Every 21 Century Manager Needs

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3 Skills Every 21th Century Manager Needs

Background: The work environment has changed dramatically over past decade: companies are more global, employees more diverse, technology more distracting, and organizational structures are less hierarchical/more collaborative
 What are specific skills needed to tackle these new challenges?

I. Code-switching between cultures: the ability to modify behavior in specific situations to accommodate varying cultural norms. Code-switching requires far more than the right mind-set, information, and motivation. It requires capacity to manage the psychological challenges that arise when someone tries to translate cultural knowledge into action
A. 3 Examples of Executives that all lack “cultural code-switching:” They are all senior managers with “global mindsets” and know about the other culture but unsuccessful as they feel “fake” when their behavior conflicts with ingrained beliefs, uncomfortable when others believe it’s a reflection of who they are, and feel incompetent acting outside comfort zone. 1. Marco, Italian COO of tech company in India: can’t motivate Indian employees despite knowing Indian workers are used to top-down, authoritarian bosses, but he feels “fake” when trying to embrace harsh style to get his team to meet deadlines: when he yells he feels guilty (I shouldn’t treat employees this way) and ineffective (I sound ridiculous) 2. Anat, female Israeli mgmt. consultant in US: struggles with “American style” feedback (criticism with compliment) and prefers direct, blunt style. 3. Seungwoo, CEO of software co. Shanghai office: trouble keeping Chinese staff B. How to overcome this problem: 1. Diagnose challenges you face (e.g. Marco’s deep belief in empowering subordinates prevented him from being “harsh”) 2. Adapt behavior by blending two styles so both are appropriate to new setting and own values (e.g. Marco learned to be assertive without yelling, Anat gave direct but softer feeback) 3. Focus on how desired outcome aligns w/ personal goals, even if behaviors don’t (e.g. Marco knew adapting style in India would help him become more effective manager which was important to him, Seungwoo able to remind himself how important Shanghai operations were to his firm) 4. View from perspective of other culture (e.g. Anat realized how colleagues were hurt when given direct feedback without praise) II. Wield Digital Influence: as companies less hierarchical, online networks critical to success. Most managers aware of this fact (e.g. how to reach out to contacts and colleagues through Linkedin, Facebook, Twitter). BUT, few know how to use these networks to gather info and wield influence. A. For effective online network, focus on 3 things 1. Reputation: build reputation by offering interesting content, drawing attention to web presence, and motivating others to circulate and act on your ideas. Online reputation can be assessed via services (e.g. Klout, PeerIndex, Empire Avenue: score on basis of how many people you influence and how influential those people are). 2. Specialization: demonstrate deep knowledge, establish links w/ experts inside and outside organization, and offer relevant information and referrals to others. (e.g. Shah, a tech entrepreneur, enhance reputations and expand networks by focusing on key areas of expertise such as tech and entrepreneurship) 3. Network position: act as bridges between unconnected groups, which increases influence because it gives chance to identify potential collaboration or conflicts and to accumulate superior info (e.g. Shah, who graduated from MIT Fellows Program has access to MIT’s student/alumni networks, can act as a broker between student ventures and VCs or between start-ups and talent, and can even find own angel investors). B. Other uses: use your network to test proposals/strategies, inside and outside organization (e.g. express idea and see how many “likes” it gets. Or direct certain groups of
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