|
Dimension |
Implication
for
the
Coach |
|
Directness
(get to the point versus imply the messages) |
Tailor
coaching sessions and style of
feedback
appropriately |
|
Hierarchy
(follow orders versus engage in debate) |
Position coaching relationships
carefully vis à vis organizational reporting relationship |
|
Consensus
(dissent is accepted versus unanimity is needed) |
Select appropriate style from the
ask/tell repertoire: tell what and how; give advice; demonstrate; make
suggestions;
ask questions and paraphrase |
|
Individualism (individual
winners
versus team effectiveness) |
Focus on
personal achievement and/or on
teamwork
accordingly |
|
When
→
coaching someone from a different
culture, use
cross-cultural differences
management techniques and
skills, in particular:
-
Remember that
→
cultural
differences
 arise from different
origins: birthplace; nationality; ethnicity; family status; gender; age;
language; education; physical condition; sexual orientation; religion;
profession; place of work and the
→
corporate culture
of the previous
employer.
-
Cultural differences can result in
higher or lower levels of
→
perceived
performance, and in more or less need
‒ and acceptance of
feedback.
>>>
-
Be explicit with yourself and with your multinational
→
team
members about the implications of the cultural differences.
>>>
-
Commit to building
shared values
and shared expectations – in terms of management style, need for
→
creativity,
adherence to deadlines, frequency of progress checks, etc.
>>>
→
6 Mindsets
of a
Great Achiever
→
4 WHYs
of
True Success
|
