Business leaders are often expected not only to direct subordinates but also to develop them to become capable of either better on-the-job performance or of assuming an expanded leadership role. Mentoring or coaching a subordinate from an unfamiliar cultural background is challenging.
Mentoring and Coaching Culturally Different Colleagues is a groundbreaking workshop that addresses this need of leaders who are responsible for subordinates who are culturally different.
The Learn More button will bring a reply from partner Cornelius Grove. Or phone him at +1-718-492-1896.
NOTE: If you're seeking training for international assignees (expatriates), visit our Expatriate Training portal.
Learning and Performance Objectives
The objective of this 1-day workshop is to provide managers with practically applicable insights about the challenges of mentoring or coaching someone from a different cultural background. Addressed are a wide range of social and value differences across cultures. Attendees depart with ideas they can apply regarding how better to approach the mentoring or coaching of someone from an unfamiliar culture.
The first section explores the hidden social expectations and cultural assumptions that underlie participants' attitudes, beliefs, and personal experiences of mentoring/coaching culturally similar others.
As appropriate depending on the participants' backgrounds and the challenges they face, a variety of cultural differences will be discussed. For examples, see our overview of the values underlying mentoring and coaching.
Each participant is given an opportunity to diagnose the challenges that they face, or expect to face, within a cross-cultural coaching or mentoring relationship. Each participant will develop one or two alternative ways of responding in order to be more successful within an existing or anticipated relationship.
The Cultural Values Underlying Mentoring and Coaching
A constellation of values and assumptions drives the expectation that one adult can and should guide another adult to self-improvement. These values and assumptions are not shared among everyone around the world. Here is one example of a difference in assumptions that affects an individual's acceptance of the expectation that another adult can and should help him or her learn and "develop" in beneficial ways:
Individuals learn and grow rapidly as children and youth, after which they continue to be fully capable of improving themselves.
Assumptions of people in different world regions.
Individuals learn and grow rapidly as children and youth, after which they go forth into the world prepared to deal with all of life's eventualities.
ASSUMPTIONS AND VALUES UNDERLYING MENTORING AND COACHING
- Expectations gained during people's early years with parents, teachers, religious leaders, etc.
- Differences in how "people who know" [i.e., experts] are regarded and treated.
- How, and to what ends, people build relationships and trust with those who are senior.
- How individuals' delineate their public and private selves; who is admitted to the private.
- The coachee/mentee's sense of propriety vis-à-vis the social status of his coach/mentor.
- Styles of thinking & persuasion found worldwide, and their impact on coaching/mentoring.
- In-group / out-group factors related to coaching and mentoring.
- Unexpected problems in coaching/mentoring generated by an egalitarian mindset.
- Characteristics of business cultures that impact coaching and mentoring.
Given this and other hidden values and assumptions that differ across world regions, how can mentoring or coaching be successfully accomplished when the business leader is from one culture and the subordinate or colleague is from another culture?
Our workshop is "groundbreaking" because, as senior business interculturalists, we have deliberately set out to meet the need for cross-cultural training on the mentoring and coaching of culturally different colleagues.
OUR SIMPLE PROCESS FOR INITIATING TRAINING IS THIS
|Our Uncomplicated Process||Additional Information about Each Step|
|Contact us by email, phone, or the Learn More button.||We'll need your location, the number of trainees, and the subject/purpose of the training.|
|We hope we can assign a trainer based in your area.||But depending on the subject of the training, our trainer will need to travel to/from your site.|
|Fees depend on days & number of service deliverers.||We do not set fees based on number of trainees. However, see the next line below.|
|We request no more than 20 trainees per session.||If you have over 20 trainees, we will expect either a second session or a second trainer.|
|GROVEWELL has no contract that you must sign.||We do expect to receive a purchase order from you (or other payment guarantee).|
CONTRACTUAL AND FEE-RELATED INFORMATION
- Clients arrange for our global leadership training services by means of either a formal contracting processes or an informal agreement. We adapt to each client’s requirements. We do not require an elaborate contract.
- Our fees are largely determined by the number of trainers and the duration of the training. (We do not charge on a per-participant basis.) For a half-day or less of on-client-site leadership training, we charge 75% of our full day rate.
- Additional fees might apply in some cases, such as for development, customization, or materials design. Any expenses – trainer travel, materials shipping, etc. – are passed on to our client at cost.
- We authorize training to occur after we receive verification from our client that our invoices will be honored. Usually, verification occurs by means of a Purchase Order number.
- For details, contact managing partner Cornelius Grove using the Learn More button, or phone him at +1-718-492-1896.
|Learn more about our course on GLOBAL LEADERSHIP ESSENTIALS.|
|It's GROVEWELL's 2- or 3-day hit-the-ground-running course for corporate leaders with little global experience.|