Training, Coaching, and Teaming the Ten Leadership Behaviors

*refer to my classmates example posts at the bottom, as I do not have the book*
For this exercise read chapter 8, Training the Ten Behaviors, chapter 9, Coaching the Ten Behaviors and chapter 10, Teaming the Ten Behaviors.
For chapter 8: Training the Ten Behaviors, beginning on p. 127, list the 4 key behaviors (of the 10 we are studying) and then select which 1 of these 4 you think might produce the largest benefit and explain why/how.
For chapter 9: Coaching the Ten Behaviors, beginning on p. 150, list any 5 of the named behaviors. Then select the 1 coaching behavior that you think might give the most benefit to the learner and explain why/how.
For chapter 10: Teaming the Ten Behaviors, beginning on p. 172, list the 3 behaviors named here. Then select the 1 that you think might give the most benefit to the global team and explain why/how.
Of course, we need all of the behaviors described in each chapter, but analyze which 1 behavior in each chapter is the most likely to generate the most benefit to the aspiring global leaders. Write your ideas in a Word document in 1 ½ to 2 pages. Clearly list each chapter title and the named behaviors and the 1 you select to analyze. Cite ideas/concepts from each chapter in your analysis. Include your own workplace experiences, if relevant. You can paste your writing into the discussion or upload the Word document.
EXAMPLE 1:
For chapter 8: Training the Ten Behaviors, beginning on p. 127, list the 4 key behaviors (of the 10 we are studying) and then select which 1 of these 4 you think might produce the largest benefit and explain why/how.
4 Key Behaviors:
Results through relationships
Frame-Shifting
Expand Ownership
Develop Future Leaders
The four behaviors focus on inclusion and patience with other members of the organization in order for a company to harvest global leaders and practices. Each behavior focuses on the mindset and training the interactions of our projects and assignments to cater to the growing markets and ensure that the relevant parties responsible for the department are realized. This has been especially true with the 2nd behavior of frame-shifting.
Since much of my work ethic has been stylized and heavily influenced from the American perspective, I haven’t considered the different outlooks of work culture concerning other countries—this idea of dialing down and being patient with other people in their conventionalized manners. The book cites the differing styles of leadership concerning Chinese and American countries. These styles, though, both have hierarchical positions and bosses; they differ in how they handle responsibility and open discussion for product ideas and conflict. These can lead to examples of misinterpretation and miscommunication due to our assumptions to a situation since we may be stuck in mannerisms that only apply to our natural environment, such as the U.S., which may not translate nicely to other countries (Gundling, et al.132). Even though being open-minded is a must in becoming global leaders, our methods should also involve a practice for these different cultures and understanding their methodologies in the way that they do.
My current efforts in becoming a global leader would benefit me from this behavior because it allows self-reflection and introspection when making decisions that apply and affect other people of my organization/team. This behavior will enable me to sit back and consider the differing views of a person’s ethical style and appeal to their values instead of appealing to my own as some leaders may attempt to do(Gundling, et al.139). Not everyone’s ideals may be the same, which is why this behavior is crucial in implementing my life and making sure that my frame of mind reflects the situation I may be working in.
For chapter 9: Coaching the Ten Behaviors, beginning on p. 150, list any 5 of the named behaviors. Then select the 1 coaching behavior that you think might give the most benefit to the learner and explain why/how.
5 named behaviors include:
Frame Shift
Adapt and Add Value
Influence Across Boundaries
Results Through Relationships
Invite the Unexpected.
Out of the five selected behaviors, the one that would significantly impact the learner would be to invite the unexpected. The selection of frame-shifting for me would be the best course of action in developing my professional journey of becoming a global leader. Invite the Unexpected complements open-mindedness and inclusivity. This behavior helps people with active learning and listening to new opportunities without rejection. When we are in a lecture, meeting, or even watching the news, we tend to gravitate and listen to familiar concepts without acknowledging them. Troubling to say because even though we attempt to become open-minded to new ideas, some ideas that may seem insignificant may slip out of our mind and be filtered out for information that seems much more ‘relevant’ to us. Recognizing this flaw within ourselves, we can preach 'invite the unexpected' to ensure that foreign experiences are considered instead of being filtered out according to our ideals and values.
Relative to my life, I sometimes dismiss new knowledge because it does not have pertinence to my life, in which I realize I may be mistaken. Without inviting the unexpected, I will continue to think I am knowledgeable on the subject matter. You’ll never truly understand the relevance of all information brought up; hence you "don’t know what you don’t know" ( Gundling, et al.158).
In terms of the learner, this coaching behavior will enable the coachee to own up to their previously held biases and be much more open to their perspectives to accept new ideas and differences in thought. Something that may seem trivial to one culture may be critical in another. The behavior will aid people in having their beliefs being challenged and making sure their paradigms are not always going to align with someone else.
For chapter 10: Teaming the Ten Behaviors, beginning on p. 172, list the 3 behaviors named here. Then select the 1 that you think might give the most benefit to the global team and explain why/how.
The three behaviors named in this chapter are: Invite the Unexpected, Frame-Shifting, and Influence Across Boundaries. In this particular, as all of them are dependent on each other, the ribbon that will benefit the global team would be Influence Across Boundaries. The book provided examples in which different leaders implemented different conversational techniques and informal get-to-know sessions to play to each members’ strengths. When team members finally get comfortable, it can help the global leaders ask these personal questions that deal with the individual responsibilities that a team member may be facing.
For example, the need to balance home and work life is a challenge, but being part of different matrixes style teams fragments productivity and communication with regional teams that the global leader must find out about various stakeholders and deadlines other members have to take care of. As well as that, I think that sharing these different responsibilities from the different locations helps members open up about the discomforts about current plans and provide much more insightful feedback without delaying project deadlines.
This doesn’t make the other two behaviors useless either. Preparing for the unexpected and using frame-shifting all play together to ensure that teams can acknowledge the various backgrounds and difficulties other teams may be to go through for a company to implement their plan of action. Realizing the behaviors work dependant mutually on each other will allow for more teams to have a shared vision even location is the only difference across teams (Gundling, et al. 190).
Works Cited
Gundling, Ernest, et al. What Is Global Leadership?: 10 Key Behaviors That Define Great Global Leaders. Nicholas Brealey Pub., 2011.
Chapters 8 through 10
EXAMPLE 2:
Chapter 8: Training the Ten Behaviors, beginning on p. 127, list the four key behaviors (of the ten we are studying) and then select which one of these four you think might produce the most significant benefit and explain why/how.
Training to Develop Future Leaders
Training for Results Through Relationship
Training for Frameshifting
Training to Expand Ownership
Of the four behaviors listed, I think that training to develop future leaders would produce the most significant benefits to global companies/businesses. It is obvious that, in order to grow, businesses need to develop future leaders, and global leadership training program provides a way to identify who, “to select and how to develop them” (pg. 144 Gundling et al). I believe that global companies/businesses that provide frequent and adequate training to develop future leaders are both growing the business and building a foundation for future leaders. Additionally, by prioritizing training to develop future leaders’ businesses recognize individual employee’s potential, as well as, confirming that leadership can exist at every level of employment. Gundling et al., (2011) suggests that leaders tend to positively evaluate individuals who look like them and misjudge a leader’s ability based on their communication skills, especially if their style deviates from business norms. Therefore, it is necessary for businesses to adopt/create global leadership training programs to maintain balance and identify leaders across differences of culture, language, and other barriers. I believe that training to develop future leaders builds credibility for the business and provides more opportunities to build a multicultural team of talented individuals
Chapter 9: Coaching the Ten Behaviors, beginning on p. 150, list any five of the named behaviors. Then select the one coaching behavior that you think might give the most benefit to the learner and explain why/how.
Invite the unexpected
Influence across Boundaries
Cultural Self-Awareness
Adapt and Add Value
Third-Way Solutions
I believe that learners would most benefit from coaching with a focus on cultural self-awareness. I think it is imperative that new and emerging global leaders understand their own cultural self-awareness and their limitations to learn and adapt to culturally diverse workplaces/teams. In the “Citi Coach” training events, Gundling et al, (2011) provide examples of coaching sessions (“Coaching Across Cultures” and “Coaching Global Leaders”). These coaching sessions highlight the dimensions of culture, provide coaches with tools/resources to bridge, “differences between nation states, functions, product lines, and geographies” (pg. 153 Gundling et al). In those sessions, the coaches compared and contrasted their own experiences to other participants and learned techniques to bridge the differences. I see these coaching session examples as confirmation that coaching to increase or build cultural self-awareness most benefit to learners, and new and emerging global leaders.
Chapter 10: Teaming the Ten Behaviors, beginning on p. 172, list the three behaviors named here. Then select the one you think might give the most benefit to the global team and explain why/how.
Invite the Unexpected
Frameshifting
Influence across boundaries
Global terms and leaders encounter a multitude of challenges that are both complex and nuanced, especially in new locations. Therefore, global leaders must be comfortable trusting the ambiguity and invite the unexpected. Inviting the unexpected looks different for every business and global leader, but embracing the concept can ease expectations and question assumptions. Inviting the unexpected challenges teams and leaders to see beyond their past successes because it forces them to contradict or abandon their previous vison. I believe that inviting the unexpected requires that leaders ask team members a multitude of questions and “listen with a new intensity” (pg. 179 Gundling et al). This exercise allows the leaders to obtain pivotal information from the team while simultaneously developing a shared sense of meaning for the whole team. I think that inviting the unexpected allows teams and leaders to be prepared for the unknown and without fear of failure.
Sources:
Gundling, E., Hogan, T., & Cvitkovich, K. (2011). What Is Global Leadership?: 10 Key Behaviors That Define Great Global Leaders.
EXAMPLE 3:
In Chapter 8, Training the Ten Behaviors, the 4 key behaviors are:
Results Through Relationships
Frame Shifting
Expand Ownership
Develop Future Leaders
The behavior that I think would produce the largest benefit is Frame Shifting. Especially where global leadership is concerned, frame shifting and training leaders how to frame shift is important because it is necessary to learn how to adapt and see things from a new or different perspective when working with different cultures and in different locations. Understanding the people you’re working with and what drives and motivates them and what their values are will help you to better understand how to communicate with them. When leaders understand their teams they are able to lead more successfully. In the example about Gina Qiao in this week’s content, Gina shares how much better her assignments went when she took the time to learn about the cultures she would be working with. There were very different interpretations and motivations from culture to culture so she had to learn how to adjust to working in those environments.
In Chapter 9, Coaching the Ten Behaviors, five of the behaviors are:
Cultural self-awareness
Invite the unexpected
Results through Relationships
Adapt and add value
Influence across boundaries
Third-way solutions
I think the behavior that might give the most benefit to the learner would be Results through Relationships. Being able to build relationships as a leader, in my opinion, is one of the most important things a leader will do. Learning how to build relationships and use those relationships is important for any leader and not just global leaders. Building relationships across different cultures and locations and navigating those relationships and internal politics and culture is necessary for a leader to be successful. In the example about Pio Arcuni in this week’s reading, Pio used his relationship skills to get to know his people, listen to them and follow through on his promises (Gundling, Hogan, & Cvitkovich, 2011, p. 163). This all creates more trust in a leader and as a result creates more followship from the teams. If a leader does not have trust or build the right relationships they will be unable to motivate their team. When the team does not believe in their leader it is hard for the team to succeed.
In Chapter 10, Teaming the Ten Behaviors, the key behaviors are:
Invite the unexpected
Frame-shifting
Influence across boundaries
I think the behavior that would give the most benefit to the learner would be Invite the Unexpected. For global leaders working with different cultures and new places, they need to learn how to expect that the team members will be motivated by and will react to things differently. Additionally, global markets themselves are different. Potential clients will react differently to the same product, idea or solution. Learning how not to be presumptuous when designing solutions and strategies is difficult. According to Gundling, Hogan, and Cvitkovich, “one of the greatest obstacles for leaders and team members working in a global environment may be what they think they already know” (2011, p. 174). Inviting the unexpected by asking the right questions and sharing knowledge among different cultures will enable teams to develop a shared sense of meaning and common goals.
Works Cited
Gundling, E., Hogan, T., & Cvitkovich, K. (2011). What is Global Leadership? Boston: Intercultural Press.