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Leaders are placed under a tremendous amount of pressure to be relatable, human and … nice. Many yield to this instinct, because it feels much easier to be liked. Few people want to be the bad guy. But leaders are also expected to make the tough decisions that serve the company or the team’s best interests. Being too nice can be lazy, inefficient, irresponsible, and harmful to individuals and the organization.
Some very useful tips on coaching people out of a conflict
According to traditional management theorists (Henri Fayol and others), managers plan, organise, execute, coordinate and control. In truth, the pressures of reacting to urgent matters supplant most reflection and planning.
Not everything translates well
Not everything translates well… This could mean ‘OK’ in UK or USA but ‘zero’ in Russia or worse perhaps “go f@$k yourself in South America!?
It is means ‘Money’ in Japan apparently?
Even with a local translator you have to careful! A colleague when working in China with a group of Senior Managers attempting to impress upon them “the importance of change management in the organisation” through a translator, not knowing that there was no real translation for “Change Management” got his key note address to them translated as ” What’s important here is to change the management of the organisation” !!! It took a long while to find out that this had happened and he had lost one or two friends along the way.
Can choose how we communicate ?
We can choose how we communicate in a particular situation. We can choose to generate new possibilities for our relationships rather than reacting according to our cultural programming.
Self-actualisation or sense of duty?
Self-actualisation or sense of duty? The fundamental cultural difference…
If 70 percent of an iceberg is underwater - how many cultural cues do we overlook?
http://bridgeconsultants.info/2014/03/18/many-cultural-cues-overlook/