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| Managing Global Teams |
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| Synopsis: |
Today’s global managers need to achieve their goals while leveraging the sources of creativity, speed, and cost that differences in culture and location bring. Participants learn critical management and communication processes to build trust and effectiveness at each phase of team development. Gain insight to cultures’ effect on planning, taking initiative, sharing information, problem-solving, dealing with uncertainty and change from the presenters’ 20+ years of experience managing and consulting to global teams. Results from the most comprehensive study on leadership around the world will show how to manage differences among Asians, Europeans and Americans. Learn from the challenges and best practices of world class engineering, sales, and research teams in case studies and class discussions. |
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| Goals: |
Learn how to successfully build and manage processes required at each phase of team development across cultural and geographic differences. |
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| Training Content - Participants will learn: |
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Workscape: Challenges & Opportunities for Global Managers |
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Examine what you bring to the role of global manager, and competencies you need to gain. Learn best practices in managing employees and contractors in a global environment . Identify “blind spots” for those who have not managed across borders, with a European video case study. Discuss future trends for managing dispersed coworkers, with emerging sources of talent, markets, communication technologies and suppliers. Gain tools for a current global management challenge you face during this workshop and the follow-on coaching session (included).
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Forming Successful Global Teams |
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Identify each phase of team formation. Launch the team by establishing purpose, setting goals, forming relationships, roles, planning and accountability. Learn how different cultures approach inclusion, and how to build a foundation for trust and collaboration. Identify different cultural attitudes about the role of “boss” or team leader, and strategies to manage remote dotted line reporting relationships. Discuss gaps formed by assumptions, differences, or misunderstandings and how to bridge these proactively in team formation. |
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Storming to New Team Skills and Awareness |
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Learn how to manage the “Storming” phase, as pressures rise and there are different perceptions of time and urgency. Inevitably there arise disagreements and conflicts among team members: learn different cultural approaches to disagreement and conflict; strategies to resolve these and move the team forward. Encourage innovation, initiative and risk-taking among differing perceptions of “following rules”. Maintain team cohesiveness by leading by example with your global competencies. |
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Norming to High Performance |
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Identify the processes global teams need differently from co-located teams. Select the right communication technology (teleconference, Email, collaborative platforms, etc.) for the culture and type of message. Learn feedback strategies to send messages that will get interpreted correctly. Discover best practices to increase participation in global team meetings. Get tips for taking care of yourself, the manager in a 24/7 world. |
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Performing to Achieve Success |
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Delegate with an informed view of your team’s workstyles and commitment. See the cultural-fit for rewards and recognition that truly motivate employees. Identify successful leadership strategies across cultures, and traps to avoid. Transition to a global management style that enables you to adapt to ongoing change. |
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Next Steps in Managing Your Global Team |
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Reflect on what you have learned through the day, review best practices from research and experience, and create your personal action plan to achieve individual and team goals. Intact teams can contract for new team processes they will take from the course into their work practices. Prepare for future opportunities when managing across distance, time zones, and cultures. Receive additional resources from leading research on managing global teams, and schedule a follow-up coaching session with the presenters. |
What participants have to say:
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“The focus on management skills needed, performance management, motivation and communication, was great. It was not just that these employees are different, but how I, as a manager, need to change. The case examples and video were great! “ |
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-- Jennifer Carlisle, Business HR Manager, Agilent Technologies |
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“Managing Global Teams reinforced key leadership attributes with many new items on cultural tricks learned. I will reference the GLOBE data when talking to global team members. Marian is a good speaker, knowledgeable, and listens well."
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- Scott Lewis, Director Worldwide Communications, Xilinx ” |
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“Of most value was the focus on the four cultural constructs, i.e. future orientation, collectivism, etc. These will provide new ways for evaluating, managing, and communicating in alternative environments. ” |
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- Michael Machover, Sr. Director, Global Engineering Systems, LSI Logic |
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“Marian’s background and credentials in living and working with so many cultures made her very credible. She’s enthusiastic, clear and concise and gave me tools to deal with changing work environments. This course is excellent for anyone managing multicultural teams.” |
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- Information Technology Manager, LSI Logic |
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Managing Global Teams
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Global Managers
"Global managers have exceptionally
open minds. They respect how
different countries do things, and
they have the imagination to
appreciate why they do them that
way…Global managers are made, not
born."
- Percy Barnevick, CEO, ABB
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