Category: Personal Development

“Mantras” for the New Year

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Dear friends and readers, 2013 is here and the world has obviously not stopped to exist… As I am not a big fan of New Year’s resolutions I did not make any; but I think that it is worthwhile to remember a couple of things as most of us already started or are about to start with our busy lives again:
– Happiness lies within yourself
Running behind dreams and believing that something more interesting and better waits for you around the corner makes you miss the most important things that are given to you, namely the present moment. Live all of your present moments to the fullest extent! You are the key to your own happiness!
– Solutions are never far away
Even if you have major issues and problems, there is always a way out. It might not be easy and it might not be solved fast but there is always a solution. Very often we are so deeply entangled in our own schemes and routines that we don’t see the light at the end of the tunnel. Try to shed light from a different angle on what you are going through, reach out to other people, don’t be shy to speak up. Solutions are never that far away!
– Stop running
Easily said and not easily done, I know! Setting objectives and goals even in your personal life in order to find more time for yourself and the things you want to do really helps! If you don’t know how to do this, ask me. I am more than happy to share tools and insights with you! Even small chunks of time for yourself are already a great start. And: it is possible! You can do it…
– Don’t fall into the same pitfalls
Learn from your mistakes, analyse what went wrong and why. You could even write this down if it helps you. It will make you grow and ultimately make you stronger!

With this in mind, I wish you an excellent start in the New Year! Looking forward to reading/hearing from you!
Jenny

Mark Twain Quote on travel (interculture)

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Travel is fatal to prejudice, bigotry and narrow-mindedness, and many of our people need it sorely on these accounts. Broad, wholesome, charitable views of men and things cannot be acquired vegetating in one little corner of the earth all one’s lifetime.
Thanks to Mark Twain Quotes

About cultural types, European culture and intercultural competence

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ImageLooking again at the Lewis Model of Cultural types[1] or at any other definition and model of culture, I cannot help asking myself, into which category I would actually fall. This is quite a funny question as I grew up in Belgium, went to a European School, have German parents, lived in different countries and continents and now call Switzerland my home. Can I consider myself more as a Belgian because my roots are there (and not only because I like strong beer), or should it be more as a German as I like things to be organised and clear, or could it even be European, although there is no such category… for most of the people I know, things are clear: when football (soccer) championships are on, they know exactly which team or which country to support; when the Olympics or Paralympics are on TV, it is very clear who has to bring home most medals. For me, nothing is clear. As long as I can think, this has always caused some confusion; for example as a student when watching the Eurovision contest with other nationalities. Whereas everybody was eager to see their own country win, I was rather clueless and decided instead to morally ‘support’ the musicians who seemed to have the best chances to win.

For some people this situation might seem rather strange, for some others quite common, always depending on their own background. For me, it has the effect of feeling like a chameleon, ‘changing colour’ whenever necessary and fitting into any environment. But: is there something like a European Culture as opposed to a North-American or any other culture? Searching on the Internet as well as on different pages from the European Commission and the UN, although “European Culture” is mentioned very often, nobody really seems to know what it actually means and views differ.[2] This is indeed very interesting because our world becomes more and more global, people also become more and more mobile and study/work abroad but at the same time roots are more important than ever and the country of origin (in many cases the nationality) is the place where a deep feeling of belonging is connected to.

Whereas ‘belonging to Europe’ or more precisely ‘Western Europe’ is not really something precise and does not help me with identifying into which “type of culture” category I fall into, one thing is for sure: whatever it is that I come with, gives me access to the three dimensions of intercultural competence – affective, cognitive and communicative behavioural – as discussed in my last blog entry.[3] It is true that by growing up with a multitude of languages and people of different nationalities, I see my capacity of being emphatic, free of prejudice and stereotypes, understanding intercultural communication processes and building up social competencies enhanced. Well, being a mindful leader working in a multicultural environment, this is actually of outmost importance for what I do and what I believe in. And, who knows: maybe some high ranking official will ‘invent’ a European Passport one day… I am ready! And until that day arrives: I actually like being a chameleon.

[1] See the Lewis Model: http://www.crossculture.com/services/cross-culture/ for example

[2] Compare for example the Special Eurobarometer 278: European Cultural Values, page 63 onwards.

[3] See “Mindful leadership in a multicultural environment – Part III”

Mindful leadership in a multicultural environment – Part III

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Jenny Ebermann | Communications | Services

Jenny Ebermann | Communications | Services

This article looks into the difference between intercultural coaching versus coaching in an intercultural management environment and highlights the difference between measures on the job and measures off the job.

Intercultural coaching has: “(…) the same basic tenets as standard professional coaching but also takes into consideration the coachee’s cultural perspective, and those of the people around him/her. It focuses on creating an ‘intercultural climate’ that allows the coach and coachee to become more culturally aware and adapt their behaviour and expectations as appropriate.”[1] Intercultural coaching is in so far not that different from ‘usual’ coaching, the prerequisite being that the coach has ‘intercultural competences’. These competences are described in the literature as usually having three dimensions: affective, cognitive and communicative behavioural.[2] The first one, comprises for example self-confidence, flexibility, tolerance etc.; the second one refers to how individuals understand and manage cultural differences, specificities of cultural communication processes etc.; the third dimension describes the ability to display appropriate cultural behaviour and related social competences.

Intercultural coaching as such usually takes place on-the-job, tackling work environment specific topics and questions. Multicultural teams are supervised and accompanied in order to make them aware of specific behaviours related to their culture of origin as well as to identify synergies and to work on problem areas.

Compared to ‘on-the-job’ measures, there are several other human resource development methods related to intercultural topics, such as intercultural consulting or intercultural training, which are referred to as being ‘off-the-job’.[3] The first one is normally sought by companies who are not sure yet which concrete measures and tools would be the most appropriate to their particular situation. They then hire external consultants to analyse the circumstances and to come back with a solution. Intercultural trainings are normally for people who are about to be sent to a foreign work environment in order to prepare them cognitively to the new culture, habits and thought processes.

Coaching in an intercultural management environment finally, is a coaching that takes place in a multicultural setting, but where the main purpose and aim of the sessions does not have to be related to the improvement of intercultural competency per se. It also means that different nationalities have to be coached and accompanied in a different way, as we cannot assume that the same techniques or exercises will work with all types of coachees. As explained in part II of this article, there are various types of cultures[4] all necessitating a thoughtful and differentiated approach.

But why could the above be important for a mindful leader? Well, as I have explained in a previous post, mindfulness requires among others, the mental quality of ‘non-judging’[5]. If as a leader, and as many of us do, you have to interact, work and lead in a multicultural, global environment, possessing intercultural competence and being aware of the impact of your own culture on your behaviours, you will have much more success as you will be able to actually leverage synergies as well as to avoid problems/misunderstandings before they even arise.

If this article (parts I-III) has raised questions and you would like to talk about these, don’t hesitate to contact me! Looking forward to hearing from you…!

[1] Kate Griffin and Richard Cook: Intercultural Coaching the next big thing; Internet: http://www.sietar.org.uk/publications

[2] See for example: J. Bolten or Gertsen 1990

[3] Translated from J. Bolten: “Interkulturelles Coaching, Mediation, Training und Consulting als Aufgaben des Personalmanagements internationaler Unternehmen”, p.3.

[4] See the Lewis Model: http://www.crossculture.com/services/cross-culture/ for example

[5] See my article entitled: ‘Planting the seeds for Mindfulness’ on this blog.

Mindful leadership in a multicultural environment – Part II

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Before looking into the different aspects of what it means to be a leader in a multicultural environment, what problems can arise and how to solve them, a commonly used term has to be defined. The word ‘culture’ is used in so many ways today but do we really know what lies behind it?  In fact, many different definitions exist, depending on the context the word is used in. Geert Hofstede, a well-known Dutch researcher in the field of organisational studies, says the following: culture is “(…) the collective programming of the mind distinguishing the members of one group or category of people from another”. The ‘category’ can refer to nations, regions within or across nations, ethnicities, religions, occupations, organizations, or the genders.”[1]

For my purposes, a definition I find most useful is that of the ‘onion-model’ of culture from Trompenaars. It describes something complex as culture with a simple image, that of an onion, where the outer layer represents behaviours, language, food, clothing etc. of a person; looking more to the inside one can find norms and values. The inner core layer finally, is made of “basic assumptions”[2] like routine actions and beliefs that are deeply rooted inside. ”Onion Model” of Culture[3]

What this model really shows is that we cannot judge or pretend to understand a person simply from his or her behaviours, clothing and food. There is much more to culture than what we can actually see. Acknowledging this fact and being mindful when being part of or leading international teams, will actually help avoiding misunderstandings and bring clarity. “The first step for leaders is to help all players recognize that there are cultural differences – to recognize their importance and impact”.[4]

Let me give you an example: a simple question at the end of a workshop or meeting like “does everybody understand what the next steps are, i.e. is everything clear” can have a different impact on people with various cultural backgrounds. Whereas in some cultures people are used to ask questions, seek clarification and understanding, in some other cultures admitting that things are not clearly understood is actually considered as ‘losing ones face’; hence there won’t be any questions or signs that some information was missing which for the workshop or meeting leader will be very confusing as he/she will be expecting a certain output. In order to avoid this particular situation, it can be very helpful to have a look at cultural type models, like the “Lewis’ model” to give one example:[5]Although it appears difficult to categorize every single person, this model provides a helpful approach and can already solve many problems before they appear.

Specialised coaches can of course help navigate the uncertain waters of intercultural management. Part III of this article will look into the difference of intercultural coaching versus coaching in an intercultural management environment as well as highlight the difference between measures on the job and measures off the job. Stay tuned!

 

 

 

[1] From: http://geerthofstede.nl/culture.aspx

[2] See also: F. Trompenaars and P. Woolliams: „Transcultural Competence through 21 Reconciliations“. In: 21 Leaders fort he 21st Century – How innovative Leaders manage in the digital age. Editor. F. Trompenaars and Ch. Hampden-Turner. Oxford 2001, p. 397-398.

[3] In alteration from H. Blom and H. Meier: „Intercultural Management“ (=International Management. Editor. H. Meier). Page 40.

[4] Trompenaars/Woolliams: Transcultural Competence, p. 397

[5] R. Lewis: http://www.crossculture.com/services/cross-culture/; see also: R. Lewis: “When teams collide – Managing the international team successfully”, Nicholas Brealey Publishing, London 2012, p. 13.