Flexibility in Working Hours
Leaders and employees in global roles may have learned the “ follow the sun model ,” meaning that they work with Asia in the night when sun rises in the east , work with Europe in the morning , and work with Latin America and the United States in the afternoon . This work pace is often not sustainable over time . Therefore , we need to provide some flexibility for team members , so that they are not working around the clock .
A C-level executive with 30 + years of international business experience shared that , “ It is important to be aware that simply being on a multi-time-zone call is not a guarantee of being able to contribute if one is expected to participate very late at night or extremely early in the morning . In my situation , sometimes a very late night call can be immediately followed by a very early morning call the next day . When scheduling , it is important to consider the ability of participants to be mentally alert and fully participating , not just physically present .”
Meeting Norms
Teams need to set meeting norms that are clear and well-understood by everyone . For example , each person takes ownership for creating the agenda , facilitating meetings , and taking notes . This approach fosters accountability and engagement for each team member . After meetings , the person who facilitates the meeting sends a summary of the key points and actions discussed to everyone on the team to check for understanding and ensure accountability .
A global leader shared these tips for implementing meeting norms , “ I recommend that everyone uses active listening concepts in meetings . They should ask for feedback after a meeting to confirm if everything is understood … Be aware of appropriate conversational pacing , tone of voice , usage of interruptions , and lengths of pauses , because they vary by culture and be adaptable to the differences .” Additionally , people in certain cultures may feel awkward providing feedback . Therefore , it is helpful to ask open ended questions such as “ Yoshi , how would this work in Japan ?” This approach opens the door for dialogue in such a way that the person providing feedback does not feel like he is being rude .
Many global leaders encourage their teams to use virtual tools during meetings . This approach can enhance collaboration and quality of interactions by offering a multi- sensory experience and creating stronger relationships . When people see each other , even when using virtual technology , it may enhance the quality of interaction and humanize the experience .
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