Establishing Relationships on Multi-Cultural Teams

Establishing Relationships on Multi‐Cultural Teams

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© 2013 ITAP International, Inc. All Rights Reserved.

Presentation ContentsPresentation ContentsRelationships and Trust

Cognitive and Affective Trust

Building Successful Relationships

Building Rapport

Special Offer – Measuring Team Functioning: Team Assessment (GTPQ)


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(GTPQ)

OutcomesOutcomes

• This presentation will explore the logical andThis presentation will explore the logical and emotional aspects of trust as they relate to building relationships among team membersbuilding relationships among team members

• It will show the cultural implications and impact of cultural attitudes and it will offerimpact of cultural attitudes, and it will offer suggestions for how to build relationships


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Relationships and TrustRelationships and Trust

Trust is one of the most important factors underlying effective k l h ( l hworking relationships. (See also the ITAP presentation on

Building Trust on Multi‐cultural Teams.)• Trust is important in relationships because it:

– is the belief that a person’s word is reliable and that each person will fulfill its obligation in any work or personal interaction

– means having the confidence that others will not exploit the vulnerabilities of the team members or team leader.

– is based what assumptions others make as to how their b ill f f i Thiteam members will perform on some future occasion. This

assumption is a function of the other person’s current and previous claims, either implicit or explicit, as to how they will behave


will behave

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Culture NoteCulture Note

NEED FOR CERTAINTY:NEED FOR CERTAINTY:

• It helps to define the links between the team members identifying the handoffs andmembers, identifying the handoffs and dependent variables. You can do this by creating a visual/flow chart Such a map iscreating a visual/flow chart. Such a map is especially useful for team members for whom English is an acquired languageEnglish is an acquired language.


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Cognitive vs. Affective TrustCognitive vs. Affective TrustAffective Trust is…Cognitive Trust is…

• The level of confidence or willingness to rely on the competence of others

• It is based on observations and personal reputation (how the team member acted

• Confidence based on feelings generated by the level of care and concern the other team member/leader demonstratesreputation (how the team member acted

in other relationships) regarding the likelihood that team members will live up to their obligations

• Can be referred to as predictability or

member/leader demonstrates.

• Characterized by feelings of security and perceived strength of the relationship• Can be referred to as predictability or

reliable‐ness. It is based on knowledge that has been accumulated from observations and from what is understood to be their reputation (how they have

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• Based more on personal experiences than knowledge about the reputation of the other

to be their reputation (how they have acted in other relationships)

• Cognitive trust is knowledge‐driven

• Affective trust is emotion‐driven


SOURCE: www.kentgrayson.com/Grayson Archive/cogaffjbr.pdf

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Cognitive TrustCognitive TrustStrategies for Building Cognitive Trust:

Cultural Orientations: These strategies work for those withTrust:

• Share information about your skills and capabilities

• Endorse the skills and value that each

strategies work for those with…

Achievement Orientation

• Endorse the skills and value that each member brings to the team

• Provide a clear team purpose and vision

Need for Certaintys o

• Do what you say you will do (DWYSYWD)

• Create an “Operating Agreement” with the team


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Affective TrustAffective TrustStrategies for Building Affective Trust:

Cultural Orientations: These strategies work for those withTrust:

• Rotate meeting times/meeting leadership

• Personalize e‐mails – avoid e‐mail blasts

strategies work for those with… Group and Participative

Orientations• Personalize e‐mails – avoid e‐mail blasts

• Have regular 1:1 conversations with each other

• Pay attention to news items from your other locations – talk about their global current events

• Ask about each member’s culture and then flex your approach

Quality of Life Orientation

then flex your approach

• Ask about each team member’s communication preferences and try to follow what they prefer


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Building Successful RelationshipsBuilding Successful Relationships

illi b d i

Cultural Orientations: These strategies work for those with

Strategies…• Prove you are willing to trust by demonstrating

your level of investment in the relationship

• Demonstrate your commitment to the project (team outcomes) and the people on the team

• Keep your commitments and promises


Participative Orientation• Keep your commitments and promises

• Tell the truth even when it may reflect badly on you

• Communicate with team members often including outside team meetings and socialincluding outside team meetings and social occasions

• Treat others as equals. While they may not have the same skills or skill levels you have, they may have other complimentary skills. Assume they

Participative Orientation

are bringing something valuable to the team

• Focus on shared goals (rather than personal goals)

• Do what’s right rather than just doing the right

Group Orientation

Tolerance for Ambiguity


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Building Successful RelationshipsBuilding Successful RelationshipsCultural Orientations: These strategies work for those with

Strategies…

• Act and speak consistently

• Share more information than is requested

• Be open‐minded about “how to do things.” h h d


Participative OrientationThere are many ways to get things done – your way may not be the best. Listen openly to what others consider best approaches

• Let others do it their way when it is not your responsibility

Tolerance for Ambiguityresponsibility

• Even if the other is perceived as “impossible to work with” focus on the team outcomes, not the person. You do not have to like your team members, but the team does need to achieve its stated outcomes and work towards that common goal. Ask yourself, “What can I do differently to make this work?”


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Building RapportBuilding RapportStrategies… Cultural Orientations: These

strategies work for those with• Start each meeting by asking members to

identify themselves, their current geographic location, and the time at their location (that ill h l b h i ki

strategies work for those with… Group Orientation

will help everyone remember who is working outside of typical work hours and likely to be tired while showing commitment to the team)

St t h t ti ith f i t Group Orientation

• Start each team meeting with a few minutes of “personal milestones.” These can be personal or professional. Some team members will talk about family events such as birth of a child a celebration or a cultural

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as birth of a child, a celebration, or a cultural holiday. This helps team members discover what they have in common.


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Building RapportBuilding RapportStrategies… Cultural Orientations: These

strategies work for those with• “Give them permission” to talk with each other

by telephone outside of team meetings (the telephone is better at building relationships than email)

strategies work for those with… Hierarchical and Group

Orientation• Read the news and weather especially for those

locations where employees are remote. Ask if they/their families are okay after earthquakes, monsoons, typhoons, political upheavals, etc.

E th t h ith th t

Quality of Life Orientation

• Encourage them to share with the team information about how they celebrated recent cultural events

• Notice the pace of speech of the team members. When conversing with them and

Group Orientation

members. When conversing with them and when asking them questions, match their pace of speech. Remember, some of your team members may be speaking in a language other than their preferred language and slower pace h l th i il t d d t d h t i


helps them assimilate and understand what is being said

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More Strategies for Building RapportMore Strategies for Building Rapport

• Smile when talking on the telephone (others can hear the smile). – Consider putting a small mirror by your computer or telephone to remind yourself to smileConsider putting a small mirror by your computer or telephone to remind yourself to smile. – Or pin up the word SMILE. Smiling would make your conversation warmer and more relaxed.

• Ask simple questions to get others involved in the conversation; encourage involvement.• Offer to help. (“It seems like you are asking for some support. How can I help? What do you need

from me to make this deadline?”)Li t f ll d li t f d t (li t f h t th t j t h t th )• Listen carefully and listen for undertones (listen for what they mean not just what they say).

• Do not interrupt even when there is silence. Some cultures are cultures of silence. Also it may be necessary for team members to gather their thoughts before speaking. Give them space. If the time of silence gets too long, ask if they need time to think about their answer and offer to come back to them after you let someone else speak. (DO NOT FORGET to get back to them.)

• Do not let others interrupt, finish sentences of others or “explain” what other team members have said (I think what John means is…).

• Use communication techniques to show that you understand or care to know more. Here are some examples:

– I can follow that logic– Please say more about that– Does that mean…?– I see what you mean– It sounds like it is a difficult situation


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More Strategies for Building Rapport: kQuick Tips

Match the pace of their speech

Show respect (use honorifics allow for silence etc ) Show respect (use honorifics, allow for silence, etc.)

Find commonalities; ask them to share information (hobbies, cultural events, favorite foods, books, movies, music, information about holidays, etc.)

Be “sociable”

Actively seek ways to build relationships between team members such as using icebreakers, socializing, and/or “successes i l k ”since we last spoke…”

Background sharing (education, other successful team work, lessons learned on other teams, special capabilities, specific issues, help or support needed…)

Ask:

What I want to learn is…

Who can help me gain access to…

During the introductions in team meetings ask them to talk about the “time of day” and their current location

Focus on both people and their work

Create “high social presence”; use social media if they do

U h t ( f th ffi l ti f th t b ) Use photos (of the office locations, of the team members)

Recognize various holidays

Encourage team members to share successes

Be friendly

Communicate outside meetings – socialize, too


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Measuring Team AlignmentMeasuring Team Alignment

• If you already suspect that there is a lack ofIf you already suspect that there is a lack of trust among and between team members, or there seem to be “broken relationships” you may want to measure team alignment.

• ITAP’s Global Team Process Questionnaire™, (or GTPQ) identifies areas that need work so you can focus on team improvement, and ll h /iallows you to measure change/improvement over time.


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Measuring Team FunctioningMeasuring Team Functioning

ITAP measures human process easu es u a p ocessinteractions on teams which include:

• Executive overviews• Both quantitative answers and qualitative insights

• Automated diagnosis• …can be customized with questions that address your team goals


team goals…

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To Improve IndividualTo Improve Individual and Team Performance

Want to know more about your team? Start 2014 with information about how well the team is performing, what p g,needs attention… (and measure change over time…)

PROMOTION: 50% OFF the first 2 (must buy 2)!f ’ l b lBuy 2 iterations of ITAP’s Global Team Process Questionnaire™

(GTPQ*) at $495 each. This offer includes 1 hour virtual debrief with each iteration.

Email me ([email protected]) and enter PROMOTION CODE ER14GTPQ in the subject line


*GTPQ (Premium version) retails for $1,000/team plus debrief or delivery of interventions for the team @ $350/hour

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2013 ITAP Presentations2013 ITAP Presentations

1 Impact of Culture in Multi‐Cultural Teams1. Impact of Culture in Multi Cultural Teams

2. Establishing Leadership Credibility on Multi‐Cultural TeamsCultural Teams

3. Building Trust on Multi‐Cultural Teams

4. Establishing Relationships on Multi‐Cultural Teams


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Questions? Please email or call me…

Catherine Mercer Bing

Questions? Please email or call me…

CEO, ITAP International, [email protected]

ITAP International IncITAP International, Inc.353 Nassau Street, 1st FloorPrinceton, NJ 08540 USA(W) 1.215.860.5640

//http://www.itapintl.com

…thank you…Remember put PROMOTION CODE ER14GTPQ

in the subject line of your email.


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Establishing Relationships on Multi-Cultural Teams

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