsel extends to anyone grappling with compassion fatigue. She explains, “Without enough of a shield, everything just comes in.”
6. Reduce the extent of your assistance when needed. Remember that looking after someone doesn’t equate to swooping in to save them. Understand that even the smallest gestures can have a significant impact. People can feel upheld and comforted even by small acts of kindness and connection. They might not even need or want a ton of help. Sometimes, a simple visit, call, text, or meal can mean a lot.
7. Enlist the support of others, ensuring you’re not alone in providing help. Bringing a network of helpers is likely to lift the person’s spirits and ease your own load in the process.
8. Clarify what you need from others and ask for it directly even as you’re providing help. Don’t hesitate to articulate your own needs and requests while also being generous towards others. Master the art of advocating for yourself so you can continue helping effectively.
9. Try “cognitive reappraisal”—reframing how you see a situation involving someone in need Rather than assuming people will suffer or fail without your assistance, imagine how they might cultivate fresh coping mechanisms that will help them help themselves in the future.
10. Imagine a friend experiencing compassion fatigue (and feeling guilt for not being able to help more). You’d probably advise them to give themselves grace and take care of themselves first.
11. Prioritise self-care practices. Eat well. Move your body. Get a good night’s sleep and make sure you have a good and regular sleep routine. Spend more time outside. Take regular breaks. Meditate. Try journaling. If you don’t take good care of yourself, how can you take good care of others?
12. Guard your heart and don’t let yourself get to the point of empathy overload or compassion fatigue. Pay attention to the emotions that arise when you witness others’ suffering. Allow these emotions to pass through you. Acknowledge them without clinging to them. This practice can help you stay grounded in the present moment with equanimity.
13. Connect with family and friends. The research unequivocally points to the profound advantages of healthy relationships. They play a pivotal role in enhancing your happiness and fulfillment.
14. Preserve your time and energy for the others you care about and who rely on you. Focusing too much on assisting one person in need may hinder your ability to support others, including your family or colleagues. And it may detract from other important tasks.
In the end, the solution isn’t being selfish or neglecting others. It’s about taking care of yourself so you can maintain the energy and stamina to keep helping others.
Postscript: Quotations
“ “ “
Don’t lose yourself trying to be everything to everyone.
- Tony Gaskins
Many of us find that we have squandered our own creative energies by investing disproportionately in the lives, hopes, dreams, and plans of others. Their lives have obscured and detoured our own.
- Julia Cameron, The Artist’s Way
It’s OK to do what is YOURS to do. Say what’s yours to say. Care about what’s yours to care about.
- Nadia Bolz-Weber, Lutheran Minister
This article was also published on Gregg Vanourek’s LinkedIn.
GREGG VANOUREK
Gregg Vanourek is an executive, changemaker, and awardwinning author who trains, teaches, and speaks on leadership, entrepreneurship, and life and work design. He runs Gregg Vanourek LLC, a training venture focused on leading self, leading others, and leading change. Gregg is co-author of three books, including Triple Crown Leadership (a winner of the International Book Awards) and LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion).
The Role of Leadership in the Management of International Business
BY SARI CADA
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In today’s interconnected world, leadership is the cornerstone of success in international business.
The landscape of business has become increasingly globalised. Companies are no longer confined by national borders, venturing into new markets and forging partnerships across continents. This dynamic environment presents unique challenges and demands a specific kind of leadership – one that can navigate complexities, foster cultural understanding, and drive success in an international arena.
This article delves into the crucial role leadership plays in the management of international business. We will explore the key qualities that distinguish effective international leaders, the specific challenges they face, and the strategies they can employ to ensure their businesses thrive in a globalised world.
KEY QUALITIES OF EFFECTIVE INTERNATIONAL LEADERS
The success of an international business hinges on the vision and capabilities of its leader. Here are some essential qualities that set international leaders apart.
Cultural Intelligence
International leaders possess a deep understanding of different cultures. They appreciate the nuances of communication styles, business practices, and social norms across borders. This cultural intelligence allows them to build trust and rapport with diverse stakeholders, from employees to partners in foreign markets.
Strategic Vision
The ability to see the bigger picture and formulate effective strategies is paramount for international leaders. They need to consider factors like global market trends, political landscapes, and cultural sensitivities when crafting plans that will propel the business forward in the international arena.
Adaptability and Flexibility
The global business environment is constantly evolving. Leaders must be adaptable and flexible, ready to adjust their strategies and approaches as situations change. This requires a willingness to learn, embrace new ideas, and pivot when necessary.
Communication Skills
Effective communication is crucial for any leader, but in the international context, it takes on a heightened importance. International leaders need to be skilled communicators who can clearly articulate their vision and ideas and manage across cultural divides. This includes mastering the subtleties of cross-cultural communication, such as being mindful of body language and respecting communication hierarchies.
Decision-Making in Ambiguity
International business is inherently complex and riddled with uncertainties. Effective leaders can make sound decisions even when faced with incomplete information or ambiguous situations. They are comfortable weighing risks and opportunities, drawing upon their cultural intelligence and experience to navigate challenges.
CHALLENGES FACED BY INTERNATIONAL LEADERS
Leading an international business isn’t without its hurdles. Here are some of the key challenges international leaders must overcome.
Cultural Differences
Bridging cultural gaps is a constant challenge. Differences in communication styles, work ethics, and negotiation approaches can lead to misunderstandings and hinder collaboration. According to a new master in international management, overcoming cultural barriers and cultivating an environment conducive to global cooperation is imperative. International leaders must be adept at navigating these differences, fostering cultural sensitivity within their teams.
Global Market Volatility
International markets are subject to rapid fluctuations. Political instability, economic crises, and currency exchange rates can all impact a business’s profitability. Effective leaders need to be aware of these risks and develop strategies to mitigate their impact.
Geographical Dispersion
Managing a geographically dispersed workforce requires a unique approach. Leaders need to foster a sense of unity and collaboration despite the physical distance between teams. This may involve using technology effectively, promoting cross-cultural communication, and organising international meetings or retreats.
Legal and Regulatory Environments
Navigating the legal and regulatory landscape across different countries can be complex. International leaders need to have a good understanding of local regulations and compliance requirements to ensure their business operates within the legal framework of each market.
STRATEGIES FOR SUCCESS IN INTERNATIONAL BUSINESS
International leaders can leverage specific strategies to overcome challenges and achieve success in the global marketplace.
Building a Diverse Team
A diverse team with a global perspective is an invaluable asset for any international business. Leaders should actively seek talent with different cultural backgrounds and international experience. This diversity of thought and experience can lead to better decision-making and a deeper understanding of different markets.
Investing in Cultural Training
Investing in cultural sensitivity training for employees at all levels can foster better understanding and collaboration within the organisation. This training can equip employees with the skills to navigate cultural differences and build strong relationships with international partners.
This may interest you: Psychological Safety Unlocks the Potential of Diverse Teams
Leveraging Technology
Technology plays a crucial role in enabling effective communication and collaboration across geographical boundaries. Leaders should utilise video conferencing tools, project management platforms, and other communication technologies to connect teams and maintain a sense of unity across the organisation.
Building Strong Partnerships
Developing strong partnerships with local businesses and organisations in new markets can be instrumental for success. Local partners provide valuable insights into the market environment, regulatory framework, and cultural nuances. They can also help build trust and credibility with local consumers and stakeholders.
WRAPPING UP
In today’s interconnected world, leadership is the cornerstone of success in international business. Leaders with cultural intelligence, strategic vision, and the ability to navigate complex environments are wellpositioned to guide their organisations toward global expansion and prosperity.
By fostering a culture of diversity, investing in cultural training, leveraging technology, and building strong partnerships, international leaders can navigate the challenges of the global marketplace and achieve sustainable success.
SARI CADA
Sari Cada is a freelance content writer. She is interested in a wide range of fields, from health to education, project management, business, and engineering.
Are You Swimming in a Sea of Detail? Helpful Observations from the US Air Force
BY JULIET FUNT
Detail always feels valid as it enters the system.
We would immediately reject details if they did not feel right. But it all does. Every bit seems tagged back to a critical project or purpose. But in studying the kinds of detail the military contends with, I found that there were actually four tributaries contributing to the flood – several with some doubt to their overall necessity.
When does the Air Force swim?
This isn’t a joke or a trick question, but it does get to a truism I observed recently when I delivered a presentation and spent time with the Air Combat Command in Langley, Virginia. It was my honor to speak to a group of wing commanders whose primary mission is keeping the country safe, but who, like many, many corporate folks, are being weighed down by the drudgery of low-value and often overly complex work. In the Air Force, as I have observed through engagements with various sectors of the military, the place where they tend to swim is in the sea of detail.
It’s worth exploring this very real place, both to gain an understanding of the military experience (especially during Military Appreciation Month throughout May), and to provide a way out in our parallel corporate experience.
1. Life-saving detail. Although it may feel like life or death in our corporate jobs when a report doesn’t get sent out or a boss is unhappy, the fact is, it’s not. But for the military, much of the detail that enters the system does so because you never know which piece of data or information will save someone’s life or, for that matter, our country. Keenly aware of the critical risk behind a detail mistake, from commanders on down, everyone errs on the side of more: more briefs, more meetings, more comms, more detail in every area. The tricky thing is that sometimes they’re right— one small detail might make the critical difference.
2. Rewarded detail. As military professionals climb the ladder of success, they prove their capacity, smarts, and capability through their mastery of detail. The exact same thing happens in the corporate world. When I have a new employee who catches every detail, it instantly inspires trust. It makes me feel like giving that person more work, and more important work. In the military, as individuals slowly progress on their career path, they find themselves contributing detail in direct proportion to how much it’s appreciated – which is a lot. Trouble is, they eventually reach a place where they need to move up in altitude and learn to think strategically. This need for a broader perspective can conflict with their detailed “set point,” which is almost always elevated.
Source: Image by studiogstock onfreepik
3. Emotional detail. In the corporate world, we talk about “hallucinated urgency” and the insane pace built into the workday. It’s even worse in the military, though arguably for better reasons. There is an emotional swirl to an urgent, crisis-driven battle rhythm, and detail can become the handhold. Whether it’s the need for control or a way to stem anxiety, detail makes us feel safer. Our creating, researching, perfecting, and documenting detail, calms the nervous system in an agitated world.
4. Mindless detail. In some ways, this is an accumulation of the first three tributaries where we reach a “what the heck “status quo and add more and more detail because we’re so confused by what’s currently in the system and what’s necessary.
The solution is the lens of intentionality. When we can insert small wedges of thoughtfulness, we become more objective and in control of our detail choices.
Here are a few ways to get started whether you serve a nation or a corporation:
• Ask the 5 Whys: Developed at Toyota Motor Corporation, the Five Whys is a critical streamlining technique that can be used in many contexts. Simply asking “Why” 3 to 5 times gets us to the core and often underexplored rationale behind many of our actions. When there is detail in a process or project where you think it should be omitted, keep asking why.
• Examine details like diamonds: It’s harder for a recipient to decide if detail is important than it is for a sender. As you share briefs, reports, requests, and updates, take ownership and accountability for adding to the sea of detail as items leave your desk. Every bit of detail requires time and attention from someone else, so slow down, take a minute (or a second) to think, and refer back to the Five Whys. Is the detail necessary and helpful? Will it improve the outcome? If you’re requesting detail, be equally intentional. How much information and detail do you really need?
• Keep the chat sacred: Often in high-stakes meetings, we are brilliantly riding two horses. We are paying attention to the person addressing us, while others on our team are pounding on the chat with reactions, questions, and additions. I know some brilliant double-taskers who can keep one foot in each saddle, but there can be a cost to focus. So, keep the chat sacred. Do not add anything there unless you know it’s important and time-sensitive. You can follow one of my favourite triads originated by Craig Ferguson: Does this need to be said? Does this need to be said by me? Does this need to be said by me now?
To manage the deluge of details, it’s crucial to foster discernment. Whether in military operations or corporate strategies, focusing on what truly matters can streamline efforts and sharpen focus. Keep an eye on the four tributaries of details—life-saving; rewarded; emotional; and mindless. Watching and expecting the detail that flows from each will give you an objectivity that many lack and put you back in the pilot’s seat.
JULIET FUNT
Juliet Funt is the founder and CEO at JFG (Juliet Funt Group), which is a consulting and training firm built upon the popular teaching of CEO Juliet Funt, author of A Minute
This was also published on Juliet Funt’s LinkedIn
to Think.
