The fight for attention in communication

listening

Lately, I had again the ‘pleasure’ of sitting in front of people who were checking their various devices and answering e-mails whilst talking to me. I don’t know how you react and feel in such a situation but I can say that it leaves me:

  • Angry
  • Disappointed
  • With a sentiment of ‘emptiness’

Whereas with people you know and you usually interact with, you can easily voice your discontent in a nice and polite way, with people you don’t know, this is quite more delicate. Especially in a situation where your counterparts are in fact assessing or testing you, you don’t want to risk getting bad marks or being excluded from further processes. And still, the fact of not being attentively listened to actually has a very ‘sour aftertaste’, where you find yourself actually wondering whether what you had to tell was

  • Interesting
  • Worth being told

You might even think that maybe your performance or appearance was not as it should have been.

Let me tell you something: this is completely untrue! Every human being deserves being listened to, no matter what he or she has to tell. When setting up an appointment, even a telephone one, you ought to show respect and attention. It cannot be stressed enough how the course of interaction can be altered and positively affected if basic rules are understood and put into practice.

So, if you ever find yourself in a similar situation as described above, whatever the context and the circumstances, you might want to pause for a moment until you get the attention of your counterpart and politely ask for quality time. It will give you satisfaction and a sense of value even though you might not be able to change other people’s future behaviour.

Mindful leadership in a multicultural environment – Part I

Leadership|Jenny Ebermann|Services|Everybody knows that our world seems to spin faster every day; distances become ‘smaller’ and suddenly a student in Norway can interact directly with peers in New Zealand through Social and other Digital Media. Space and time are not important anymore. Information and images can be transferred instantly. You want to know what a hotel is like in one part of the world: no problem, you will find all you need on the internet where many people already left their feedback on what you are looking for. The same applies for goods, products and other services which can rapidly be ordered, delivered, exchanged from one country to another. For the humans living in this world, remote spots on the planet suddenly moved directly into their living rooms through TV, PC or other supports. Nothing seems to have a secret anymore. Even travel has become affordable, meaning that everybody nowadays can visit any location for a correct price and in nearly no time.

The same principle applies to today’s workforce: nobody is bound to employment in their country of origin; applications and CVs can be posted everywhere on the net and connections made to recruiters worldwide. As a direct consequence, people from very different nationalities and backgrounds find themselves coexisting in one and the same office or workplace, not only in multinationals but also in SMEs and elsewhere. In the sports world for example, successful teams around the globe host players from various countries. Only one criteria counts: to be the best in the relevant discipline, no matter where the candidate comes from.

But: what at first glance seems to be exciting and simple, can become rather difficult in the day-to-day practice. Even though continents, languages and people have become ‘closer’ to one another, every single human being has its own culture, behaviour, pace and habits. As a result, business relationships have to take the cultural background of the different partners into account in order to ensure a fruitful collaboration. In short, nowadays a successful and mindful leader has to have much more competencies than social and technical skills. Intercultural competences are equally important and represent a huge challenge in multinational teams. Results are often affected and even hindered by irritation, embarrassment, resentment and conflicts within a team, problems emanating directly from cultural misunderstandings. How can such “disturbances” be overcome in order to establish a  friendly and effective work environment? How can international business be smoothly
conducted, even though people from different cultures are involved?

Leaders and HR often call upon specialised coaches to help them navigate the uncertain waters of intercultural management. How intercultural coaching and coaching in an intercultural management environment can be differentiated and how teams can be trained and coached to efficiently work together will be discussed in the next articles. Stay tuned!