3rd dialogin Conference Global Leadership Competence: June 29-30, 2012

3rd dialogin Conference
Global Leadership Competence:
What it consists of - how to develop it
June 29-30, 2012
Provisional Programme
Subject to change without notice. Final Programme to be distributed on June 29.
Conference Chair:
Prof. Peter Franklin
Hochschule Konstanz University of Applied Sciences
Brauneggerstraße 55
D-78462 Konstanz
Federal Republic of Germany
Conference Rationale
The increasing internationalisation of business and management activity has long since challenged
the simple truths of leading and managing in one’s home environment.
The task of those charged with leading people and organisations has become immeasurably more
complicated not only through the scale and geographical spread of international businesses but in
particular through the encounter with the unfamiliar and dissimilar values and practices of foreign
organisations, colleagues, clients and suppliers.
This has led to situations in which leaders are compelled to interact, perform and achieve business
goals in conditions far more demanding than even only ten years ago. Cultural complexity is the rule
in many organisations and no longer the exception.
Received knowledge about what gives a leader the competence to tackle this cultural complexity has
by no means grown in step with the increased demands placed on practitioners.
And strangely enough, although leadership development programmes exist in many international
organisations, effective global leadership continues to be elusive in practice.
Thus the need for insights into the nature of global leadership competence and how to develop it in
people is urgent. The field remains dominated by insights from US management scholars and apart
from interest in the notion of cultural intelligence has shown little progress in recent years in enlarging our understanding of the field.
These considerations form the backcloth to the 3rd dialogin International Conference.
Conference Chair
Prof. Peter Franklin M.A.
Peter Franklin teaches and researches into intercultural management and intercultural communication at HTWG Konstanz University of Applied Sciences, Germany. At his university’s Lake Constance Business School, he teaches on various MBA programmes. Peter Franklin is a co-founder
member of the KIeM Konstanz Institute for Intercultural Management, Values and Communication.
Since 1989 he has advised, trained and addressed numerous corporate and institutional clients.
He is co-author with Helen Spencer-Oatey of Intercultural Interaction. A Multidisciplinary Approach to Intercultural Communicationand with Jeremy Comfort of The Mindful International
Manager. How to Work Effectively Across Cultures.
Day 1
09:0009:15
09:1510:30
10:3011:00
11:0012:30
12:3014:00
14:0015:45
Friday, 29.06.2012, Ballroom, Seerhein: Spanierstrasse 3, 78467 Konstanz
Conference Opening: Prof. Peter Franklin
The State of the Art:
Dr. David Livermore: Leading with Cultural Intelligence
Richard Lowe: Measuring Global Leadership Competencies
Refreshments in the Seerhein
New Competencies:
Dr. Judith Baxter: How Women Perform Leadership in Senior Management Meetings:
Insights from Research and Implications for Development
Prof. Dr. Daniel Perrin: Writing as a Global Leadership Competence
Lunch in the Villa Rheinburg
New Approaches:
Dr. Carsten Linz: Entrepreneurial Leadership
Prof. Dr. Josef Wieland: Transcultural Management
Dr. Margaret Byrne: The Rise and Rise of China: Implications for Global Leadership
15:4516:15
Refreshments in the Seerhein
Friday, 29.06.2012, Villa Rheinburg: Reichenaustr. 1, 78467 Konstanz
Time
Room 1
(ground floor)
16:30- David Everhart:
17:10
What’s Different
About Global Leadership?
Room 2
(first floor)
Ursula Vranken:
17:20- Katrina Burrus:
18:00
Global Nomadic Leadership: Succeeding
in a World Without
Borders
Katrina Burrus
Stephen I P Martin:
Managing Generation
Y - Managing Expectations
Room 3
Room 4
(first floor)
(second floor)
Christoph Barmeyer & Terence Brake :
Eric Davoine:
Global Leadership ExNegotiating Cultures, amined: A Three Lens
Leadership Roles &
Approach
Leadership Meanings Terence Brake
in a French-German
Organization
Helen Spencer-Oatey :
Internationalising
Contextualising ComCorporate Leadership petency Research
Competencies through
‘Behavioural Diversity’
David Trickey:
Riding the Waves of Viral
Quadrants
Day 2 Saturday, 30.06.2012, 8.15-17.00 Villa Rheinburg: Reichenaustr. 1, 78467 Konstanz
Time
Room 1
(ground floor)
Room 2
(first floor)
Room 3
(first floor)
09:00- Bob Griffits, Jolanda
09:40 Tromp:
CoachMaster
Ariane Curdy:
Cultural Detective
09:50- Jenny Plaister-Ten:
10:30
The Global Leader´s
Cross-Cultural Kaleidoscope
Arvid John & Melanie Daniela Fehring:
Martinelli:
How to Become a Competent Leader in Dealing
Fast and Deep Devewith Diversity in Asia
loping Global Leadership Competence
Change Intelligence:
Analysing and Developing Competencies
for Leading Change
Processes
11:00- Wendy Wilson:
11:40 Going Global
Jitske Kramer:
Deep Democracy
Ursula Brinkmann:
11:50- Nelke Galema:
12:30 From Inside-Out
Annette Karseras:
Global Leadership
Communication
Sophie Reissner-Roubicek:
Co-constructing Leadership Competencies in
Graduate Job Interviews
The Intercultural
Readiness Check:
Developing Leadership Competencies in
Diverse Teams
13:30- Fiona Citkin:
14:10 Transformational
Diversity
Carlos GonzalesCarrasco: Existing
Corporate Leadership
Programs
Semira Soraya-Kandan:
Leadership Diversity
Glen Burrige:
Little Room for Error
Jeremy Comfort, Bob
Dignen & Peter Wollmann:
Paul MacAlindin:
Servant Leadership and
Management by Faith
Building and Sustaining Successful International Businesses
15:3016:10
Matthew Hill:
The Transforming
Leaders´s Tool Box
Richard Lewis:
16:20- Danaë Huijser:
17:00 Managing Mindsets
Lina Jehle, Marcus
Hildebrand & Stefan
Meister:
Leading in a Virtual
Context
Michael Buchmann:
International Leaders
Need a Core Competency
in Polarity Management
Barbara Gibson:
Intercultural Competencies Needed by Global
CEOs
14:20- Bastian Broer:
15:00 Effective Leadership
Abroad
Lili Yang:
Global Leadership vs.
Global Management
Competencies
Room 4
(second floor)
Prof Dr. Guido Baltes
& Antje Freyth:
Linear-, Multi- and
Reactive Leaders
- What the Linear
World Needs to Learn
for Sustainable Success in a Multicultural
World
The Keynote Presentations
Friday, June 29, 2012 Ballroom, Seerhein: Spanierstrasse 3, 78467 Konstanz
How Women Perform Leadership in Senior Management Meetings: Insights from Research and Implications
for Development
Dr. Judith Baxter, Languages and Social Sciences, Aston University Birmingham, UK
Around the world women continue to be under-represented in
boardrooms and at senior management level. Many reasons have
been explored to explain their relative absence, but little attention has so far been given to the language women use to enact
leadership in senior management meetings. Based on a study
of seven leading multinational and UK companies, I found that
there are many overlaps in the ways in which women and men
use talk to enact leadership effectively.
However, there is at least one significant difference: that is,
women have the facility to anticipate their (usually male) colleagues‘ goals and intentions and respond accordingly. While at
times this can undermine the impact they create, it can also be a
highly influential leadership strategy. I will explore how women
perform leadership through their talk in meetings, and propose some implications for leadership development and training
within an international context.
The Rise and Rise of China: Implications for Global Leadership
Dr. Margaret Byrne, UGM Consulting, Sydney, Australia
We are experiencing a Confucian renaissance that challenges our
ideas of ‚leadership‘ and what makes a ‚good‘ leader. Profound
differences between Eastern and Western leadership traditions
are intensified by the emphasis on humility and discretion in
the East, and boldness and self-promotion in the West. This can
create a sense of being at cross-purposes when East-West interests come together in today’s alliances, partnerships and acquisitions. The ongoing economic challenges facing many Western
nations increase pressure on WesteN organisations to rethink
their ideas about leadership and management superiority, in the
face of outperforming Asian economies, China in particular. In
this presentation, Dr Margaret Byrne will draw on her experience of working as a consultant and a researcher in China over
25 years. Margaret is engaged by many multinational companies
to help them understand China. But, perhaps more importantly,
she also has many significant Chinese clients who engage her to
help them understand the West.
Entrepreneurial Leadership: Bridging Start-up Practice and Academic Research
Dr. Carsten Linz, SAP AG and Bluegain Group, Germany
Are we in the midst of a renaissance of the Entrepreneurial Leader? Obvious mentions include Mark Zuckerberg, who has been
driving Facebook as CEO and President since the start of the
company in 2004. At Google, Larry Page is taking back the reins
from Eric Schmidt, which means the original founder-CEO –
after an interim phase of ten years – is displacing a “professional
CEO” to recharge the company and innovate at Silicon Valley
speed again. While entrepreneurship and innovation have always complemented each other, what
actually determines the effectiveness of Entrepreneurial Leadership? In this presentation, Dr. Carsten Linz will first distinguish
Entrepreneurial Leadership from (traditional) management.
Based on his practical experience as serial entrepreneur/ business developer and advisor/coach to entrepreneurial CEOs, he
will outline what an “Entrepreneurial DNA” across cultures can
look like, explain if entrepreneurs are born rather than developed, and what characteristics make them effective and successful.
Leading with Cultural Intelligence
Dr. David Livermore, Cultural Intelligence Center, East Lansing, USA
A multi-billion dollar industry of diversity training and international management courses has emerged to meet the demands
of leading in today’s so-called “flat” world. Yet many leaders still
default to “business-as-usual” and miss out on the promising
opportunities available to those who lead with cultural intelligence. Others are fatigued by one more shame-based seminar
on diversity and inclusion. Cultural intelligence, or CQ, offers a
better way forward.
It’s defined as the capability to function effectively in a variety
of national, ethnic, and organizational cultures. It’s based upon
rigorous academic study around the world and it’s a proven way
to predict performance and adjustment in multicultural settings.
This presentation will present the latest findings on cultural
intelligence and suggest some best practices for assessing and
developing cultural intelligence among global leaders whether
working at home or abroad.
The Keynote Presentations
Friday, June 29, 2012 Ballroom, Seerhein: Spanierstrasse 3, 78467 Konstanz
Measuring Global Leadership Competencies
Dr. Richard Lowe, WorldWork Ltd., London, UK
What are the competencies required for ‘Global Leadership’ and
can we agree on what they are? If we are involved in the business
of developing global leadership competencies, then we also need
to measure them; otherwise how can we be sure that we are
being effective? In his presentation Richard Lowe will first look
at some definitional issues concerning both competencies and
‘Global Leadership’.
Based on research carried out by a supplier of a foremost leadership psychometric, he will then share his thoughts on what
makes an effective global leader and the extent to which effective
leadership behaviours are culturally determined. He will discuss
the pros and cons of alternative approaches to measuring levels
of competence and how these have been used in practice
Writing as a Global Leadership Competence
Prof. Dr. Daniel Perrin, Institute of Applied Media Studies, ZHAW Zurich University of Applied Sciences,
Switzerland
As managers, we win the game by understanding the rules, applying them, and purposely breaking them at times. As leaders,
we win by understanding that rules change, by anticipating that
things move in different directions, and by inspiring our teams
to follow – even without evidence. In this game, writing is a
key competence beyond the leadership practices of thinking,
convincing others, gaining commitment, and building communities. Digitalization, mediatization, and glocalization increase
the need for leaders to communicate
in new forms beyond the traditional ones of speaking/listening
and writing/reading. I call this writing-by-the-way. Through
continuously writing by the way, we build up social networks,
develop projects, inform colleagues and customers, generate the
basis for decisions, and develop our individual and organizational brands. The quality of the writing processes and products is
decisive for social resonance and professional success.
Transcultural Management
Prof. Dr. Josef Wieland, KIeM Institute for Intercultural Management, Values and Communication, Hochschule Konstanz University of Applied Sciences
The capacity for Transcultural Management is one of the core
competences of Global Leadership. The Manifesto Global Economic Ethic with its Principles, Values, Issues and Management
Actions aims at the development of a transcultural management.
Therefore, the recognition and management of differences as
well as tolerance as a form of behaviour towards others are necessarily the elementary objectives of a global diversity management.
The Manifesto thus is not about creating a uniform global
culture and overcoming diversity. On the contrary, it is instead
aimed at linking national cultures, professional cultures, entrepreneurial cultures and individual cultures into a network of
diversity, which is based on common and shared principles and
values. Transcultural Management is the flipside of Intercultural
Management.
Speakers
Dr Judith Baxter
Dr Judith Baxter is a specialist in the field of gender, language and leadership at Aston University, UK. She
received a UK government funded grant in January 2010 to investigate whether language is a reason for the
relative absence of women at senior management level.
She has published a book entitled The Language of Female Leadership (2010: Palgrave Macmillan), and a
number of journal articles on this topic. Her work has since received considerable media attention as a result
of radio and press interviews.
She is currently working on a TV series on women in the boardroom with the BBC.
Dr. Margaret Byrne
Margaret has an MA from Oxford in applied linguistics, and postgraduate qualifications in adult learning
from Bristol University. In 2005, she completed her PhD, examining success in international meetings involving Western and Asian executives.
Margaret holds three awards for innovation in the design of global leadership programmes. Career highlights include securing $1 million in sponsorship for her research, having three of her films about Asia
broadcast on Australian television and winning a prestigious contract with the PRC Government in Beijing.
Outside Australia, Margaret has worked and consulted in China, Indonesia, Hong Kong, Vietnam, Singapore, Thailand, UK, New Zealand, France and Italy, and four Pacific nations.
Dr. Carsten Linz
Dr. Carsten Linz is a serial entrepreneur and new business developer with more than fifteen years of business experience and a proven track record for driving innovation and growth. He is founder of, and has
invested in, start-ups, and is also an advisory board member of several fast-growing companies. At SAP AG,
he is the Business Development Officer for SAP Global Services, responsible for a portfolio of transformational businesses (‚game changers‘). Dr. Linz is also a Senior Lecturer for Entrepreneurship and Innovation
Management for EMBA courses at the University of St. Gallen in Switzerland and is a member of the adjunct faculty at HTWG Konstanz and Mannheim Business School in Germany. He is a book-author and has
published several articles in renowned journals.
Dr. David Livermore
David Livermore is a thought leader in cultural intelligence (CQ) and global leadership and the author eight
books including The Cultural Intelligence Difference and Leading with Cultural Intelligence. He is president of the Cultural Intelligence Center in East Lansing, Michigan and a visiting research fellow at Nanyang
Technological University in Singapore. Dave has done training and consulting with leaders in 100 countries
across the Americas, Africa, Asia, Australia, and Europe. He has been interviewed and referenced by major
news sources such as Forbes and The Economist, Huffington Post, The New York Times, USA Today, South
China Post, and The Wall Street Journal.
Speakers
Richard Lowe
With an academic background in business, economics and statistics, Richard has 25 years of consultancy
experience in leadership development and change management.
His focus is on coaching individuals and teams facing major cultural and/or strategic changes - for local,
European and international client companies. Qualified in the use of a range of psychometric tools, he is a
specialist in executive development and has designed, project-managed and implemented extensive programmes in a broad range of organisations and business situations.
More recently, he has focused on helping executives who need to transfer their skills from a domestic to an
international arena. He is a founding Director of WorldWork Ltd, London.
Prof. Daniel Perrin
Daniel Perrin is Professor of Media Linguistics, Director of the Institute of Applied Media Studies IAM of
the Zurich University of Applied Sciences Winterthur, Secretary General of the International Association of
Applied Linguistics AILA, and Co-Editor of the International Journal of Applied Linguistics InJAL.
His main areas of research and teaching are text linguistics, media linguistics, methodology of applied linguistics, text production research, and analysis of language use in the media and in professional communication. Daniel Perrin worked as a journalist and writing coach before his academic career and is still engaged
in training and coaching media and communication professionals.
Prof. Dr. Josef Wieland
Professor of Business Administration & Economics with a focus on Business Ethics at Konstanz University
of Applied Sciences since 1995. Director of the KIeM Institute for Intercultural Management, Values and
Communication. Chair of the Users’ Board for Compliance and Business Ethics. Dean and professor in the
EMBA Compliance & Corporate Governance in Beijing. Expert in the field of compliance and business
ethics for more than 20 years. Adviser and compliance monitor for the European Bank of Reconstruction
and Development and the World Bank. Has implemented the Values Management System and a Compliance Management Standard in numerous German and international companies. Member of the DIN
Working Group ‚Social Responsibility of Organisations‘; standard ISO 26000 ‚Guidance Document on Social
Responsibility‘. Member of the CSR-Forum, initiated by the German Federal Ministry for Labour and Social
Affairs.
The Invited Workshops,
Saturday, June 30, 2012 Villa Rheinburg: Reichenaustr. 1, 78467 Konstanz
The Intercultural Readiness Check: Developing Leadership Competencies in Diverse Teams
Dr. Ursula Brinkmann, Intercultural Business Improvement b.v.
Teamwork is the most important form of organisational cooperation (Salas, Cooke, & Rosen, 2008). Today, teams are increasingly global virtual teams. These highly diverse teams run the
risk of falling into subgroups, which makes them less effective
and successful (Lau & Murnighan, 1998). Global organizations
must therefore understand which competences their team
leaders need for managing these highly diverse teams, and how
they can develop these competences. The Intercultural Readiness
Check assesses four vital intercultural competences:
Intercultural Sensitivity, Intercultural Communication, Building
Commitment, and Managing Uncertainty. The IRC competences help to identify the extent to which team leaders use two
essential strategies for success: Appreciating team diversity and
encouraging different perspectives (van Knippenberg, de Dreu,
& Homan, 2004). After outlining the core features of the IRC,
we will show how we have helped team leaders to develop these
competences through carefully designed exercises and facilitated
interaction with other team members.
Change Intelligence: Analysing and Developing Competencies for Leading Change Processes
Prof. Dr. Guido Baltes, Research Group CoPS @ Konstanz University of Applied Science
& Antje Freyth, VERÄNDERUNGSINTELLIGENZ® Service GmbH
This part of the workshop offers a case-study-based introduction
to 360° Change Profile®, a diagnosis tool which analyses individual change capabilities based on four fields of competencies
and provides tangible indications for individual development
as a basis for effective coaching and training. The workshop elaborates on specifically developed and field-tested seminars and
coaching concepts which strengthen individual change competences. An in-depth description of the Leadership with impact
in change processes seminar is provided.
Organizational change competencies:
The focus in this part of the workshop is on the early identification of fields for action in strategic change initiatives as a basis
for deriving focused management actions. Workshop participants will be introduced to the change survey methdology
and the case-study-based Change Ability Profile® as a tool for
analyzing and identifying change blockers / resistance as well as
implementation strengths etc. This provides tangible indications
for enhancing the efficiency and effectiveness for entrepreneurial
change management.
Linear-, Multi- and Reactive Leaders - What the Linear World Needs to Learn
for Sustainable Success in a Multicultural World
Richard D. Lewis, Chairman of Richard Lewis Communications
The 800 million linear-active people in the world were, in the
20th century, hugely successful in selling their advanced products to non-linear countries and, to a great extent, influencing
their historical development and destinies. The United States,
Britain, Germany and northern Europe will have few difficulties
in doing business with each other in the 21st century.
However,
in a demographically changing world, it would be comforting to
envisage increasing the amount of multi-active peoples among
their customers.
The fact is, there are a lot of them - four billion at the last count.
And on a rapidly Asianizing planet, linear-actives will have to
reshape their commercial practices as well as their cultural attitudes to
have a hope of maintaining their lead in global business.
Being good at logical, linear tasks is no longer enough. The
multi-actives and reactives have learned how to be linear. Linear
leaders need to shift gear, and learn the powerful relationship
skills and high-context sensitivity that comes more naturally to
the other two cultural types.
Building and Sustaining Successful International Businesses
Jeremy Comfort & Bob Dignen, York Associates; Peter Wollmann , Zurich Versicherung
Leaders working internationally are supported by interculturalists to develop individual and team competencies relevant
to working across cultures, developing knowledge of culture,
extending behavioural flexibility and enhancing mindfulness.
Support is also available to international leaders from Organisational Development consultants who focus on developing the
appropriate systems and processes which enable
international companies to operate globally in line, matrix and
project management. This session opens a dialogue between
these two discourses of support to international leadership and
asks whether it is time to blend the insights of both to most
effectively enable leaders to deliver results in their international
organisations.
Workshop Facilitators
Prof. Dr. Guido Baltes
Head of the Community of Practice for Strategic Management Architectures (CoPS ) research group , Professor of Strategy and Management at Konstanz University of Applied Sciences.
Many years of leadership experience in international technology companies e.g. as head of strategy and
marketing Siemens Business Services.
Research focus on strategic management architectures for innovation-oriented inter- and intra-organizational networks. Master in Aeronautical Engineering and Business Administration, PhD in Management of
Technology, INSEAD corporate strategy programme, Babson College entrepeneurial management programme.
Dr. Ursula Brinkmann
Ursula Brinkmann is one of the founders and directors of Intercultural Business Improvement b.v., a consulting firm specializing in intercultural management. One of her most recent assignments was the design and
delivery of a series of integration programmes for a major European merger.
Together with her colleagues at IBI, Ursula developed the Intercultural Readiness Check and is responsible
for IBI’s IRC Licensing Courses. Ursula conducted and initiated several research studies regarding intercultural competences. She regularly publishes on IBI’s research and presents at international conferences.
Jeremy Comfort
Jeremy Comfort was a founder of York Associates. He now focuses on international leadership development
in both the corporate and international aid worlds.
Jeremy has developed an approach to developing managers for their international roles called DPI. This
9-module approach deals with the key challenges facing leaders of international teams. The approach forms
the basis for The Mindful International Manager. How to Work Effectively Across Cultures (Kogan Page
2010), which he wrote together with Peter Franklin.
He has also published widely in the field of business language and communication including the pioneering
Business Skills series published by Oxford University Press.
Bob Dignen
As a Director of York Associates, Bob specializes in developing international communication skills and
performance across cultures for both teams and individuals. He runs seminars, facilitates project workshops,
and acts as a keynote speaker to support management events.
As an author, his titles include 50 Ways to Improve Your Intercultural Skills (Summertown Publishing),
Communicating Across Cultures (CUP) and Communicating Internationally in English (York Associates).
Antje Freyth
Director and founder of VERÄNDERUNGSINTELLIGENZ® Service GmbH. Many years of leadership
experience in international companies and in change management e.g. as head of strategy, HR development
etc. In 2002 founded the Coaching Institut München with focus on support and supervision of individual
and corporate change processes.
Master in Business Administration, certified business coach, certified systems consultant, trainings in NLP,
transactional analysis, solution-focused consulting, organizational constellations, etc.
Workshop Facilitators
Richard D. Lewis
Richard D. Lewis is Chairman of Richard Lewis Communications and one of Britain‘s foremost linguists.
He founded the Berlitz schools in East Asia, Portugal and Finland and spent several years in Japan,
where he was personal tutor to Empress Michiko and five other members of the Japanese Imperial family.
One of his books, When Cultures Collide, has sold around 1,000,000 copies. He currently lectures throughout the world on cross-cultural issues.
Mr Lewis has also been awarded a knighthood in Finland, in view of
his 40 years‘ experience helping Finland to develop its international links, including assisting Finland in its
preparation for EU presidency.
Peter Wollmann
As Head of BU Project Portfolio Management Office Germany of Zurich Group with intensive involvement
in international initiatives Peter’s key areas of competence are: internal consulting, planning and process
development, project management and innovation, change management / organizational performance.
He has long-time experience in public speaking/presentations at diverse universities / Management Circle
Munich etc. He is author of a wide range of titles about multi-project management and process management.
As Peter has also worked as Head of Controlling he also covers a wide range of financial topics.
The Presentations
Global Leadership Examined: A Three Lens Approach
Terence Brake
If we are to develop highly competent global leaders in our organizations, we must look at this challenging role from a holistic
perspective. In this session, we will look at global leadership
through three powerful lenses. (1) The Environment Lens: What
capabilities are important for leading in complex environments
and organizations? For example, Ambassadorial Talent for navigating effectively between corporate and local cultures. (2) The
Interpersonal Lens: What capabilities are important for leading
across business, geographic, cultural, and other borders?
For example, Cultural and Emotional Intelligence for working
with and leveraging differences. (3) The Personal Lens: What
individual capabilities are important for succeeding as a global
leader? For example, Confidence – believing that he or she can
make things work out despite volatility, uncertainty, complexity,
and ambiguity. Also in the session, we will consider what the
Three Lens Approach can tell us about developing global leaders
– both formally and informally.
Negotiating Cultures, Leadership Roles & Leadership Meanings in a French-German Organization
Christoph Barmeyer & Eric Davoine
The increasing internationalisation of organisations and an
intensification of interactions between leaders and collaborators
coming from different cultural backgrounds are fostering the
emergence of new forms of working cultures. These working
cultures are based on hybrid practices and meanings that are
negotiated between the interacting national groups. In our paper
we present and analyse the context of an intercultural organisation, namely the European TV channel ARTE, and show its influence on leadership role perceptions and managerial practices of
French and German middle managers.
Our study shows that managers in this intercultural organisation
have reflected the culturally bounded and national conceptions
of leadership and have developed and negotiated, through
mutual adaption processes, “new” leadership styles and a hybrid
organisational identity.
We will underline the different influences of the national backgrounds, the organizational context, the sector culture (media)
and the professional cultures (journalist, managers…).
Effective Leadership Abroad:
How Cross-Cultural Mindsets Contribute to Global Success
Bastian Broer
When in Rome, lead as the Romans do. Cross-cultural mindsets
(CCM) provide a fast approach to understanding the essentials
of foreign business cultures and are a powerful tool for globalbusiness leaders to achieve results. This lecture illustrates how
American upper-management leaders profit from implementing
this tool in their daily cooperation with German colleagues. The
participants will experience how easy it is to anticipate challenges and leverage the advantages of international cooperations
using CCM.
CCMs represent a new method to foster cross-cultural competency in business. They sum up considerations common to
managers in specific business cultures. They do not contrast
cultural characteristics, but rather explore latitudes in global
business. CCM focus on what is achievable in a specific business
culture and how it is achieved.This method has been shown to
create enthusiasm for working on a global scale. The lecture
provides examples how global business leaders profited from
this tool.
Little Room for Error: The Multi-dimensional Challenges Facing Managers in the Upstream Energy and Aviation Industries
Glen Burridge
Two highly contrasting but equally challenging industries, the
upstream oil and gas business and the aviation industry, provide
a forum for discussing those fundamental qualities that make up
a successful cross-cultural manager. By definition international,
highly complex technologically and operationally, where risks
are potentially huge and uncertainties ungoverned, these two
industries test international management competencies to the
limit.
Through a brief look at alternative depictions of the inter-relationship between national, technical and organisational cultural
vectors, as well as descriptions of two real-life case studies, we
shall observe the distinct collective culture of each industry and
capture the magic blend of characteristics that need to be found
in an international manager working in these sectors.
The Presentations
International Leaders Need a Core Competency in Polarity Management
Michael A. Buchmann
How can international companies maintain the strengths of
their home culture and incorporate new strengths and ways
without becoming fuzzy?
Is there a choice between heterogeneity or homogeneity, centralisation or decentralisation, hierarchical or lean management?
How to form a strong corporate culture as a key to success
(Peters & Waterman, 1982) without constraining leaders and
employees by one cultural belief and practice system?
How to develop leaders who maintain and utilise their different
strengths rooted in diverse cultural backgrounds, professional
wisdom, individual perceptions and interests and create new
common ground to make decisions which are widely accepted
and sustainable? Such are not problems to be solved but differences to be managed well for sustainable success (Pascale,
1992). The Polarity Management Assessment Process converts
diversity and conflicts into resources for competitive advantage
(Johnson & Jacobs, 1992 & 2011). The approach will be explained - and how international leaders and companies can benefit.
Global Nomadic Leadership: Succeeding in a World Without Borders
Katrina Burrus
Do you need to develop your leaders for the global market
arena? Does your company send abroad managers who must
possess increased global leadership capabilities? Forty percent
of leaders assigned to important overseas posts derail after 18
months, costing their companies at least ten times their expensive expatriate salary while disrupting the morale of their
co-workers, putting at risk relationships with business partners,
customers and other stakeholders.
Dr. Katrina Burrus’ presentation focuses on providing pragmatic
approaches to identify and develop successful global and highly
mobile leaders that excel in complex and changing environments. These Global Nomadic Leaders are masters of multiculturalism, raised in multiple countries and speaking multiple
languages. They thrive on change and are gifted in managing
multinational businesses and multinational employees.
Transformational Diversity:
Approach, Road Map and Toolbox for Inclusive Leadership Skills
Fiona Citkin
The goal of the presentation is to describe how the Transformational Diversity (TD) approach contributes to developing
the global cultural competence of business leaders. Six major
blueprints for TD training and coaching design, called TD
Action Archetypes, compose a specific implementation toolbox.
Transformational Diversity concentrates on interpersonal global
leadership competencies, or social capital:
the ability to communicate across cultures, bring people
together, and influence all stakeholders. TD’s outcomes are
Inclusive Leadership and inclusive organizational culture. Research has proven many times over that these inclusion-oriented
outcomes are the most significant contributors to productivity,
performance and ROI. Special attention is given to the Action
Archetype IV Developing Inclusive Leadership Skills.
Cultural Detective®:
A Shared Vocabulary and Methodology for Developing Global Leadership Competence
Ariane Curdy
The Cultural Detective® is a process that enables participants
to develop a shared vocabulary and framework for identifying,
bridging and using cultural differences. Authored by 130 of the
world’s leading culture-specific specialists, it quickly provides
participants an understanding of culture and intercultural
effectiveness, and a visual / holistic way to decipher the clues of
differences and to bridge them for maximum effectiveness. It is
a technique that encourages dialogue and discourages stereotyping, while also acknowledging the huge impact culture has on
most people.
For those familiar with the CD tool, the session will demonstrate
the relevance and value of the tool to develop global leadership
competence in companies.
For intercultural trainers and human resources specialists unfamiliar with the CD tool, they will experience a new method for
introducing culture and developing intercultural competence
within the context of global leadership. The session will be a mix
of presentation, discussion, and group exercises.
The Presentations
What’s Different About Global Leadership?
David Everhart
Today, any firm that works internationally can claim to be “global”, but what does being global really mean?
To answer this question, Aperian Global conducted extensive
interviews with successful global leaders from a variety of organizations, nationalities, and backgrounds.
David Everhart, the head of Aperian’s Leadership Development
practice, will lead an interactive session where he will present
the research findings and discuss how client organizations are
applying the resulting behavioural framework to accelerate
development of leaders at all levels, particularly in fast-growth
emerging markets.
How to Become a Competent Leader in Dealing with Diversity in Asia
Daniela Fehring
With its dynamic growth, Asia and especially China, holds some
very specific challenges for global leaders. The market is a “red
sea”, where everything changes every day. Going with the flow,
the Asians adapt quickly to the new circumstances, whereas Westerners tend to be much slower in accepting change.
Analytical planners, in particular, who like predictability and
security often feel threatened. Managers and leaders at all levels
have to constantly rethink their strategies and approaches.
So how can we develop competent leaders for Asia? What competencies are specifically Asian and how can they be developed?
How can we support leaders in dealing with diversity in Asia?
What is the diversity scope in today’s markets? What are the expectations of different target groups? Asia Asia: How to build up
collaboration within Asia? The focus will mainly be on Greater
China, Japan, Malaysia and Indonesia.
Global Leadership Coaching ‘From Inside-Out’
Nelke Galema
Leadership ‘from inside out’ is essential for leaders in today’s
global and interdependent environment. It requires crosscultural competences ! How can executives benefit from these
competences when leading others, organisations and society?
How can leaders use these competences to facilitate constructive
dialogues in multinational teams, to connect people across cultures and to influence across organisational boundaries? Where
to start?
The coaching relationship is a safe environment to reflect, understand and become aware of personal- and culture based assumptions, perceptions, interpretations and evaluations. During
this presentation I will share some of my experiences in crosscultural competences development, in the way I integrate it in
personal-, leadership- and teamcoaching and how I combine my
experience as an interculturalist for 15 years with the coaching
of executives and teams from many nationalities.
Intercultural Competencies Needed by Global CEOs
Barbara Gibson
The skills needed by a CEO, whose challenges include managing
a culturally diverse executive team, developing global business
strategies and travelling the world to negotiate joint ventures,
clearly differ from the competencies needed by a student studying abroad or an expat manager overseeing a call centre in
Manila. Yet there is a scarcity of academic research to identify
those CEO-level competencies. Aiming to fill that gap, this
study explored the strategic-level intercultural challenges faced
by companies doing business internationally and identified the
intercultural competencies needed by CEOs.
Utilizing an emergent, qualitative approach, the study included
in-depth interviews with global CEOs.The study concluded that
the intercultural competencies of the CEOs have a potential impact in five business-critical areas. Five intercultural competencies were identified as important at the CEO level, and the study
also discovered patterns of CEO behaviour in response to failure
in intercultural interactions, which may impact the company’s
success in foreign markets, as well as the time and cost required
to achieve objectives.
The Presentations
Existing Corporate Leadership Programs (CLP):
Time for New Thinking, New Competences and New Leaders
Carlos A. Gonzalez-Carrasco
New evolutionary advancements in neuroscience, the biology
of human knowledge, new technological, environmental, new
social media-communications and boundaryless, non-ethnocentric cultural developments have outpaced existing leadership
attitudes, skills and visions. It is vital to develop a new holistic,
integrated and ever-evolving human thinking to challenge and
change existing corporate CLPs practices, programmes, competences and the linguistic discourse associated with it. We
need new thinking, new practices, new „leaders“, new forms of
human coexistence.This means a break from CLPs, which whilst
still focusing on rational, logical and linear thinking must now
be aimed far more at resolving and avoiding the problems and
waste that currently beset corporate management and leadership
styles, where transactional, technical, mechanical, utilitarian and
materialistic practices all too often fragment and separate entrepreneurship and nature, individuals from individuals, and the
mind from the body and the soul. We need to fix this regardless
of any ethnocentric cultural emphases.
CoachMaster Intercultural Coaching Online
Bob Griffiths, Jolanda G. Tromp
Leaders, managers, teams, and governing boards can use this
problem solving and decision making coaching tool to clarify
clients´ critical incidents in terms of obstacles and options, creating intercultural collaboration solutions.
Action plan, roles and responsibilities are documented –
through a standardized set of questions following the GROW
model in an Online Coaching system called CoachMaster. It
provides a common language for propagating change.
Coaching with CoachMaster can take place face-to-face and
long distance, as text-only sessions - ideal for clients taking their
sessions in public places; a combination of voice and text - ideal
for clients with urgent issues; or as support during voice-only
sessions - ideal for client progress record keeping, standardizing
purposes and as a recording medium or the results of internal meetings. The authors will demonstrate how the GROW
coaching model is an extremely good match to the intercultural
coaching process: structured and solution-focused.
The Transformational Leader’s Tool Box: Three Impactful Ideas
Matthew Hill
Matthew Hill will draw upon his training and coaching experience with thousands of managers to highlight three high-impact
methods for starting the process of leading change within international teams.
This interactive session will include NLP language and analysis
and the forgotten competence of humility.
It will feature using a combination of provocative enquiry and
humour as a method to disrupt existing habits, and create the
space for development. The session will finish with the Team
Charter exercise. The audience will be invited to share their
experiences and form a consensus on the best rules for eliciting
powerful behaviours from a diverse team.
Managing Mindsets: Leading the Transformation of Organisational Culture
Danaë Huijser
Organisational culture is a vital factor for success or failure in
the international market. With the Model of Freedom, CMC has
a powerful tool to support global team leaders in getting the best
out of their team. To demonstrate the functioning of the model,
we will use the case of an experienced Swiss leader, working in
Russia for an American company. His assignment was to transform the below average results in Russia into an outstanding
example for other emerging markets.
We mapped the perception of the organisational culture of both
the management team and the leader. As the Model of Freedom objectifies and visualizes cultural perceptions, it delivers
material for a constructive discussion on what are apparently
different views on the same organisational culture. Expectations
and desired actions were made concrete, for both parties. As a
result, the leader managed to clarify the determined course for
the whole management team.
The Presentations
Leading in a Virtual Context
Line Jehle, Marcus Hildebrandt, and Stefan Meister
Today global leaders face four major challenges:
- They have to make a multitude of rapid decisions in very unstable environments
- They have to bring sense to complexity for their employees,
their shareholders, and their customers
- They need to lead virtually and across cultures, including as
many stakeholders involved in projects and collaborations on
the way as possible
- They believe, almost like anybody else, that face-to-face is
better than virtual.
Our presentation offers possible solutions for last two challenges
and fresh perspectives for the third.We shall argue that virtual
teams can be far more successful than traditional teams if you
give them the proper support.
And we shall share the key success criteria for leading in
complex virtual environments, which for us is to create a sense
of virtual closeness between key stakeholders and the project,
especially amongst team / group members.
Additionaly, we will share our resarch about the potential areas
of interventions and the 20 key dimensions for making virtual
collaboration a success. xxx
Fast and Deep: Developing Global Leadership Competence through the MashUp of Cultural Detective and
Personal Leadership
Arvid John, Melanie Martinelli
This is a practitioner‘s view of the neuroscience of decisionmaking supported with corporate experience in leadership and
management training. Decision-neuroscience studies decisionmaking processes, analysing decisions and most importantly
defining ways for avoiding mistakes in decision-making.
It explains two key unconscious decision-processes: pattern
recognition and emotional tagging, and how these can be biased
by emotional attachments and self-interest.
The presentation discusses how leaders and managers can recognise situations in which bias arises and so-called “Red Flags”
that can alert them to the danger. The MashUp is successfully
being facilitated in corporate, non-profit and academic contexts
around the globe and participants are demonstrating uncommon depth and speed in their development of intercultural
competence. In this interactive session you will gain an understanding of the methodology and how you can apply it in your
Global Leadership Communication: Inquiry Strategies and Japanese-style ‘Kiku’ Listening Skills for Bridging
High- and Low-Context Management Styles
Annette Karseras
Carrots and sticks are for donkeys. Communicate and problemsolve in a more sophisticated way in high and low context global
business environments. In this presentation you will learn
practical skills for inquiry and listening connected through the
question “What am I not seeing here?” Five different types of
questions are offered to support effective inquiry suitable for
communication in low context settings. ‘Kiku聴’ Listening introduces four different levels of listening to enhance leaders’ ability
to perceive in high context ways.
A simple yet powerful model of Global Systems Thinking provides the basis for leaders to understand organizational communication in a broader context of mutual relationship. Systems
thinking is offered as the global mindset within which these leadership communication skills and knowledge become effective.
Participants will have the choice to observe and / or participate
in English or bilingual English-Japanese discussion groups.
Deep Democracy: An Innovative Facilitation Approach to Decision-Making
Jitske Kramer
Deep Democracy offers an innovative way of dealing with group
dynamics. It is ‘democratic’ because it emphasizes that every
voice matters and that decision are wisest when majority and
minority voices are both valued. It is “deep” because it goes far
beyond the conventional methods of facilitating the exchange of
ideas and instead surfaces emotions, values, beliefs, and personalities to inform and enrich the group’s process.
Deep Democracy is a practical facilitation approach for anyone
who is working with groups or individuals, especially in a culturally diverse environment. It is based on process-oriented psychology (Arnold Mindell) and was developed by Myrna Lewis in
the tension-ridden context of post-apartheid South Africa.
The Presentations
Servant Leadership and Management by Faith
Paul MacAlindin
The National Youth Orchestra of Iraq was born online by a
virtual team in Iraq, New York and Cologne, confronted with
serious questions about who we were serving, how we should
manage stakeholders in a dangerous, complex, chaotic environment with continual tension between Kurds and Arabs and how
we might become sustainable.
The template of a European national youth orchestra transposed
into a land with little infrastructure to support it required blind
faith and hard work to get through each day, as the real solutions
materialised from the most unlikely places. Our experience was
partly shaped through the orchestra’s visioning workshop, which
provided a strategic framework for the first five years.
Internationalising Corporate Leadership Competencies through ‘Behavioural Diversity’
Stephen I P Martin
Corporate international leadership competency models are often
fundamentally flawed. They may include a ‘cultural sensitivity’
competency but the rest is commonly a catalogue of mono-cultural behavioural examples, definitions and even processes that
recognise ‘competency’ only if it is consistent with the corporate
originators’ culturally-framed view of ‘best practice’.
Expanding on the concept of ‘behavioural diversity’ - this presentation will get to the root of the problem – and propose solutions that will enable coprporates to produce truly cross-cultural
competency models to underpin their leadership development
and selection processes.
The Global Leader’s Cross-Cultural Kaleidoscope
Jenny Plaister-Ten
Coaching has become recognised as a leadership style and wayof-being. Competent global leaders and leaders of the future
must become adept at operating interculturally and it therefore
behoves them to develop their ‘cultural antenna’. A sharpened
awareness of potential issues underlying misunderstandings and
communication difficulties will enhance team and individual
performance. The Cross-Cultural Kaleidoscope™ is a tool designed to heighten such awareness. The model, developed for an
MA in Coaching and Mentoring Practice, and further developed
through case study research, takes a systems approach.It incorporates both the internally held meanings of culture and the
external influences that have impacted the leader and his team
during the course of their lifespan. It serves as a basis for ‘unlearning’ cultural values that no longer serve the leader, so that
culturally-appropriate responsibility may be taken. Moreover,
a systems approach accounts for inter-relationships, a critical
factor when engaging with people from The East.
Co-constructing Leadership Competencies in Graduate Job Interviews:
How Recruiters Respond to (Un)successful Candidates’ Communicative Strategies and Why
Sophie Reissner-Roubicek
Leadership is a key competency required to be demonstrated
at interview by graduate recruitment programmes worldwide.
However, this entails more than just “having a story of leadership up your sleeve”, as data collected from real job interviews
with high-achieving final-year students in New Zealand will
show. Analysis of the linguistic and interactional features of
questions and answers about their leadership experiences (either
inside or outside an educational context) revealed intriguing
discourse patterns.
Successful and unsuccessful candidates were polarised in terms
of their communicative strategies in a number of distinct ways
that were specific to talk about leadership and leading teams.
Significantly, however, paralinguistic features previously associated with so-called “powerless language” did not correlate with
unsuccessful interviews. The discussion is supplemented by
insights gained from practice job interviews with careers consultants and informed by interviewers’ point-by-point judgments
made in follow-up interviews.
The Presentations
Leadership Diversity:
Creating Cultural Self-Awareness among Dominant Group Members
Semira Soraya-Kandan
Diversity and inclusion initiatives are increasingly taken seriously as an important part of an organization‘s strategy development
and implementation. „Leveraging differences“ (Davidsen, 2011)
in the service of organizational goals is a new (and not so new)
imperative. The challenges organizations face are more and
more „global“. Yet, a leader’s mindset is nevertheless strongly
influenced by his or her society‘s dominant approach to cultural
diversity. Besides, developing leadership competencies towards
including diversity, and using differences creatively, requires a
profound cultural self-awareness.
This awareness develops differently for leaders who are members
of a dominant group than for those who are minorities. The presentation highlights specific challenges involved in working with
“majority leaders” and various approaches to it, e.g.: intercultural competency development (Bennett, 2004; Hammer, 2008),
cultural tribalism (Kochman & Mavrelis, 2009). Finally, the case
of German majority leaders is elaborated and various options for
promoting development discussed.
Contextualising Competency Research:
The Cultural Challenges that Underlie the Need for Global Leadership Competence
Helen Spencer-Oatey
Numerous studies have focused on the competencies of effective
global leaders, yet as Kühlmann and Stahl (1998: 216) argue,
what the components really mean is often unclear. For example,
competencies such as “respectfulness” or “flexibility” are rarely
operationalised, yet each could mean very different things to different people in different situations. What is needed, therefore, is
a contextualized approach that can underpin such concepts with
concrete examples in different settings. This paper presents data
that represent the first step towards achieving this.
It reports the work-related issues that global leaders identify as
difficult to handle because of cultural differences. Interviews
were carried out with thirty Country Directors or Deputy
Directors from a very large British public organization with
offices throughout the world. They were asked to talk about their
specific experiences of such difficulties and they painted a rich
picture of the range of complex intercultural issues they face on
a day-to-day basis. In this presentation I focus on those relating
to communication and relationship management, noting that
these elements were often interconnected.
Riding the Waves of Viral Quadrants:
How to Lead and Build an Interculturally Competent Organisation
David Trickey
One of the key challenges facing global leaders is how to ‘internationalise’ people. After all, in the end it will depend on the
people in the organisation to implement any global strategy and
ambitions. This is usually the domain of HR and, in particular,
Learning & Development. But is it a question of simply training,
recuiting or coaching our way into developing a global organisation – cascading programmes on intercultural competence until
the budget runs out?
And what is the role of leadership in filling the organisation with
‘global mindsets’? This session proposes some early thinking
in how to make interculturalists more relevant to the ‘strategic’
development of a truly global organisation. It will challenge the
limited focus of interculturalists until now and set out a combination of three as yet unconnected methodologies for building
and spreading a viral infection of international competence
organisation-wide.
Managing Generation Y - Managing Expectations
Ursula Vranken
Companies are increasingly challenged to develop the next generation of leaders. Developing leaders and succession planning
is currently both a top concern and a top talent priority. Many
companies recognize the importance of developing a strategy
to retain key employees and future leaders. On the other hand,
only few have a clear understanding of the key factors involved in retaining the Generation Y and what factors are driving
voluntary turnover at their organizations.
In this short workshop, Ursula will discuss with participants
what financial and non-financial incentives future leaders expect
from their employers; how they want to be led by their current
leaders; and how their own leadership development must be
shaped to be succesful and sustainable. She will describe how
to motivate the next generation of corporate leaders and how to
manage mutual expectations - bringing organisation goals and
individual development goals together.
The Presentations
Going Global: Coaching with a Global Mindset
Wendy Wilson
What does it mean to have a “Global Mindset”? This constructive grounded theory study explores the concept of global
mindedness from the perspective of the coaching profession and
investigates how an understanding of the construct might be
helpful to coaches working with individuals and organisations in
today’s complex and fluid global business environment. Global
mobility patterns are changing rapidly and the findings of this
exploratory study illustrate clearly the illusiveness of the global
mindset construct.
It also shows how crucial it is becoming to coaching in a new
global paradigm. This study raises challenging issues for consideration as we enter this new phase in global relations and
commerce, a world in which the old ways of thinking may be
ready for a refreshed perspective. This session will be of interest
to intercultural researchers and to anyone who interacts with
globally mobile individuals including cross-cultural coaches,
trainers and global relocation professionals.
Global Leadership Competencies vs. Global Management Competencies:
Perspectives from Chinese Enterprises
Lili Yang
Leading is one of the major functions of modern management.
However, a good manager who can maximize the efficiency of
an organization may not be a good leader who can motivate the
high-commitment and full potential of the organization. For
major Chinese enterprises, lacking global leadership competencies, not the global management competencies, is the biggest
impediment to their growth and going global. This report is
based on the international experience of some leading Chinese
companies, such as Lenovo, TCL and Sany.
It explores and compares the key competencies for global leadership and global management, showing that global leadership
is the combination and expansion of the two basic roles of manager and leader. In order to develop global leadership, Chinese
entrepreneurs or managers need to cultivate a global mindset,
enhance cultural intelligence, try to build a global and common
corporate culture based on merging, increase systems thinking
abilities and improve their leading style.
Conference locations
Seerhein Restaurant
The conference opens in the historical Seerhein, located directly by the river linking the two parts of Lake Constance and offering fine views of the old town.
Built in 1900 and decorated in the ‚Jugendstil‘ of the time, the Ball Room is a stylish
setting for the plenary keynote sessions of the first day of the conference.
Address: Spanierstraße 3, 78467 Konstanz
Villa Rheinburg
A short walk away from the Seerhein is the Villa Rheinburg, where the second day
of the conference takes place.
The Villa is home to Lake Constance Business School and the Technische Akademie Konstanz, both institutions closely linked to Konstanz University of Applied
Sciences, the academic base of the conference.
Built in 1863 the Villa retains the mahogany doors, panelling, flooring and stucco
ceilings of the original. A special feature is the Art Nouveau-style conservatory
built in 1904.
Address: Reichenaustrasse 1, 78467 Konstanz
Conference Partners and dialogin Sponsors
We are very grateful for the support of our partners in the staging
of the conference:
Hochschule Konstanz University of Applied Sciences
KIeM-Institute for Intercultural Management,
Values and Communication
Q-Pool 100 Qualitätsgemeinschaft
Internationaler Wirtschaftstrainer und-berater e.V.
Business Spotlight
Villa Rheinburg
Technische Akademie Konstanz
dialogin The Delta Intercultural Academy warmly thanks all its sponsors large and small. In particular, we would like to acknowledge the support
of our major sponsors:
Richard Lewis Communications
TMA Transnational Management Associates Ltd.
London, New York
Worldwork Ltd., London
York Associates, York