In this episode of the CQ for Global Leaders Podcast, Tom discusses logic vs emotion and why it’s important for leaders to engage with their people on a personal level to inspire them to take action and create and a more inclusive workforce.
Logic vs Emotion
- Facts are important.
- Logic makes people think but emotion makes people act.
- If you want people to take action in anything, there needs to be a degree of emotion. Otherwise, people will think about it but not do it.
- Engaging with people on a personal level inspires them to take action.
- Engagement is important in any form of diversity work.
- Storytelling is all about emotions. It’s being able to tell a story that others can relate to.
- How do you connect with people logically and emotionally? What’s the story?
- Are you the type of leader who gives people data that is important for thinking or are you able to weave stories that can touch people’s emotions?
In this episode of the CQ for Global Leaders Podcast, Tom discusses how leaders can effectively manage and influence how they are perceived by others.
How Are You Perceived?
- Having a high level of self-awareness is critical in order to understand how others see you as a leader. Without self-awareness, you wouldn’t know how you are being perceived and how you can recalibrate your behaviours as a leader.
- Be receptive to feedback. Appreciate the person who has raised the feedback even if you disagree with it.
- Feedback is one’s personal opinion. It reflects the impact that one feels.
- You don’t need to agree with every feedback. You can totally disagree with it. The important thing to do is to reflect on it.
- Being open to feedback increases self-awareness and helps improve one’s self.
- Self-awareness is not just about being aware of yourself. It is also about paying attention to others.
- Having some people in your team who can give you candid feedback is critical in order to understand how you are being perceived as a leader.
- How are you perceived as a leader?
- Are you getting some candid feedback?
In this episode of the CQ for Global Leaders Podcast, Tom discusses the importance of self-awareness in leadership.
- Self-awareness means being attuned to yourself physically, emotionally, mentally, and spiritually.
- We all have weaknesses or areas where we can improve. The key challenge is figuring out how we fix those gaps.
- Our strength is what makes us unique.
- Acknowledging feedback allows you to demonstrate vulnerability and openness. It helps you realign or recalibrate your behaviour as a leader.
- Self-awareness is critical for improvement.
- Being a leader is really all about influencing other people and a lot of it has to do with self-awareness.
- Having a high level of self-awareness is being able to spend some quiet time to recharge before drawing on another aspect of your personality.
- There are numerous tools that you can use to help you identify your strengths and areas of opportunities or development e.g feedback from others, having a coach, and having people who may be your trusted advisers.
- We all have blind spots or things that are happening to us that we are not aware of and we need other people to point those out.
- Self-awareness is all about how you show up as a leader.
- How would you rate your level of self-awareness?
- What can you do to increase or broaden your level of self-awareness?
- How do you become the best version of yourself?
In this episode of the CQ for Global Leaders Podcast, Tom reflects on the things that we often find delightful, puzzling, and irritating when interacting with people from different cultures.
Delight, Puzzle, Irritation
- Some of the most common things that delight people when interacting with different cultures are food, fashion, environment. People tend to find things that they actually see to be delightful.
- Puzzles are things that people don’t understand about a particular culture.
- Culture is the way we do things around here – Fons Trompenaars
- Irritation is internal to us. Irritation is only an irritation because of our own interpretation of what is happening.
- Bias is a preference. We are all bias. Irritation is being judgemental.
- People are more than willing to explain it if you just ask. Those puzzling bits are a learning opportunity.
- There are things about our own culture that others get irritated by just as we get irritated by some of the things in other people’s cultures.
- Try this activity in your group.
- How did it go? What did you find out?
In this episode of the CQ for Global Leaders Podcast, Tom discusses how leaders can develop a more inclusive recruitment process to increase diversity in the workplace.
Recruitment Across Cultures
- Affiliation bias very common in all forms of recruitment. Affiliation gives us a sense of comfort because as human beings we are attracted to people who are similar to us.
- There is no such thing as a perfect system. We need to always be looking at the outcome that we are trying to achieve and how we can go about that based on what we know today.
- Leaders should be involved in recruitment exercises.
- Ask the sort of questions that look at one’s alignment to the organisational values
- Ask questions about things about a person’s interests apart from the job to know what that person can bring that is unique beyond the skills.
- Leaders should ensure that there is a level of equity in their criteria.
- Be clear about the things you are looking for.
- Retention is a whole different strategy.
- When you accept the fact that people are most likely to just be with you for at least a maximum of 3 years because of their own personal development, it allows you think about how you can utilise and maximise the time they are with you before they move on.
- Train people well enough so they can do what they are good at. Treat them well enough so they don’t want to go. – Richard Branson
- Be conscious of your own biases when it comes to things like accent, language, speed of communication, written skills, and all these different ways that across cultures have slightly different bearings.
- If you are involved in recruitment, what are some of the biases that you bring not just in your local market but across cultures?
- How do you broaden your field and attract more diversity?
- What are the things that you do to become more inclusive? How do you become the employer of choice?
In this episode of the CQ for Global Leaders Podcast, Tom discusses how leaders can effectively engage in business development and build relationships when working across cultures.
Business Development Across Cultures
- Business development is part of a leader’s role.
- There’s tremendous value in coming to different markets and visiting clients. It raises the profile of the organisation and at the same time, it opens a lot of doors which may be difficult to access for somebody in the local market.
- Prospecting is the first stage of business development. It is all about knowing your target market and the people you are trying to appeal to.
- Identify your cross border customer base. Think about how you can penetrate those and how you can build a relationship with them. Identify who the key players are and figure out how you can reach out to them.
- Introduction is key in relationship-oriented cultures.
- Be in the network. Show up. Identify the places where the people you want to talk to hang out and think about how you can be seen in those places.
- Be present on social media and in the digital world. It’s all about being able to contribute and share your perspective on things. When you put things out there, what it does is it builds a body of work.
- Build relationships by having conversations. Open up and inform. Think about how you can challenge and energize each conversation. It is all about how you can add value so that it becomes useful to the customer.
- Most of us are not into transactional selling. Therefore, the sales process is longer. It takes a tremendous amount of patience, perseverance, and methodical follow-ups to keep things on the go over that period of time. Having the ability to maintain the relationship is key.
- All leaders in an organisation have an obligation to think about business development whether doing it personally or as a team.
- The CEO is the key salesperson in an organisation.
- Client acquisition is part of everyone’s job.
- What is your view around business development? How do you engage in business development?
- If you are working across cultures, how do you help your teams in those countries grow their businesses?
- How do you get your team or organisation to think about client acquisition as part of everyone’s job?
In this episode of the CQ for Global Leaders Podcast, Tom discusses how leaders can build trust when working across cultures.
Building Trust as a Leader
- The Edelman Trust Barometer is an index that measures trust across the world.
- It is critical for us leaders to ensure that we are building trust not just within our organisation but also in the market.
- There are 2 aspects of trust – professional trust and personal trust.
- One of the things that erode trust is the lack of alignment. It is critical for leaders to ensure that their team is aligned with the organisation in terms of its core values.
- Building trust across cultures is far more challenging due to distance, time and language differences.
- Establish frameworks that encourage open conversations. In order to build a high level of trust, it is important for leaders to demonstrate openness and vulnerability when working across cultures.
- Be authentic, show up and be present. Who you are is more important than what you do.
- There are certain cultures where leaders are expected to know everything so you need to be mindful of how much you share, how you share it, and where you share it.
- Be confident with yourself and your team. It requires a level of trust in others for them to able to contribute.
- How do you build trust in either your teams and across cultures?
- What else can you do to increase the trust index?
In this episode of the CQ for Global Leaders Podcast, Tom discusses how leaders can brand themselves and be known for their purpose.
Building Your Brand as a Leader
- All leaders have their own personal brand.
- A brand is a promise. It’s a promise to deliver on what it says it will do.
- Consistency is key to any brand.
- Every organisation has its own organisational culture. As a leader in that organisation, you espouse those values. You may not agree with everything in your culture but there are certain ways of doing it.
- A brand is something you want to be known for. It is how you are described as a leader, how you promote your purpose, and the people you need to get that message out to.
- An intrapreneur is someone who works within the organisation to build business.
- Self-awareness is important. As a leader, you need to be able to identify your attributes that are valuable to the organisation and be able to marry up your own personal enjoyment and fulfillment to that value in reinforcing your brand.
- You are a brand in the organisation. You need to be conscious of the reputation that you want to build.
- As you build your career, there will be things that you will be known for. Figure out how you can get to that slipstream and how do you become known for whatever it is that you want to be known for.
- A good example of a brand is the things that people say about you when you are not in the room.
- What is your brand?
- In 4-5 words, how do you describe yourself as a brand?
- Ask people to describe you. Ask them what they think about you.
In this episode of the CQ for Global Leaders Podcast, Tom delves deeper into the meaning of the famous quote “you can’t be what you can’t see”, and how it applies to leadership.
You Can’t Be What You Can’t See
- “You can’t be what you can’t see”, is all about being able to see somebody like themselves.
- A role model is someone who inspires others and having a role model creates tremendous possibilities.
- As individuals, we need to be conscious of how we can become role models for others.
- As a leader, the way you talk about yourself, the way you dress, the way you walk and talk, speak loudly about you.
- Leaders should encourage other people to become role models and think of ways to elevate things to become more visible.
- How can you be a role model for others?
- How do you encourage people and bring other role models into play?
In this episode of the CQ for Global Leaders Podcast, Tom discusses dominant cultures, and how leaders can effectively challenge and address barriers between majority and minority cultures in a more inclusive way.
The Dominant Culture
- Dominant culture can also be referred to as the majority culture.
- Rather than implying how something is done, leaders who are members of a dominant culture should think about ways to challenge differently, to listen to the minority, and be more inclusive.
- Dominant cultures have privileges that often we don’t realise or take for granted.
- Global leaders need to have a better understanding of individual thinking and behavioural styles when working across cultures. We need to be more conscious about how we can make a contribution to the organisation in a way that everybody benefits.
- When a member of a minority becomes a member of the majority, they embrace it. They often work harder to maintain the rules and demonstrate loyalty. They often change the way they behave so that it fits the majority.
- We all have areas where we are a member of the dominant culture and a member of the minority. In order to be more inclusive, we need to be more conscious of where are we a member of the dominant culture in terms of gender, religion, ethnicity, culture, and type of interest.
- As a member of a dominant culture, how do you exhibit being more conscious and being more inclusive to listen to the voice of the other?