 |  Global Novations / Resources / Articles and White Papers / How to Develop a Global Mindset | | | Originally published in the 09-13-2009 issue of Diversity Executive magazine
Many American corporations assume that a U.S.-based diversity executive who has "mastered diversity" at home can effectively lead and execute a global diversity initiative. But without deep awareness for subtle yet important cultural cues that dominate social and professional contexts, diversity executives can run into the same dilemmas as line managers: If they continue to do what they do best in the same way that has made them the success they are to date, they will actually derail their own success.
In fact, the same qualities to which diversity executives attribute their success at home are often the ones that create the greatest challenges for them in other countries. These include: a personal connection to equal rights, preserving one's unique identity, a passion for driving change and a commitment to persistent advocacy. To succeed in other countries, it's imperative to recognize that personal preferences must be tempered in favor of collective agreement — in short, to succeed abroad, one must unlearn and relearn business protocol with a global mindset.
The very concept of diversity is steeped in American history and cultural values such as egalitarianism, individuality, informality and lack of hierarchy, taking initiative and risk, driving change and challenging opinions and prevailing norms. When operating in countries where the cultural norms differ, U.S. diversity executives often need to rethink their approach to resonate with their audiences.
Cultural Competencies for Global Diversity Executives
There are multiple cultural competencies diversity executives can leverage when creating global initiatives, but it's not always easy to acquire them. According to a new competency model published by The Conference Board, specific cultural competencies require that diversity executives:
- Understand multiple cultural frameworks, values and norms.
- Demonstrate an ability to flex style when faced with myriad dimensions of culture in order to be effective across cultural contexts.
- Understand the dynamics of cross-cultural and inclusion-related misunderstandings or opportunities.
- Understand the history, context, geography, religions and languages of the regions in which the organization does business.
- Be fluent in more than one, ideally several, languages.
- Know how to negotiate cultural differences.
- Recognize and address their own cultural competence.
However, it's equally important for global diversity executives to understand how culture influences other competencies. They should be able to: - Manage change in various cultural contexts.
- Build strategic alliances among constituents within any culture.
- Understand how inclusion may contribute to business results, location and that it can be context-dependent.
- Understand what concepts are compelling and understood across cultures.
- Identify where, when and how to get things done.
- Have a reputation as a credible advisor, from colleagues across cultures and worldwide.
Practical Steps to Develop Cultural Competence
Global or cultural competence is developed through significant international experience working overseas and by investing significant time and energy learning about and interacting with people in and from different countries. The diversity executive looking to expand this particular skill set should: - Go for total immersion. Relocate to another country and immerse oneself in the social and work environments. This would send a clear message to employees worldwide that the diversity and inclusion initiative is not simply an extension of the U.S. work.
- Get more ROI from business travel. Research and study local cultural business norms on trips, and listen to people in the field. Allocate time to observe, engage and consult with local nationals, not just address the task at hand. While this may seem untenable in today's increasingly fast-paced business environment, the rewards of time spent are immeasurable. In fact, spending time with constituents could be one of the most underrated investments in global diversity work.
- Invest in close relationships with local nationals. Diversity executives should try to connect deeply with at least one colleague who has spent enough time in the United States to understand the global mindset and with another colleague who has not, to ensure they develop an approach that will be understood and embraced by a majority of employees. Invest in building trusting relationships with these individuals to produce more candid discussions, vet ideas and develop concepts before introducing them to the general population.
- Develop an international advisory team, and listen. This team could fall under the guise of a global inclusion council, preferably made up of line executives. In the beginning, the diversity executive should conduct monthly teleconferences to learn about their business, staffing needs and any inclusion-related work.
- Expand the notion of cultural competence into a broader business context. Comprehensive global competence blends three essential intelligences: business, emotional and cultural. Infuse this knowledge and any associated skills into all aspects of one's area of responsibility to achieve results in any cultural context, with all stakeholders. For general management, this includes how we define leadership, identify and cultivate leaders, lead and serve on teams, develop and sell products and services, and serve customers. It also includes the aforementioned concerns around how we define and discuss differences, how we perceive and value sameness and traditional roles, our attitudes toward risk and how we drive change.
- Engage an experienced global diversity coach. This individual can help guide, run interference, illuminate and support the diversity executive's learning process. He or she also can help guide the diversity leader's approach to initiatives with a global-local point of view and prepare him or her on proper business etiquette overseas.
To succeed internationally, revisit the fundamental purpose of inclusion: change behaviors related to sameness and difference and drive enhanced organizational results. Often, that change begins with the diversity executive, the one who may have the most impact on the final strategy. The chief diversity officer will benefit greatly from acknowledging his or her own background, experience and knowledge — or lack thereof — and how it influences his or her approach to diversity. Then, create a personal development plan to learn, expand and open up to hear other perspectives and use them to create truly global initiatives. |
| |
|
| |
Printer Friendly Version
back to top