Maya Hu-Chan's Blog, page 5

When is a strength not a strength?

What is your signature strength as a leader? Is it your energy? Which characteristic is the one that you have truly built your leadership reputation on? And did you know that this strength could be holding you back professionally?

The concept of strengths-focused development makes complete sense, as companies seek to maximize the performance of their top talent by engaging their greatest abilities and passions.

However, what’s overlooked is that it can be just as harmful to overdo a leadership strength as it is to underdo it. The challenge for many leaders is that it can be a tough problem to spot.

Robert E. Kaplan and Robert B. Kaiser captured this challenge perfectly in their 2009 Harvard Business Review article ‘The Upshot of Overkill’:

“(It) is a common problem. Most managers can point to an off-kilter leader—the supportive boss who cuts people a little too much slack, for instance, or the gifted operational director whose relentless focus on results leads to hyper-control. But it’s extremely difficult to see such overkill in yourself.”

Leadership development programs don’t always help to address the problem either. I often find that strengths-based programs are often too inwardly focused, zeroing in on the strengths of the individual at the expense of the cultural DNA of the organization. It’s not uncommon to see how a respected strength in one culture can sometimes be viewed quite differently in another.

The key to effective strength-focused leadership is for a global leader to bring their professional assets to the table, but in ways that can be understood and appreciated by colleagues from different cultures – who may have very different expectations from leadership behavior to your own.

A tough challenge? Yes! But not an impossible one. Global leaders need a level of cultural awareness that is a cut above everyone else and they must be able to adapt their behavior to the audience.

In leadership development, I’ve seen otherwise highly successful leaders struggling to adapt their style when faced with a cross-cultural environment.

If you overuse your strength, it can become a liability!

Here’s a good example. A Chinese executive, Howard, recently shared with me his career dilemma. Based in Guangzhou, Howard has been working in the procurement function at a global high-tech company for 15 years. He has been very successful in the procurement role and was promoted several times to his current senior executive position.

Over the years, there were good opportunities in various international assignments that were available to him. However, he always concluded, “Procurement is my expertise. I have built good relationships with the vendors. I have excellent negotiation skills. I know what I am doing and I am comfortable here. An International assignment? My English is not that good. This isn’t for me.” Over time, he has become viewed as the “procurement guy” with a narrow skill set.

Recently, Howard got a new boss. Mark was young, ambitious, and outgoing. After working at a number of lower-level positions, Mark applied for a position in Product Marketing. Two years later, he moved to the supply chain division and along the way took a couple of international assignments in the US and Germany. He soon became known as a well-rounded leader with a wide range of experiences. As a result, he got a big promotion to lead the global procurement function. Howard was shocked at this development. Why? Because one of Mark’s first positions was working in procurement under Howard’s supervision. Howard now reports to him!

When the company went through a re-organization, Howard’s options were few because of his limited experience outside of procurement.

There was no position within procurement to move up, and it was too risky to move him to other functions as a senior executive. He is stuck!

To be a successful global leader, you can never stop learning. Always challenge yourself, and be willing to step outside of your comfort zone. When you rely on your strengths too much and overuse them, they can become a liability.

That’s also what happened to another client. Ben is the China President of a global semiconductor company. Born and raised in China and educated in the US, he has a strong engineering background. His 360 feedback showed that he is highly analytical, detail-oriented, and very hands-on. These traits have served Ben well in his previous position. However, after he was promoted to President of Great China, his core strengths became a serious liability. For example, when important decisions needed to be made, he tended to deep dive into technical details, and spent days, even weeks collecting and analyzing data, and weighing all the alternatives. His meetings often turned into long analytical discussions with no decisions at the end. He was hands-on about day-to-day technical problem-solving and had a hard time letting go. His staff was left frustrated and confused. He became a true bottleneck.

When working with senior leaders at the corporate office in the U.S. – a culture which values big-picture thinking in its leaders, he gave detailed reports on the execution plan, not a long-term, strategic vision. He was surprised by the feedback. “Ben is too analytical and hands-on in this position. This may have made him successful in the past, but it’s now his biggest blind spot.”

Use your strengths wisely!

I often talk about the importance of being culturally agile when working in a global environment and this rule applies even more acutely when thinking about personal development. A strength is only a strength if it is acknowledged and appreciated by those you are exhibiting it too! For many global leaders, a delicate balance must be struck between showcasing your own abilities and carefully reading the culture of the room.

Although the effect is often most acutely felt when working with people from different countries, being aware of the impact of cultural differences isn’t always about the challenges of working across continents. Sometimes you can find a culture gap much closer to home. Here’s a very different – and indeed very personal – story that changed how I saw my own strengths and actually helped to shape my entire career.

Years ago when I started out as a leadership coach I spoke with my mentor, Marshall Goldsmith, about a sense that I simply didn’t fit in the world of leadership development. All of the other consultants were white, male, and quite a bit older. In the world of leadership development, it seemed as if I was my demographic group! I was a fish out of water and I found myself on the verge of trying out alternative career paths.

I asked Marshall if this really was the job for me and he replied: “Your age, gender, and background are not your disadvantage, they are your advantage. You stand out. You are different. You can relate to different groups of people; you are multilingual and you have a global perspective. This can be your unique contribution to developing the next generation of leaders around the world.”

That was decades ago. My inability to fit in with the leadership development culture of the time turned out to be a unique strength!

Today, as a leadership coach working between Eastern and Western cultures, my unique experience and background have enabled me to support emerging global leaders with different perspectives on their development challenges.

In the latest of my 100 top tips, here is my guide to bringing a strengths-focused approach to global leadership.Build your leadership brand. What do you want to be known for? What perception do your colleagues and managers have about you? Self-awareness is the key. Seek feedback from colleagues and examine your 360 feedback for what people think you’re great at, as well as your development areas. The great management thinker Peter Drucker said, “We spend a lot of time helping leaders learn what to do, we don’t spend enough time helping leaders learn what to stop.” As you move to different leadership positions, look in the mirror and ask yourself, “What do I need to change in order to be effective in my new role?”Know the cultural context. Understand as much as you can about the culture and norms of the people and teams you work with and how your own particular brand of leadership is likely to be received by them. This is true of any organization but particularly so when working with other cultures that may view particular behavioral traits very differently from how your own country or corporate culture does.Do style shift. Be willing to take risks and drive change. How can you adapt your behavior to accommodate cultural differences without losing your authenticity and values? Equally as important as simply being aware of your strengths is the ability to flex and adapt how you use them according to the environment and people you are working with.Engage your key stakeholders. Make sure those close to you are aware of what you’re trying to do. Communicate your personal goals to your key stakeholders and ask them for regular feedback. You may find that the perceptions of these stakeholders may start to shift as they watch you change and grow.Actively develop yourself. Work with mentors and coaches and seek leadership development and training opportunities to make sure you are well-rounded and have a clear sense of how your strengths are viewed by key stakeholders and how you can utilize them to the greatest effect.

The Art of Tough Conversations with Dignity

You’ve heard of Facebook. But have you heard of Face Bank? The term might be unfamiliar to many, but the most effective HR professionals count on it to overcome cultural barriers, resolve interpersonal conflicts, and preserve dignity for all parties involved for a win-win outcome.

Face represents one’s self-worth, identity, reputation, status, pride, and dignity. It is a universal concept beyond its origins in Asia. The concept of face permeates all levels of social and business interactions. It speaks to the common human desire to be accepted and respected.

For over 25 years, as an executive coach and author, I have witnessed the ways most effective leaders galvanize and incentivize their teams to do their best work.

In this recording from my keynote, I shared the essential concepts of honoring, losing, and saving face so HR leaders can effectively manage tough conversations, build authentic relationships and create a culture of psychological safety for their teams and organization.

In this keynote presentation and subsequent workshop, you will learn:

1. What does it mean to apply the concept of Face at work, and why is losing face such a bad thing?
2. How do you build up the “face account” and avoid the risk of “overdraft”?
3. How do you help others save face while holding them accountable when delivering negative feedback?
4. How do HR leaders apply the BUILD model to create psychological safety, and accountability, and forge authentic relationships with colleagues across cultural, generational, and gender differences?

What My Autistic Daughter Taught Me About DEI

A DEI mindset is about more than hiring. It requires seeing the world through others’ eyes.

Savannah is autistic and non-verbal. Most people assume that because she is non-verbal, she has nothing to say. That is completely false.

Two years ago, with guidance from a coach, Savannah began to communicate with the help of technology. Once this door was opened, we discovered that she has complex thoughts and opinions about everything — current events, world affairs, our family.

Despite this communication breakthrough, there are challenges. Every day, Savannah attends various programs and works with staff. They make assumptions that Savannah has nothing on her mind. It’s understandable – she rarely makes eye contact with anyone. She often speaks what sounds like gibberish and rarely takes part in a conversation. Some of them report that she has “behavior issues,” instead of examining why there might be resistance. Yet in one of her recent communication sessions, Savannah expressed how she would like people to interact with her. “I want to surround myself with people who believe in me,” she said.

Fortunately, there is the staff who believe in Savannah. They understand that she does have a lot to say, even if she says it in an unexpected way. They show her respect and make the effort to gain her trust. In essence, they embrace a DEI mindset.

An intentional and constant state of openness and curiosity

Leaders today are asked to foster inclusive environments in which people of diverse backgrounds and identities can succeed. A DEI mindset is essential to make this happen. According to organizational psychologist and executive coach Dr. Colleen Bastian, this mindset requires a commitment to “an intentional and constant state of openness and curiosity.”

When we are faced with something unfamiliar or different — a different way of communicating or working, or a cultural practice that is different from our own — it can cause discomfort. It’s far easier and more comfortable to surround ourselves with what we already know. But, to leverage the strengths that come with diversity, we must embrace the discomfort. According to Dr. Bastian, curiosity and openness “enables individuals to work through discomfort about others’ life experiences, cultures, identities, and background.”

The staff who don’t succeed with Savannah aren’t open to the differences in how she communicates, because doing so often brings discomfort. But, embracing curiosity and working through the discomfort can result in deeper understanding and trust.

As leaders, it’s crucial to practice that constant state of openness and curiosity. Embrace a learner’s mindset, and interpret discomfort as a sign of growth. You’ll gain a greater understanding and appreciation of the people you work with, and gain their respect.

The profound joy of being truly seen and valued

Savannah expressed that she wanted to be with people who “believed” in her. She wants to be around people who make her feel accepted, respected, and appreciated for who she is. Executive and business coach Dr. Lisa Walker describes this as “the profound joy of being truly seen and valued.”

We can’t truly see someone if we are seeing them through our own assumptions. Even as her mother, I often made assumptions about Savannah based on how I thought or feel. This kept me from truly understanding her and impacted how I behaved toward her.

Dr. Walker says a DEI mindset requires a “willingness to listen deeply with judgment suspended,” and that we “open the space for empathy.” Once I started looking at the world through Savannah’s eyes — not just mine — I better understood her challenges.

When we are moving fast, it’s easy to fall back on assumptions. When confronted with behavior or actions you don’t understand, slow down and ask yourself, what assumptions could I be making? Are these assumptions based on how I experience the world, or how they do? How can I assume positive intent and presume competence? How can I practice empathy?

I experienced a revelation when I discovered that my daughter, despite her communication challenges, simply wants what everyone else wants – she wants people to believe in her. It’s the basis of what it truly means to have a DEI mindset.

This article was originally posted on Inc.com

American Managers – Asian Employees

Most American managers empower their employees by allowing them to take part in the decision-making process. For an Asian employee who has never done this, this might be a little overwhelming. Watch this video to find out how you, as a manager, can overcome this problem and effectively empower your Asian employees.

The Importance of Face in China

Know what it takes to be a good leader to employees from China?
First, understand the importance of face in Chinese culture and how it impacts the way the Chinese interact in professional settings.
For tips on saving face, giving face, and avoiding losing face, watch this video.

Working With Multigenerational Chinese Team

In this video, I discuss what Chinese employees expect from their managers and mentors. Utilize these tips if you want to succeed in enhancing productivity and earning the respect of these employees.

Three Ways to Shed the ‘Ugly American’ Image

Are you familiar with the term ‘Ugly American’? It is often believed that Americans are arrogant, consider themselves superior to others, and tend to interrupt others, believing that they already know the answers.

Watch this video as I discuss 3 workable tips that will help you shed the ‘Ugly American’ image instantly.

Share with your friends & assist them in communicating effectively with their co-workers across cultures.

Writing Effective Global Emails

Do you know how to address someone in an email who values hierarchy as part of their culture and who has a higher position than yourself? Watch this video to learn more about how you can write clear and effective emails when working globally.

The Glass Ceiling Still Exists

Are you looking for ways to break the glass ceiling that prevents women from landing top jobs? In this video, learn how to break the glass ceiling and establish your name in the corporate world as a female entrepreneur.

Want a Good Relationship with Your Boss? Leave Ego at the Door

All strong relationships are built on trust. Your relationship with your boss is no different.

Recently, I’ve worked with two successful, ambitious, high-performing executives who are facing the same challenge. They excel at maintaining productive, positive relationships with the people they lead, but cannot do the same with their own bosses. They succeed at managing down but struggle to manage up.

According to my first client, Hannah, her boss is self-centered, disrespectful, and “doesn’t know what she’s doing.” Hannah reports that she once prepared a presentation for her boss to deliver. The day her boss was to give the presentation, it was clear she hadn’t ever looked at the slides, despite Hannah’s multiple offers to answer questions and rehearse the presentation. Frustrated at her lack of preparation, Hannah walked out and left her boss to handle the presentation on her own. Later, she made it a point to reference the event in a public forum, calling her out and humiliating her boss. They didn’t speak for weeks. When they finally did, Hannah’s boss suggested it may be best that Hannah find another job.

My second client, Simone, says her boss is selfish. She rarely responds to emails in a timely fashion, which tells Simone that her boss doesn’t care about her or the team she leads – she clearly has favorites. Simone thinks the end result is obvious: Her team will never get the resources it needs, and she’ll never get promoted.

In each of these instances, I asked my clients questions to help them understand their boss’s points of view. Hannah, what could be the reason that your boss didn’t study the slides you prepared? Could she be dealing with family issues, work emergencies, or 500 emails a day? Maybe she trusted you to have prepared a clear presentation that didn’t require much study on her part? If you felt disrespected and undervalued, how do you think she felt when you called her out in public?

In Simone’s case, I facilitated a meeting between both parties. Simone’s boss surprised her by saying that among all teams, it’s Simone she devotes the most resources to. She asked Simone to believe she has good intentions before rushing to judgment. Simone and her boss agreed to give one another the one thing they needed most to move forward; for Simone, it meant one monthly two-hour check-in with her team. For her boss, she asked that they both work together to rebuild trust.

While Simone’s and Hannah’s situations are different, they both failed to manage up in the same ways. Here’s what their errors can teach you about how to manage up successfully.

One face-to-face conversation is better than 100 emails

Simone’s boss described their facilitated meeting as a “breakthrough,” one which would have never happened over email or through a messaging app. Real-time, honest communication with your boss should happen face-to-face – in person if possible, virtual if not. Written communication leaves more room for ambiguity, which could lead to misunderstandings that snowball over time. A face-to-face meeting allows you to clear up ambiguities in real-time, and to pick up on non-verbal cues, which hold crucial information.

Trust requires honesty and vulnerability

Simone and Hannah both withheld their honest feelings about the struggles they were having. This widened the gap between them and their bosses, making open communication even harder to achieve. Their egos also kicked in, protecting them from honestly examining how they’ve contributed to their miscommunications. Let go of ego and embrace vulnerability – it’s the foundation of a trust-based relationship.

Assume best intentions

For both Hannah and Simone, the default explanations for their boss’ missteps assumed the worst intentions: She is selfish. She doesn’t care. She has favorites, and I’m not one of them. If you don’t know the full story, don’t write one that automatically casts your boss as the villain. Instead, put yourself in the other person’s shoes and practice empathy. Ask questions that center on your boss’s needs and leave any pre-judgment at the door. In Hannah’s case, following the presentation, she could have said, “If you didn’t have enough time to look at the presentation, is there anything I can do to make this process smoother for you next time? How can I support you?”

A great relationship with your boss can not only impact your career path but your everyday success at work, too. Manage up by communicating openly and honestly and assuming the best intentions when things go wrong. Don’t let your ego get in the way of building a trust-based, fulfilling, positive relationship.

This article was originally posted on Inc.com