Motivating Across Cultures - globesmart.com

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Motivating Across Cultures:

Encouraging Higher Performance22 April 2021

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Aperian Global

Research-Based Thought Leadership

Global Scale / Customized Service

Range of Solutions: Consulting / Learning Facilitationin more than 60 countries

30years

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Forbes Top 100Management Consultancy

Fortune 100 trust us with their global talent development

We license

an online learning tool with over 1 million registered

users, to 165 organizations and universities worldwide in

13 languages

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Introduction

• Aperian Global Director of Consulting in Asia Pacific, based in Singapore.

• Specializing in Leadership Development, Culture, Inclusion and Diversity over the last 21 years.

• Designed and facilitated developmental interventions for over 10,000 leaders from 30+ cultures across multinational corporations and SMEs.

• Co-developed and facilitated Fair Employment Programs for Singapore Tripartite Alliance of Fair Employment Practices (TAFEP)

• Prior 15-year career in Advertising in client-facing strategic business development across Asia and the UK.

• Learn through self-reflection, fun, empathy and practice.• Mantra “To make a positive difference”.• Sociology - National University of Singapore

FACILITATOR

Mui Hwa NG

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Current Challenges in WFH situation

Motivating Across Cultures:Encouraging Higher Performance

AGENDA

1

Are Common Tips Enough?2

Cultural and Motivational Factors3

Application of Understanding Core Motivational Drivers4

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Common Challenges in:Connection, Coherence, Communication

THE CURRENT CONTEXT:

DISTRACTED EXHAUSTED CONFUSED

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Going Beyond Tips

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The Lens of Culture

Visible

AttitudesAssumptions

BeliefsValues

Behaviors Behaviors

Culture A Culture B

AttitudesAssumptions

BeliefsValues

Drives & Shapes Behaviors

Less Visible

Drives & Shapes Behaviors

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Definitions of Motivation?

A reason or reasons for acting or behaving in a particular way

Oxford Dictionary

Enthusiasm or Need for doing Something

Cambridge Dictionary

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Internal vs External Motivation

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Debunking Myths About Motivation

Bra

nd

Elev

ated

Titl

es

Mor

e $$

$$$

Com

petit

ion

Perk

s

Gratitude

Team

Wor

k

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Motivate for Higher Performance

Success: Belief, Guidance,Encouragement

Orientation: To work towards to avoid

Connection: How engaged

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Talking About Culture:Stereotypes & Generalizations

GeneralizationsStereotypes

NEW INFORMATION

Fixed and oversimplified opinions or judgments

General statements or ideas

Always

NeverAll

None

Either/Or

Most

ManySome

Usually

Typically

Generally

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GlobeSmart ® Dimensions

InterdependentIndependent

StatusEgalitarianism

CertaintyRisk

IndirectDirect

RelationshipTask

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GlobeSmart ® Dimensions

InterdependentIndependent

StatusEgalitarianism

CertaintyRisk

IndirectDirect

RelationshipTask

IDENTITY

POWER

DECISION MAKING

COMMUNICATION

FOCUS

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GlobeSmart® Cultural Dimensions

Different Drivers of Motivation

IDENTITY

POWER

DECISION MAKING

COMMUNICATION

FOCUS

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Independent• Individual identity is

important• Identity tied to

personal choices and achievements

• Individual action preferred

Interdependent• Group harmony and

cooperation is important

• Identity tied to group affiliation

• Sense of duty, obligation, and loyalty to groups

What are the value drivers that motivate?

IDENTITY

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Egalitarianism• Equal to others in

professional settings • Work roles can be

flexible, fewer rules and protocols

• OK to challenge the opinions of people in power

Status• Each role in hierarchy

has its own code of behavior

• Status and position respected; Titles important

• Questioning opinions is seen as lack of trust

POWER STRUCTURE

What are the value drivers that motivate?

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Risk• Demonstrate quick

results• Flexibility and speed

valued more than thoroughness

Certainty• Spend time on

research before making change

• Establish proper processes and systems

What are the value drivers that motivate?

DECISION MAKING

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Direct• Concise, concrete, to

the point • Not afraid to “say it like

it is”• Difficulties confronted

openly• OK to give and receive

“constructive” feedback

Indirect• Great attention given

to how messages are expressed

• Preserve harmony in group

• Pay attention to saving face and preserving personal dignity

• Unwillingness to saying no

What are the value drivers that motivate?

COMMUNICATION

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Task • Relationship follows

task• Move quickly to task,

get to know people later

• Being efficient, managing time

Relationship • Task follows relationship• Relationship building

critical to getting any job done

• Business relationships develop over time via extended networks

What are the value drivers that motivate?

FOCUS

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GlobeSmart ® Dimensions

InterdependentIndependent

StatusEgalitarianism

CertaintyRisk

IndirectDirect

RelationshipTask

IDENTITY

POWER

DECISION MAKING

COMMUNICATION

FOCUS

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Key Takeaways

• Truly understanding another’s motivations for their behavioral tendencies leads to stronger relationships. Calls for Emotional Intelligence.

• Recognizing and respecting the similarities and differences between yourselves and others is key for increased engagement and performance.

• Flexing, adapting, and frameshifting calls for intentional, proactive, and planned responses. More so if virtual.

• Leverage validated tools, such as GlobeSmart, to have greater insights about different motivational values. www.globesmart.com

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Research & Publications

Our experts have published books, eBooks, articles, and papers that serve as informative reference and learning resources to complement programs and events.

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AperianDerived from the Latin, "to open"

or "provide access to."

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