jump to navigation

Building rapport in a global environment June 20, 2009

Posted by rickbron in Bronder On People, Building rapport, Building trust, Communication, Global leadership, Knowing your people, Leading globally, Management, Networking.
Tags: , , , , , , ,
add a comment

rick-picture

Building rapport with global team member is a daunting task for most global team leaders.  The Big Dogz know that using a structured approach and a consistent information capturing tool goes a long way toward helping you be effective at building rapport over the chasms of time and distance.

In building rapport, the first thing all effective leaders focus upon is the people. What do I want to know about my team members? What information would be useful for me to customize my approach and interactions with the team member? Actually, the techniques for building rapport over time and distance are no different from building rapport face to face.

Create a list of topics that would be useful for you.

Here are some work related examples:

What job experiences do they have?

What are their career objectives?

What is their preferred communication style?

How do they like to receive feedback?

What is their favorite (most and least) work assignment?

What are their strengths?

What skills would they like to acquire?

What is the anniversary of them joining the company or your team?

Here are some personal related examples:

What is their commute?

What hobbies do they have?

What pressures do they experience outside of work?

What is their family situation?

When is theiur birthday?

Who are the people they admire?

What is their favorite television show?

Do they like sports? What teams?

Another key set of information that may be useful in a global environment is cultural data such as:

National holidays

Tourist attractions

Key historical events

National heroes

National sports teams

Public figures

Geography

Climate

You can develop your own list of information that would be helpful to you. Try to fill in the information for each item that would be useful for you.

Acquiring this information is an art form in itself! I am not suggesting you conduct an interrogation to discover the answers to these or other questions you may have about your team members. An effective technique to help you discover both work and personal related information is to first share something about yourself. To discover someone’s hobby, you might mention that you went on a hike this weekend and enjoy hiking. They may respond that hiking is not something they do, but they prefer cycling. Or, they may not respond at all. The key is to listen for information that can help you build rapport.

Once you have acquired information that is useful to you, I suggest you put that information into a file related to this person. Sales people use this technique when acquiring information about key clients. Standard contact management software like Outlook and BlackBerry have specific places where you can store this information. I am not well known for my ability to recall information about people, so for me, this technique is quite useful. Prior to making contact with people, I frequently review my information file to allow me to customize my approach to them.

The Big Dogz also know that people are interested in them. Think about what you would want your global team members to know about you. Prepare a short introduction presentation and deliver it to any new team members. Periodically review the salient points of your introduction at team meetings. Give people an opportunity to build rapport with you.

Focus on what information is important, capture that information and use it to customize your approach to building rapport with global team members.

Advertisements

Leading a global team April 7, 2009

Posted by rickbron in Bronder On People, Getting what you want, Management, Management Principle, Team basics.
Tags: , , , , ,
add a comment


 

 

 

Do you have to lead global teams? Many companies are expanding globally to take advantage of the basic economics of hiring workers. While some of us may not agree with that strategy, it is widely adopted. It is not the purpose of this entry to discuss the viability of international outsourcing. It is my purpose to give you some tips and techniques on how to be more effective in that environment.

 Some of the most common challenges facing managers and leaders in a global environment are:

  • Staying connected
  • Time differences
  • Alignment or mis-alignment of goals
  • Language
  • Culture differences
  • Expectations of senior management
  • Managing performance

 Not everyone can be successful as a global manager or leader.  Effective global leaders typically have:

  • A willingness to communicate, form relationships with others, and try new things
  • Good cross-cultural communication and language skills
  • Flexibility and open-mindedness about other cultures
  • The ability to determine if a global worker is performing up to expectations

 The principles that guide us in becoming an effective team leader with co-located teams also apply in the global arena. However, the effective global leader is aware of four factors that affect their performance in a global situation.

1.      Pay more attention to time. Things just take longer when you are acting globally. It is sometimes difficult to convince senior management of this concept, but it is true and the global leader must consider it. In addition, the effective global leader understands that not everyone lives in the same time zone.

2.      Have more patience. Since things take longer and people do things differently across the globe, the effective global leader has more patience. I once had a manager tell me, “I know I need to learn more patience. How long will this take?” Learn how to breathe deeply or learn the art of Zen or something to increase your patience. You will need it.

3.      Make effective use of technology. The purveyors of technology are rapidly working to close the global gap. Global leaders have telephone and visual technology available to access people in any part of the world. Learn the technology and use it to help you close the global gap!

4.      Adapt to different cultures. When everyone shares the same building, it is easy to interact culturally. Once you go more than 50 miles, nuances start to creep into the culture. Just imagine the cultural differences when the person is over 5000 miles away. It is the responsibility of the global leader to create a team culture. That culture must not violate any of the cultural taboos of the global community.

 Using these four factors as a foundation, I will be writing a series on leading global teams with emphasis on communicating, building rapport and getting results.  Stay tuned.