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By Martin Moon

by Martin Moon

“How does conflict make you feel when working internationally?” is a good question to ask yourself. Then, how do you react to conflict? Do you tend to avoid it, address it on the spot, do you welcome it while wondering how this feels for the other?

Conflict often takes a big toll on business. This week, the news about how the Seattle business community reacted to the City Council’s new head tax traveled quickly around the world. There were probably articles about many other similar incidents, too. And how about the ones in your very own office, with your colleagues, board members, business partners, vendors, clients…

Additionally, doing business internationally takes the probability and complexity of conflict to a different level. Cultural, structural and geographic differences can add many new dimensions to conflict.

We were thrilled that Howard G. Beasey, the President and CEO of the American Turkish Council (ATC) was able to contribute to the Culture Curious Global Minds blog this week.

It is great to be able to elaborate on the importance of diplomacy skills when wanting to succeed in international business based on Mr. Beasey’s extensive experience in the U.S. – Turkey commercial relationship. There are surely many differences between the U.S. and Turkish markets. Yet the bilateral history is full of mutual journeys and business partnerships. We hope that this interview is a resource to those who work and want to work in this commercial space:

How do you see conflicts turn into opportunities in your efforts facilitating trade and investment between the United States and Turkey?

HB: When it comes to trade and investment it is important to remember that for a healthy bilateral relationship the trade must flow both ways.  The duality of prosperous trade relations creates a great deal of room for compromise and fertile ground for win/win opportunities if one is willing to look for them. 

What skills have you found most helpful when addressing conflicts? 

HB: The willingness and mental agility to accept the fact that business norms and cultures can and will differ and that these differences should not be viewed as good or bad but simply as the reality.  The sooner a person can come to this mindset the faster they will then be able to react and navigate the path for a successful outcome.  Too often we get caught up in the difference itself and cannot move past this to find a way forward. 

What life experiences do you find were/are critical to fulfilling the diplomacy and relationship building requirements in your job today? 

HB: I have had a number of interesting experiences in my career that have helped me to be more or less successful in building and maintaining professional cross-cultural relations.  For starters I have always espoused a “yes” mentality. In other words, one must start with the notion that yes is the answer and let’s figure out how to make this happen.  We have all met the individual who starts with “no” and then must be convinced that something can be done, who already starts from a deficit.  Additionally, I think that the experience of working in a multi-language environment over the years is helpful.  When you are working in these types of environments with or without interpreters you tend to use simple, concise, and direct language when communicating and secondly you will take time to listen and ensure you are understanding the subject or discussion before responding.  This professional patience and careful listening pays big dividends in this setting or frankly, any meaningful relationship.  

If interested in learning more about the nuances of doing business between the United States and Turkey consider signing up for “Work with a Global Mindset on the U.S. – Turkey Commercial Highway” to learn applicable leadership, management and communications models and engage in a Q & A session.

Unlocking the Global Mindset Energy Well: How often do you celebrate accomplishments? Celebrating the 12th Issue of StrategicStraits Weekly today – published in twelve consecutive weeks! Please use link if you would like this Newsletter conveniently delivered to your inbox every week.

 

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2017 Conference PanelDid you sign up for our upcoming event “Working with a Global Mindset on the U.S. – Turkey Commercial Highway”?

he Turkish Statistical Institute announced a 7.4% growth rate earlier this year. Oya Narin, the Head of Turkish Tourism Investors Association said in an interview that 2018 will be a time for transition and rise for Turkey. Turkish investors and business people continue exploring U.S. markets via personal trips, trade missions and the SelectUSA Conferences. At the same time, economic analysts express concerns about key financial indicators of Turkey.

The value of a global mindset is amplified in our interconnected world especially when stakes are high. The “reciprocal understanding” through the global mindset enables us to build relationships, communicate effectively, give feedback, negotiate and solve conflicts to achieve desirable results across cultural, administrative, geographic and economic divides.

Experience exchange and being well informed are critical when working in new markets. Members of the American Turkish Council (ATC) can register at ATC member rate. The participation of business people with and without experience in this bilateral relationship will enrich the content and functionality of this webinar.  We hope for a diverse attendance.

 

Did you know? Some Facts about Business in Turkey

There are over a thousand U.S. businesses doing business in Turkey. Large American companies like GE, Pfizer, Merck, P & G, Unilever, Coca Cola, Pepsi, IBM, Hilton, Ford have had headquarters in Turkey for many years with GE since the 1940s. More recent additions are Microsoft, Amgen and Amazon. Many of these firms have their regional operations in Turkey.

Turkish Airlines flies to the highest number of international destinations in the world. The airline has ranked as the best European airline for consecutive years and its philosophy is “Globally Yours”.

Turkish people are proud of (emotionally connected to) their brands. They’ve trusted the now internationally growing brands like Ülker (food), Arçelik (appliances), Mavi Jeans (textiles and fashion), Doğan Construction (construction) and Turkish Airlines (airlines) for decades.

Forty percent of small and mid-size businesses are involved in trade in Turkey. Many of these are dynamic family businesses with much experience in European and Asian markets looking to grow through bilateral and international collaborations. Turkey has also moved up on the Bloomberg Innovation Index. The geographic distance that gets perceived strongly and mentioned much more often than cultural differences by traditional small and mid-size businesses doesn’t appear to be a challenge to the innovation community of Turkey.

People address each other with Mr. And Ms. titles for a long time into the relationship or until a mutual agreement is made for first name basis. We will discuss this topic during the webinar.

 

Did you know? Some Facts about Business in the United States:

There are 50 states with their own rules and regulations. Many federal rules and regulations impact a foreign market entry such as the FDA regulations for incoming biotech firms. Additionally, there are many state and local rules and regulations that impact business incorporations, taxes, employment and other business areas.

Much meaning is packaged into words. You may receive a note saying “we have a 60-day cancelation policy” will remind trusted friends, colleagues and legal advisers in the United States. While understanding rules, regulations and contractual relationships raises the importance of working with good legal counsel this cultural nuance also results in helpful public content on websites and social media.

Business world and brands trusted. The business entity is expected to be a trusted institution. Brand reputation thrives through the brand promise, strategic communications and trustful customer relationships. Business leaders recognize the importance of corporate social responsibility towards the communities and the larger society.

Less than 10% of American small and mid-size businesses are engaged in international trade. Also, often times, a large portion of the trade in a company can be with only one country.

About a quarter of Fortune Global 500 are headquartered in the U.S. In addition to having businesses that were started in previous centuries on the list, the American business world is quick to send 21st Century model businesses like Airbnb, Uber and Tesla into the global business space.

 

Collaboration can help learn from each other and thrive internationally and globally

Being able to leverage cultural differences can result in innovation, productivity and effective global storytelling. We will compare the GlobeSmart® profiles of the United States and Turkey during the webinar. This will allow us to discuss some of the cultural nuances of the two countries. Diverse teams thrive when their leaders are educated in leading across diversity and global trends, and when team members are aware of differences and similarities.

Being able to leverage differences in business experience and geographic location can also enhance the empathy levels, relationship building capacity and global reach of diverse teams.

 

We recommend researching the nuances and history of this high potential bilateral relationship, and look forward to great conversations on June 6, 2018.

 

Unlocking the Global Mindset Energy Well: IKIGAI: The Japanese Secret to a Long and Happy Life, a book authored by Héctor García and Francesc Miralles is being discussed in the international business community, too. “Eat until you’re 80% full” is one of the recommendations.

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02G69742This week, a business leader asked how he can make his team aware of the importance of global mindset.

We encounter this question often. Also, research shows that the number one concern for business leaders in internationally growing organizations is how to create business functions (departments/units) that are globally ready. The number one concern for the HR leaders of internationally growing organizations is how to find the globally ready talent.

Starting conversations by asking a few questions may help create an initial awareness about the importance of a global mindset among your employees and business partners:

  • What differences and similarities do we have among our current and future customers?
  • How do we differ from each other or how could we define diversity in our organization?
  • Your email this morning was very clear. Do you think that (…) cc:d got the message, too?
  • How do our organizational and personal culture profile(s) on tools like GlobeSmart compare with external environments?
  • What shared beliefs and values make our organization unique?
  • Studies show that a major path to international success is via intercultural effectiveness. What is culture?
  • What are we doing right today and why?
  • Where are our revenues coming from and what may change in the future?
  • Why is understanding competition important for business success and what is competition like in a foreign market or at global level?
  • How comfortable do we feel with doing business in Country X?
  • What are the rules and regulations for our field there?
  • How are we going to get paid and how are we going to pay for services? What is the cost of…?
  • What is our reputation like in Country X?
  • Who do we know in Country X?
  • What is our time difference with Country X and how is this going to affect our business?

Can you think of questions to start conversations about cultural, administrative, geographic and economic differences in your team or organization?  Some organizations have global coffee mornings.  These types of events are great to start these global conversations and identify next steps.

New! Unlocking the Global Mindset Energy Well: feedback this week suggested to focus on energy since “being/feeling energetic” is the significant Global Mindset attribute internationally working professionals need to keep at high levels. Maintaining good mind and body health is critical to enjoying life and being successful. “Negotiators can achieve buoyancy and build trust with their counterparts by developing full cognitive, emotional, social, physical and spiritual awareness and equilibrium.” says Dr. Karen Walch in her new book Quantum Negotiation.

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02F61134We’re reflecting more on the global mindset rather than culture this week. At the same time, it’s worthwhile to think if cultural differences or a lack of experience with emerging markets is holding you off from engaging with these dynamic and developing markets.

As we touched upon in a conversation with an internationally working executive this week, much success depends on the “business leader’s” ability to make sense of new trends, build the right networks and manage global/diverse teams towards great effectiveness and productivity.

Based on the findings of the 2015 Edelman Trust Barometer (only a few years ago), we used to point out in presentations how there was a less positive attitude towards businesses from emerging markets: the attitudes of respondents towards companies from emerging countries buying a company or investing in a company in their home country along with trust in companies headquartered in emerging markets used to trail behind those in developed markets (especially Germany). The 2018 Edelman Trust Barometer measured different indicators but it is important to note how trust in business and trust towards brands from a number of emerging economies have increased.

Emerging markets have advanced their reputation and integration into developed and global markets in recent years:

First-hand experience: Global business participants (large MNC participants) in our workshops used to perceive products and services from emerging countries as low quality or they would mention that they had never heard about any brands from emerging markets. In recent years, we started hearing more positive associations about businesses from emerging markets such as “innovative, agile, sufficient quality”. They also started acknowledging more competition from emerging markets – perhaps not at a global level but more and more often at local and regional levels.

Brands from emerging markets: BrandZ Top 100 Global Brands ranking reported 2 brands from emerging markets in 2006 Vs nearly twenty brands in 2017, thirteen being from China.

Leadership from emerging markets: In recent years, not only have we learned about emerging market business leaders like Ratan Tata and Jack Ma but also about different leadership styles such as the Co-CEO system at Samsung or the different change management styles employed by Tata of India and Ülker of Turkey following business acquisitions.

Integration into value chain management: The story of global value chain management has aged but it still continues to share the voice of ongoing value. Anything from our business suits and phones to the planes we fly and critical business activities such as website design, research and project management is the product of very diverse markets.

Globalization in innovation: The 2018 GE Innovation Barometer reports that large multinational firms started being perceived as innovation drivers due to their ability to connect innovative thinking across borders in critical networks. GE itself has opened 8 innovation centers in countries including Turkey, the UAE, China and South Africa wrote Ussal Sahbaz in “Why large companies became the new drivers of innovation and what to do about it.” Also, Turkey for instance, was one of the biggest gainers on the 2018 Bloomberg Innovation Index and moved up by four spots due to improvements in tertiary efficiency, productivity and other critical categories. South Korea ranked as the top innovative country along with Sweden.

How does your business leverage the interconnectedness of global markets and how does this new competitive trend help your business reach for higher standards and better business output?

New! Health Conscious Global Mind: Did you know that having high levels of energy was identified as a significant Global Mindset attribute in studies? Working across global complexities including much travel invites the global professional to being more health conscious. Experience exchanges to follow in future issues. Do you have tips for the global business community? We look forward to success stories that we can share in this newsletter. Please share via info@strategicstraitsinc.com and let us know if you would like your name mentioned when we share your story.

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StockPhoto 1 - Sugar and CoffeeAn executive expressed her discomfort during a lunch hour with a colleague from a different culture recently. This is the moment that can make you hold your breath, describe your experience vividly to colleagues, friends and family, and think if you could go through a similar experience again.

 

 

 

 

Here are other experiences that get mentioned:

  • I really need to get used to this food if I am to have more dinner meetings like this.
  • She was waiving around with the knife (in her right hand) when she got excited during the meal.
  • One must dress rather formal to these events.
  • There was not enough time to eat and get to know each other.
  • He kept putting his shoe right at my face.
  • He talks so loud that the entire room can hear.
  • They share their personal lives on the company social media site.
  • Traffic was awful.
  • The buildings feel so tall.
  • I don’t know if I can work in this open work space environment.
  • How can I get used to this kissing in business encounters.
  • They don’t use deodorant here.

 

Can you think of similar experiences from your life and how do you manage these situations?

Last week we mentioned the importance of strategic networking. These situations are experiences that can present themselves during networking. They don’t sound very fun. Yet with a shift in your mindset, they can turn into very enriching experiences:

Let yourself be surprised. Are you possibly limiting yourself by judging situations according to your own culture? You may be missing out on the surprise effect of international networking. Make sure to have a very open mind about international/multicultural encounters. These encounters actually help develop a rich repertoire of expressions and behavior. We can let ourselves be surprised by novelty. There is a chance you will enjoy adopting the unfamiliar behavior to your global business repertoire once you get to know the person or understand the situation more.

Identify the fun. Dive into the awareness world. What don’t you like in the situation and why does the situation present itself? Is there anything positive you can focus on such as the enthusiasm of the other person?

Communicate effectively. Let’s assume that trust exists but there is something that bothers you in a situation. You may choose to say this very clearly as in “Could you please speak quietly” or you may like to deliver your message via a story as in “ When I was in this country the custom was to kiss on the cheeks multiple times. I tend to greet with a hand shake. What are the different ways you like to greet?” The right type of approach will depend on your analysis of the situation, if a cultural adaptation is needed and your level of comfort.

“Recognize, Respect and Reconcile”, the approach recommended by Fons Trompenaars goes a long way in international/multicultural interactions. Reconciliation can also be seen as a negotiation process to resolve a conflict.

How do you find joy in unexpected business encounters and turning them into productive experiences? Please share.

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For ATC Webinar Series_5A key component of networking strategically when networking internationally is cultural awareness. Cultural awareness impacts “with whom” and “how” business professionals need to network to succeed in their international endeavors. According to the Global Mindset® research, building networks across cultures and with influential individuals is a key global leadership attribute that helps build trust across cultures.

 

 

 

 

Below are tips for four strategic areas that will help you enjoy building your productive international relationships.

Self-awareness: Ask yourself if you feel good at networking in your home country. How do you measure success? What would you recommend others if they needed advice about how to build strong networks in your country? Then, notice how some key shared beliefs and values, in other words the culture, in your country influence this advice. Let this then trigger your curiosity about how networks are built in other countries.

The role of culture in building trust: Considering some measurable outcomes of networking are gaining critical information and new relationships, understanding the role of culture in building trust will help you increase the effectiveness of your networking.

Culture impacts the process in multiple ways. One, it impacts “whom to network with.” Studying the work of thought leaders like Geert Hofstede or utilizing tools like GlobeSmart give great insight into the key aspects of cultures that affect business practices including relationship building. Why for instance may it be possible to build immediate relationships at a networking event in one country and why introductions are crucial in another? Two, it impacts “how to network.” While the information above will also shed light on how to network across cultures another great resource is The Culture Map, a book authored by Erin Meyer, where she differentiates between cognitive Vs. affective trust building.

Networking with cultural awareness will help you connect emotionally and develop productive relationships when the networking activity takes place.

Networking goals across cultures: There is much overlap between setting goals in a homogeneous culture and heterogeneous culture situations. However, it is important to keep in mind that networking across cultures can take more or less time than in networking situations you may be used to. There may also be long standing or temporary adverse outlooks on your business topic or country of origin. Mutual understanding and respect go a long way. Discuss networking in a specific culture with other more experienced professionals. Experience exchange is a great way of learning and a great practice for future networking.

Influential contacts and organizations: Start with people you already know. Put your cultural awareness into action, and decide whom or which organizations you need to network with, and how. Keep in mind that organizations that may be recommended for networking can include national and local governments you are not used to liaising with in your home country. Last but not least, mutually helpful discussions are best for productive relationships.

Once you have prepared yourself mentally and emotionally for communicating across cultures, “practiced” different communication approaches (yes, especially in-person networking can benefit greatly from practice), set your networking goals, identified your key networks and set aside networking time on your schedule start networking away and enjoy networking across cultures. This is one of the activities that will move you closer to your business goals.

Stay tuned for more networking insights from experts and professionals working in the international/global field in the near future.

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Bosporus straits 2Did the title of this blog post sound like “support the green Lego piece with the blue Lego piece?”

This is not what we intended. However, learning to engage in international business with vision, confidence and finesse has become easier with the Global Mindset® concept developed by Thunderbird School of Global Management.

Past posts hopefully give you a good overview of this leadership concept. Please feel free to email us at info@strategicstraitsinc.com with any questions you may have.

Today’s focus is on the Intellectual Capital component of the Mindset. As previously posted, the Intellectual Capital is your capacity to understand how your business works on a global level.

Often times, business professionals don’t even think of expanding in a foreign market because they have not much familiarity with this market. This limits their receptiveness to such new experiences (the Psychological Capital) which is critical to identifying the international potential of a business and its ability to grow strategically.

However, the “good news” is that there are a lot of great resources out there that can help you increase your knowledge of foreign markets, cultures, business partners, competitors and customers.

For instance, tomorrow, Sirin Koprucu will be moderating “Moving Forward in Waste Management with Innovative Thinking, a webinar hosted by the American Turkish Council (ATC).

Did your industry knowledge or recent conversations with business partners get you curious about Turkey? The U.S. Embassy & Consulates in Turkey offer great resources to businesses wanting to grow in the Turkish market.

Similarly, Export.gov and SelectUSA in addition to your state and local trade offices/associations can offer great knowledge and help expand your network leading to even greater information.

Last but not least, our familiarity and confidence levels increase in very comfortable ways through daily activities such as visiting an ethnic restaurant or a related exhibit/presentation. If you are in Washington, DC it’s Turkish Restaurant Week. Check it out, (perhaps chat with waiters and other guests) and enjoy!

Stay tuned for tips on improving your Global Mindset levels in the next few weeks.

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02J96040-2Extensive research that included many conversations with internationally working business executives, academicians and students at Thunderbird School of Global Management has identifiedleaders’ ability to influence across cultures and systems unlike their own” as the Global Mindset ®. Today, we can measure and develop an individual’s Global Mindset® levels by utilizing the Global Mindset Inventory (GMI®), a tool validated in 62 countries and correlated with independent people, thought, results and personal leadership indicators.

 

Based on this model, three major areas affect your success in global leadership:

 

  • Intellectual Capital: your capacity to understand how your business works on a global level

 

  • Psychological Capital: your receptiveness to new ideas and experiences

 

  • Social Capital: your ability to build trusting relationships with people who are different from you

 

In the Harvard Business Review Article “Making it Overseas”, Prof Mansour Javidan, the Director of the Global Mindset Institute reported that students in Thunderbird programs improved their Intellectual Capital by 36% and their Psychological Capital by 5%.

Stay tuned for tips on improving your Global Mindset levels in the next few weeks.

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man holding cell phone in front national flag of el salvador symbolizing mobile communication and telecommunication

Recent advancements in 3D-printing allow the Oregon company Icon Construction and Development to aim building homes within 12-24 hours for projects in other countries where homes at this construction speed and cost will be much valued.

Important to notice is also how increasingly more venture capital firms are investing in multinational innovation and recognizing the value of multicultural start-up founder teams.  History validates this strategy. More than 40% of Fortune 500 companies listed in 2017 were started by immigrant founders or their children. The Brookings Institution reported that this figure was more than half among the top 35 firms.

Data from the intercultural field shows that multicultural teams outperform homogeneous teams when the leader is able to lead across cultures and systems unlike his or her own.

Last week we shared Julie Yoder’s blog about helping non-native speakers participate in group conversations with confidence.  Stay tuned for more on this topic while we also start conversations about the importance and ways of integrating international diversity and markets for business growth and multicultural team performance.

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03A38153In my graduate classes and in and my private practice, students and clients often remark on how confident their colleagues or fellow students appear when they are participating in group discussions. They feel a ‘confidence gap’ in their own speaking and many fear they will never aspire to the same level as their U.S. counterparts.

Participating in a group discussion in your target language, especially one that is dominated by native speakers, is an extremely complex and often challenging task. However, if you are only listening and refraining from contributing to the discussion out of fear of making mistakes or having people judge your speaking ability, the others who are present will never benefit from your experience, insight, perspective or ideas. How can you close the ‘confidence gap’?

Non-native English speakers can feel insecure about speaking for many reasons, but regardless of individual challenges, there is one technical skill everyone can master to boost their command over any conversation and raise their confidence in the process. The “secret sauce” for effectively and confidently participating in group conversations in English is the use of discourse markers. Discourse markers are the signposts in any conversation. They send signals to the others speakers such as “I am about to interrupt”, “I want to add to an idea already presented”, “I do indeed understand what you just said”, “Get ready because I am going to respectfully disagree with you”, and “I don’t believe it!”, among many other functions. They are function words and phrases that do not necessarily contain meaning on their own, so looking them up in a bilingual dictionary or typing them into Google translate probably won’t help you understand how to use them. This is one of the reasons why many highly advanced speakers of English still lack appropriate command of discourse markers. As a result, their interruptions and signals in group discussions can sound awkward or unsophisticated — for example, using “please” to interrupt in all circumstances, or saying a plain “No” or “I don’t agree”, which can sound too direct or rude when something like “Perhaps we should consider . . .” would be more likely to win people over to your idea. Intuitive knowledge and use of these phrases give native English speakers an advantage in any conversation, so you should commit to learning and using them if you wish to be a full participant.

If you want to introduce these phrases into your vocabulary and strengthen your command while speaking, you should learn at least two or three phrases for common functions such as organizing your speech, responding, changing the topic, rephrasing, and interrupting. Then put them into practice in all your conversations. At first this may feel unnatural, like you are an actor performing lines, but experiencing how they contribute to the flow of natural conversation should encourage you to keep trying until they feel more natural and you feel more confident using them. For an example of discourse markers in action, see this BBC Masterclass YouTube series. Good luck!

Blog by Julie Yoder, Founder/Lead Instructor, The English Teacher Collective

Julie Yoder PhotoThe English Teacher Collective is an English language instruction company that identifies the individual challenges of international professionals and their families and creates customized courses and programs to meet them in Washington, DC and online.

 

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