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With my background as
an Intercultural Trainer and Consultant, and someone who has moved internationally, I bring to coaching a valuable
perspective for people crossing cultures. My role is to bring awareness and understanding that will lead to their professional
and personal success in the new environment.
I don’t tell you how to do your job, I share insights into different
communication styles and beliefs people have. I challenge your assumptions and we explore possibilities for getting fast results in
the new environment.
Culture is defined as: “A system of learned beliefs and behaviors that a group of people
share".
Most of us have experienced several cultures - From the culture of our own family, school,
sports team, class, group of friends, college, workplace, and profession as well as gender, ethnic group, religion, and geographic
region etc.
We become aware of other cultures when we interact with people who see the world differently and have different
assumptions about what to believe and how to behave.
It becomes more acute when we cross into a new culture and we begin
to feel like fish out of water. Crossing Cultures You could be a mid western woman about to move to France on assignment; a scientist
making the move into sales; a hospital doctor joining a pharmaceutical company or an expatriate returning to your home headquarters.
You are moving from one set of assumptions about the way things are into a different world where people expect
you to behave and communicate in their way.
It is often hard because the rules are unwritten. It takes a new set of skills,
as well as the ability to adapt, to make this a successful transition.
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COACHING ACROSS CULTURES by Richard Cook & Philippe Rosinski
This article by Richard Cook and Philippe Rosinski includes several extracts directly
from the book ‘Coaching Across Cultures’ written by Philippe Rosinski - New Tools for Leveraging National, Corporate
and Professional Differences. The Recent Discipline of Coaching
Coaching is a pragmatic humanism. Coaching values well-being
and fulfillment. It emphasizes self-care, quality of life, and human growth. Coaching is also a method to enhance performance
and a leadership style that gets results.
Coaches help people find practical solutions to the concrete challenges they
face: how can people make the most of their time, improve leadership and communication, achieve ambitious work goals, have
a better life balance, understand and use emotions, develop their creative thinking, overcome harmful stress, establish constructive
relationships, and so on?
Coaching and interculturalism have existed till now as separate disciplines, missing cross-fertilization
opportunities. I have endeavored to systematically integrate these two domains with the goal of building bridges between coaching
and interculturalism to the benefit of both professions.
The Global and Cross Cultural Context
Facing increased competition and changing conditions, corporations and other organizations
have to achieve more output with fewer resources. They need creativity and flexibility to deal with unexpected challenges
and to seize new opportunities. They can no longer afford to waste their human talent. Instead, they must nurture, develop,
and deploy their human capabilities, while making themselves attractive to the best talent. Until recently, coaches have relied
on common sense, communication techniques, and psychological perspectives (such as behavioral psychology and emotional intelligence).
Given the amazing challenges in a global and turbulent environment at home and abroad, this is no longer sufficient. Traditional
coaching has assumed a worldview (i.e., American and, to some extent, Western European) that doesn’t hold true universally.
Culture must now become part of the equation. Although the concept of culture sometimes evokes nations (e.g., British culture,
French culture), the Coaching Across Cultures approach considers cultural groups of various kinds, the most common ones (apart
from nations) being corporations (e.g., Unilever and Bestfoods) and professions (e.g., artists, teachers or professors, engineers,
and business managers).
In other words, the Coaching Across Cultures approach is not solely written for working
across cultures in an international sense but also for those working with people from different organizations and backgrounds.
This said, the Coaching Across Cultures approach is in fact more concerned with cultural perspectives (e.g., alternative ways
to communicate) and what can be learned from them than, say, describing the cultural characteristics of particular nations,
corporations, or professions.
The
Evolution of Coaching
Because
coaching is about helping people to unleash their potential, integrating the cultural dimension in your coaching process makes
it possible to deploy even more potential by tapping into various possible worldviews and also by expanding your repertoire
of options. Coaching across cultures should not be viewed as a new coaching specialty. It is, rather, a “paradigm shift,”
an enlargement of coaching as most people have practiced it to date. In our international and intercultural society, coaching
across cultures represents a positive and inevitable evolution of coaching. Consequently, it is destined to become mainstream.
Communicating Across Cultures
One key problem
is that each person brings with them a set of expectations as to how to approach the communication. The danger is to assume
that the communication style and the core values that underpin that style will automatically be accepted as the most appropriate
by people from other cultures.
However, there are significant cultural differences in terms of ‘best practices’
associated with communicating with others in a coaching context. If such differences are not appreciated and managed, the
resulting frustrations and misunderstandings can lead to confusion, a sense of discomfort and to frustration and poor results.
On the other hand, when those differences are embraced as an opportunity and as a source of richness new options and more
choices become available to all parties.
Leveraging Cultural Differences
Coaching across cultures means looking for opportunities to unleash more human potential
by leveraging cultural differences. The outcome is increased performance and fulfillment. The following case study illustrates
how this can be done.
CASE
STUDY
Mark
Philips, a British director of the U.K. operation of an international corporation, was asked to manage the European Nordic
Region. The regional head office was based in Stockholm, and most employees were Swedish. These Swedes had acquired a negative
reputation among other European staff members, resulting from a series of misunderstandings due to poor inter-cultural awareness
on all sides. During the coaching sessions, the coach encouraged Mark to learn more about Swedish culture.
Stepping
into the ‘others’ shoes’
Rather than assuming a lack of commitment from the Swedes, Mark was challenged
to view the puzzling behaviors he had observed through the lens of Swedish culture itself and to proactively look for the
merits of their cultural orientations rather than the pitfalls. Mark realized, for example, that the Swedes’ absence
of agitation and frenzy (which he was accustomed to) had some advantages. For Swedes, being referred to as kolugn (calm as
a cow) is a compliment. It suggests virtues of patience and of maintaining one’s cool no matter what happens. Mark had
initially been infuriated seeing Swedish employees calmly sipping their cups of coffee and taking a lot of time off, apparently
unaffected by the business pressures to deliver results quickly.
As it turns out, this is not laziness; Swedes simply
value their leisure time highly. Furthermore, Mark found that independence is also important to Swedes, who want to be their
own masters. They do not show off or try to appear different. Yet, they simply back out when coerced. However, Swedes are
comfortable with very direct communication and in fact expect straightforwardness.
Consequently, Mark stated his expectations
precisely and quietly, while offering his support if they needed help. He gave the Swedes time to reflect on how they would
go about meeting specific business challenges. They eventually agreed on a plan. The Swedes proved very reliable at carrying
out the project as stated. Their fellow European colleagues started to appreciate them.
Mark was able to earn the respect
of Swedish employees. Even more important, Mark went beyond adapting his behaviors to fit into the Swedish culture. He was
inspired by the Swedes and what he was learning from them. Life balance is something Mark decided, having seen the Swedish
example, to make a top priority for himself. Moreover, he learned from the Swedes the virtues of being patient and of calmly
putting issues on the table without beating about the bush. He blended these traits with his own British cultural traits and
thus enhanced his leadership repertoire.
As this example shows, the coach’s aim was not only to unleash human
potential (as a traditional coach would do), but also aspire to make the most of alternative worldviews. In reality, coaches
and leaders may not always be able to emulate individuals who manage to find richness in cultural differences. But it is important
to become aware of your own cultural characteristics, decipher underlying worldviews of others, and use cultural differences
constructively as this case study shows.
Coaching with a national and corporate cross-cultural focus does not yet
prevail. It should be apparent that traditional coaching has implicitly reflected particular norms, values, and basic assumptions
that reflect the originating culture of the field of coaching, the United States, and do not necessarily hold true universally.
Richard Cook can be contacted at: richardcook@global-excellence.com. Philippe Rosinski can be contacted at: philippe@philrosinski.com
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