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First Bosphorus Bridge in IstanbulAre the negotiating parties in your next negotiation in another country or from other countries? Would you like to utilize a problem-solving mentality at an upcoming conflict management situation?

See below Şirin’s interview with Dr. Karen Walch, Co-Creator of Quantum Negotiation certification and coaching program, Partner at Clair-Buoyant Leadership™ and Emeritus faculty at Thunderbird School of Global Management. She is also a member of the International Coaching Federation and the International Applied Improv Network to learn more about improvisation and creativity in uncertain and unpredictable situations.

Şirin: I know you have your way of defining what negotiation is. Would you please share here your definition of negotiation?

Karen: Any time you need something in life, you engage with others to get what you need. This is negotiation. That means any time you have to share limited resources, like time or money, or you are creating something new, or solving problems you are in a negotiation. Negotiation is a fundamental activity to get what you need in life. Negotiation does not have to be intimidating or anxiety-inducing because it is the deliberate practice of getting your needs met. Sometimes Negotiation, big N, is an event that takes place in a boardroom, or at a car dealership. However, whenever we create new ways of doing things, share limited budget resources at home and work, or cooperate to solve pressing problems, we are negotiating, small N .

Şirin: When is a good time to negotiate and when does a condition not lend itself to fair negotiations?

Karen: The ideal negotiation is one where you have common and converging mutual needs with your counterpart, such as a buyer needs what a seller produces . The most difficult, and some would say impossible, time to negotiate fairly is when one party has a monopoly of authority and resources, whether its economic, organizational or social. This means they have all the leverage – or the levers to reward and punish you, and you have little to no alternatives to your dependency. Where a monopoly of power exists or the game of psychological warfare is too intimidating, both the process and the outcome of negotiation can lead to very unfair outcomes. However, Quantum Negotiators are able to explore the invisible sources of power and leverage in any negotiation situation to convert what looks like a monopoly or a nonnegotiable situation into one that is negotiable. This is done with intentional preparation.

Şirin: What are the critical stages of a negotiation process?

Karen: The pre-negotiation and preliminary stage of a negotiation are the first stages overlooked by many negotiators. Most negotiators prepare for the opening stage to assert their firm, optimistic first anchor or most aggressive proposal. However, the most successful negotiators do their pre-negotiation preparation by exploring not only what they want, but also why they want the desired outcome and how they will behave and engage with a counterpart. For example, it is important to explore why a purely self-focus, winner-versus-loser approach will not harness the full potential and creativity of a negotiation for a potential partnership. When pre-negotiation planning mindfully focuses on how to develop “power with” a counterpart vs. “power over”, negotiaors are able to create both in the opening and exploration stage a much more sustainable, prosperous and satisfying experience. Clarity about one’s own emotional, social, physical and sense of purpose increases the comfort and ability to lead others to cooperate and create value for all parties. Once parties explore in the preliminary stage the range of concerns and issues that they both have, they then can state their first proposals and establish the gaps they often have regarding their solutions. The more trust and engagement the parties have with one another, the more they can expand the pie and explore a range of potential solutions rather than defaulting to a battle of wills to eventually get agreement. Once all the options are explored, the closing stage can be fair and intentional based on the clarity of the needs of all parties.

Şirin: Which stage do you find is most consequential and why?

Karen: The most critical stages are the pre-negotiation and preliminary stages because when a negotiator has clarity about their needs, values and how they want to behave they have the anchoring they need to listen and engage a counterpart. With clarity of one’s own needs in the pre-negotiation stage, negotiators are able to guide and lead others to explore the nature of the potential needs of the relationship. This kind of clarity is like an anchor to a buoy which is required to meet the challenges when sharing limited resources, creating new unknown opportunities and getting things done under pressure. Under the constant demands and limited time found in most negotiations, negotiators can style shift and be more resilient — they can right themselves even when tossed around in the “turbulent waters” of negotiation. Mindfulness and reflection on the human elements have become increasingly the most important strategic requirements for negotiation today.

Şirin: How do international/global negotiations differ from negotiating in your home-country conditions and what kind of knowledge, skills and perspectives are important to succeed?

Karen: Cross national negotiations can take many of us by surprise since the way we value time, silence, physical space, or how we behave can differ across countries. If for example, you have lived and worked with a fixed time culture and you begin to work with others from a fluid time culture, you may experience some disappointment. Just because you had been rewarded and expected to value fixed time in your own culture does not mean this will be rewarded and reinforced in a fluid time culture. This can create a lot of frustration, judgment, disappointment — a general range of negative emotions. Therefore, cognitive skills in global negotiation includes a deeper understanding of how complex and contradictory the history may be in some countries, and how business is done in different parts of the world. A skill and passion for adventure and diversity require a level of self-assurance and curiosity in cross cultural settings. Because the preferences about communication, time, and physical space, for example, may differ from your own, it is necessary to stay optimistic and curious to avoid the trap of negative judgments about those who hold different points of view about how to “appropriately” behave in negotiation.

New social, challenging environments will require more diplomatic and intercultural skills of empathy and engagement of others where there are cultural gaps. Global negotiation skills are needed to coordinate more complex and integrated issues than ever before. Everything moves at a speed and in volumes that would have been inconceivable just a decade ago. It is no wonder that our human nervous system is often anxious and uncertain in global negotiations . Successful negotiators have learned that mastery of interdependence is a key skill to get what you need– including tangible and intangible goals, and collective and personal ones. Like masterful bilingual speakers who can “code switch” from one language to another, successful negotiators are able to shift their style in diverse and unpredictable situations. The most critical step toward this powerful behavioral skill is awareness of our own “codes”, expectations, and values and how to achieve shared goals by shifting styles when engaging with others.

At StrategicStraits, we specialize in global business solutions. Our interconnected world poses more and more opportunities to partner and collaborate. This also leads to diverse problem or conflict situations that can be resolved with the right mindset and sills.

We thank Dr. Karen Walch for her insights and sharing her expertise, and look forward to connecting with everybody interested in this topic at a webinar (live Q&A session) on Thursday, May 23.

Please join with your questions regarding an upcoming negotiation or conflict management situation ready to be posted in the chat box in Zoom.

Share this post to attract as diverse a participation as possible.

Karen Walch Tmbn PhotoDr. Karen S. Walch is a Partner at Clair-Buoyant Leadership™ and author of best seller Quantum Negotiation: The Art of Getting What You Need®.  She is an Emeritus faculty at Thunderbird School of Global Management.

Karen’s research and coaching specialization is in social interaction skills of negotiation, collaboration, influence, and inclusion. Her facilitation and coaching are focused on developing leadership behaviors for maximum personal and organizational impact in a disruptive global economy.

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Lego Serious Play 2“Are you ready for serious fun?” says Steve Morris, a LEGO Serious Play® facilitator certified by the Association of Master Trainers. Şirin interviewed Steve on the power of LEGO Serious Play and you can join us at our upcoming webinar to ask any questions you may have for solving serious problems in a fun way that also helps thrive cohesiveness in teams.

What is Lego Serious Play and how long has it been around?

LEGO Serious Play is a facilitated meeting, communication and problem-solving method where participants are led through a series of questions and build their responses in 3D. The method is built around the concept that the knowledge exists already in the room, and the structure allows us to have that knowledge be surfaced as a creative way of solving problems that have no straightforward, or possibly multiple solutions. The methodology was developed by the LEGO corporation 20 years ago for their strategic planning process, and has been refined and field tested ever since.

How can businesses utilize this methodology for results?

The structured framework is the key to allowing a group to come together to solve a difficult problem. Traditional brainstorming techniques have been discredited years ago, and the LEGO Serious Play provides a way to unlock the team’s potential and get the group finding tangible solutions. It has been used successfully for everything from getting a team to come to a shared understanding of how they are going to work together better, to developing the organization’s guiding principles for their emergent strategy initiative.

Can you share some success stories from your practice?

One of the key advantages of the method is developing psychological safety, which is the most important trait of en effective team according to research done by Google on their own teams. Establishing this safety really allows the individuals and the group to go deeper, and I have personally found it very powerful in examining my own business. I have seen the method really allow people to share in ways they would never have done before and seen the unique insights that start coming up when people pick up bricks and begin building their ideas.

Why exactly does it work in unique ways?

Firstly, it is play, Serious Play, but still fun, and with that comes a relaxation from the participants that allows real creative thought to arise. To me the real magic is in the hand-brain connection as when we start building things with our hands we begin changing, rearranging and cementing knowledge structures in our minds. Finally, the structure allows everyone to participate, and we get 100% lean-in engagement in contrast to the usual business meeting dynamic where one person dominates with 80% of the talking and everyone else checks out.

What led you to training and consulting with Lego Serious Play?

I am passionate about helping people solve problems, and for over four years I have been exploring lots of paths to help people get their ideas out of their heads and to build them in 3D. The LEGO Serious Play method has been an instant winner for me because there is no barrier to having a group of adults pick up bricks and start piecing them together as their thoughts gel. I have really enjoyed working with the tension between Serious and Play, and seeing people light up as they get to do real work while having fun.

At StrategicStraits, we specialize in global business solutions. Our interconnected world poses more and more diverse problems, and the ability to solve these problems in creative ways is a critical leadership skill.

We thank Steve Morris for his insights and sharing his expertise, and look forward to connecting with everybody interested in this topic at next week’s webinar. Register for Free 30-Min Webinar with guest speaker at 11:00 a.m. EST on April 25, 2019. Please join with your questions or your own experience utilizing the Lego Serious Play ready to be posted in the chat box in Zoom.  Share this post to be able to include as many as possible in this opportunity to connect.

Steve Morris 2Steve Morris is passionate about helping people with solving problems at work. Originally from New Zealand, Steve’s background is a creative design engineer. He started his career designing sail boats for the America’s Cup and Volvo Round the World Yacht Races, and created a makerspace workshop in Silver Spring, MD, to inspire and teach people how to be creative.  The Catylator workshop taught hundreds of teens and adults how to actualize themselves as creative beings, and had notable success with helping young women open to pursuing STEM career paths, and providing unique professional development for organizations such as the DC Public School system. Steve helps teams in organizations work together more cohesively to solve problems rapidly, using his toolbox of time-saving and effective structured frameworks: LEGO Serious Play and Design Sprints.

Steve has a Masters Degree in Engineering in addition to an MBA from the highly ranked Smith School at the University of Maryland.  He has been a certified Project Management Professional (PMP), is a LEGO Serious Play facilitator certified by the Association of Master Trainers, and is certified to facilitate Design Sprints.

 

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US Map 2You miss 100% of the shots you don’t take. said Al Lichtenstein during our webinar on building networks and networking with a global mindset. We discussed best practices in networking especially by looking at networking experience in the United States. Here are key insights from our discussions:

Stay in touch; starting to network when you need to will take more effort. Networking should be part of your everyday life. Being informed about your networks will help you be more productive and ultimately more marketable. Building networks to reach strategic goals will help decision makers make confident and enthusiastic decisions about your candidacy or business.

Networking is very much about being visible.  Try to meet in-person to also have time to connect at diverse levels and make a visual memory. An in-person meeting will reflect your energy levels. Look to build trusting relationships.

Prepare to be resilient. Getting a new job or identifying a new business opportunity can take time, especially if you have not been networking for a while. Networking can feel daunting and can involve a great deal of rejection. Prepare mentally and physically for this journey.

Share your story with a succinct message.  What makes you different and why? Understanding why you are qualified for a particular job or a specific business opportunity can open up even more doors in the same direction. Let others know what energizes and motivates you about this kind of work.

Utilize social media. Often times, when we ask how people engage with their LinkedIn contacts they don’t have a quick answer. Use social media to learn, connect, share and possibly co-create (posts) for visibility.

Always be aware of networking opportunities during normal routines. You may meet your next opportunity at the gym or a social function.

Develop and become part of an ecosystem that provides value to your clients and contacts.  Being in touch with contacts requires resourcefulness. We are much more resourceful when working with others who have diverse areas of subject matter expertise of interest to our clients and contacts. We become valuable to clients and contacts when they achieve success by being in touch with and working with us.

Be organized.  Networking is a path towards your strategic goals. You will most likely need to make connections between diverse contacts. Make sure to take notes and keep a journal. Spreadsheets can work great for this purpose.

Set networking goals.  Building business in three to six months-time can require at least six diverse forms of calls on contacts per day. The more contacts you make, the greater the chances of you achieving your goals.

Remember cultural differences in networking.  Building trust and a long-term outlook on relationships vary across cultures when networking. While your group associations and relations may be important in the culture familiar to you it is typically important to understand the problem and demonstrate your capabilities in the United States. Good conversation starters may be the weather, sports, hobbies and how a person may have joined the job, event or industry, and are sensitive to any privacy concerns people may have. The United States also covers a large geographic area and people’s world views and business practice may differ significantly according to the local culture and their own diversity factors. It’s necessary to analyze a situation from a cultural, regional and personal perspective before building your networking strategy and tactics.

Thank you, Al for sharing your expertise with many examples and stories from your own experience which lit the way to networking for success in the United States for us.

Looking forward to great conversations again soon…

Al LichtensteinAl Lichtenstein is a senior human resources executive and a career coach with a track record of achieving results. Before founding HR RESULTS, LLC, he worked for companies in the professional services and life sciences industries.  Being a hands-on head of HR and a contributing member of the senior management teams, Al is used to recommending strategic HR initiatives and then “rolling up his sleeves” and implementing them. His Human Resources departments supported organizational growth and development by being customer focused and highly responsive.

He has extensive experience addressing strategic organizational HR issues, designing and implementing results based performance management processes, aligning them with organizational reward and recognition systems. He developed and facilitated programs for company selection processes, focusing on interviewing skills and creating legally sound behavioral interview questions. He designed, implemented and conducted management and leadership development training programs and facilitated cross functional teams in the creation of career ladders and career development programs.

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Starbucks Roastery Milano - the buildingHow was Starbucks able to create a unique experience in its store in Milan? How does YouTube leverage the diversity of its users to find diverse applications of its technology around the world? How do these questions compare with an international business problem you or your business is facing?

Below you can find critical insights Bruce Burnside shared from the field of anthropology at a Global Mindset in Action webinar in March. The perspective and toolbox of the anthropologist may be just what you need to solve your current business problem.

Start with a beginner’s mind. Test your assumptions when confronted with a new cultural situation.

Engage from a point of rapport and trust. Letting go of your pre-existing judgments and opening your mind up to considering different perspectives will lead to a flow of information.

Ask “why” often and in different ways. “Tell me more about this” can be a very useful way to elicit more critical information and identify commonalities in thinking or connecting.

Observe to obtain unspoken information. Adopt a practice of objective observation. Observing a situation may enable to identify the hidden information behind words and give you the opportunity to ask for the story explaining the situation or a cultural phenomenon.

Embrace difference and diverse thinking without fetishizing it. When did you practice something that you learned in a different culture to see how this might work for you or because you liked the practice? Embracing diversity can result in great creativity and innovation.

Last but not least, Bruce provided an example where an experienced researcher found herself learning something new in one of her workshops by listening to her frustration. Frustration in international business may not necessarily be a problem. When we intentionally take a moment or a pause to reflect on this frustration and potentially enlist help we may learn something very new that advances us.

We ended the webinar by deciding to take a pause for reflection regularly and when necessary. Thank you, Bruce for sharing your expertise with many examples and research stories that truly helped us form a new repertoire of thinking, researching and innovating.  Looking forward to great conversations again soon…

Bruce BurnsideAnthropology is the science of human beings.  As technology becomes a much bigger part of the human life and we need to acknowledge the role of technology as a new diversity element in business. We think there is great value in the perspective of the anthropologist.  We thank Bruce Burnside for his continued contributions on the Culture Curious Global Minds Blog. 

 

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Progression of man mankind from ancient to modern

Better late than not was our motto for the first Culture Curious Global Minds article of 2019, and we wish health, happiness and peace in the new year. 

Before you continue reading, here are the two reasons for this delay: we’re late in writing because one, 2018 left us with some new cultural awareness. We counted at least seven different ways to ask “why” in German: warum, weshalb, wieso, weswegen, wofür, wozu and aus welchem Grund. Two, we were able to dive into exploring this further with Bruce Burnside, a PhD candidate in Anthropology and Education, Columbia University with much research in Germany and Turkey.

Bruce said it’s only fitting for a word with such potential. And I say please read on because in our interconnected (shared) day-an-age which will go into history as the Age of the Fourth Industrial Revolution, anthropological curiosity is the one key (must-do) citizen and business activity that will lead to not only exponential innovation but to exponential shared prosperity, health, competitive (free) thinking and peace.

While we only have the one “why” in English, we would do well if we remembered that our one word can be nuanced in many ways and produce many diferent kinds of results. 

“Why” is a powerful word. As parents we know it can be a key tool for our children to learn about the world around them. They learn that there is a reason to wait at a stoplight, give a hug or to eat spinach. And slowly, they stop asking this question for learned reasoning and utilize it for new learning.

Adults also realize the limits of “why”. We come to know that there are many, many things without obvious reasons. So, we utilize the question to understand and clarify. Sometimes, we ask “why” as an attack and prod for answers with force. We also know that there are times when we cannot ask why or only in certain ways. In front of a stern boss, we may feel we have no place to question a command. Pulled over by a police officer, we may only timidly question the reason.

“Why”, despite being part of our everyday lives, is a word that is worth getting reacquainted with, for it can open new worlds to us, including a reopening of our own.

A cultural anthropologist uses the word in a similar way to a child when studying a society different from her own. After all, the anthropologist may be learning the local language for the first time, as well as the customs, mores and rites of that society. Things that are so common and everyday, and which seem obvious to its members, become key ways to understand a culture. The anthropologist will ask “why” about the simplest things from why people eat this food but not that one, to why they sit at a family gathering in one order and not another or why they call upon divine help in this instance but not that one. She also knows that people often have never had the need to articulate these reasons, and may not always know/remember them. This “why” is not the demanding why of an inquisitor, but is instead asked in an open and curious manner, and commonly followed up with “Tell me more about that.”

This open-ended questioning can lead to an exploration by both parties into reasons or (or lack of reasons) that shape our everyday lives. There is also a curious effect for the anthropologist. Confronted with different ways of doing and being human, she may for the first time turn the questions on her own culture. Why do we do this and not that? There are things that may have seemed like universal truths, but are suddenly challenged by her new observations. The anthropologist Margaret Mead, in her first fieldwork in Samoa in the 1920s learned that this South Sea Pacific society did not have a concept of the angsty, rebellious teenager. There, teenagers were calm, relaxed and contented. Mead was forced to ask herself if the “typical” teenagers at home and their problems were not just the result of passage through a “natural” phase, but instead, a product of American society. New “whys” emerged: Why do we assume some things are “just the way they are”? What if new skeptical evidence allows us to learn that things do not have to be one way. What might we do differently?

Anthropology is the science of human beings.  As technology becomes a much bigger part of the human life and the business world, and as a not only welcome but also forced collaboration/sharing of information/goods/services/equity increase we see the value proposition of the anthropologist re-emerge. Stay tuned for more thoughts and expertise from Bruce Burnside and anthropologist colleagues.  Thank you, Bruce for your first contribution on the Culture Curious Global Minds Blog and we look forward to hearing much more from you.  “Please tell us more about that!”

Bruce BurnsideBruce Burnside can be reached at linkedin.com/in/bruce-s-burnside-a9173516b

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As we prepare for 2019, I wish all friends and colleagues many opportunities to share with family, friends and colleagues.

Sharing is a powerful word in today’s business world. We share and connect on social media multiple times a day. We use shared business platforms multiple times a day to get things done faster and more efficiently (as users and professionals across sectors).

The wisdom of sharing is being rediscovered in the 21st Century but its oldest forms of use may still be the most effective and productive.

Fun…love…learning…understanding…resilience…curiosity…inspiration…more love…trust…creativity…

These are the treasures I got from a recent multicultural potluck dinner. We celebrated different cultures around the world. We shared and connected with our immense interest in different cultures. We listened to personal stories of tension, comfort, courage and joy while enjoying food prepared or offered by the storytellers. In the end, we left “not as one person” but enriched through “many in one”.

Sharing food and stories connect people at very personal levels and can result in very transformative experiences and new paths.

This connection is invaluable for leadership and global or cross-cultural leadership.

So, while wishing health, success and prosperity might be the one sentence I could write here I am writing more to wish many opportunities to connect with families, friends and colleagues as we say bye to 2018 and hi to 2019!

Note: this post is dedicated to the Washington, DC Chapter of the Society of Intercultural Education,Training and Research (SIETAR).  Please check out the wonderful new website.

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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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