Flex: The New Playbook for Managing Across Differences

Jane Hyun

Language: English

Pages: 336

ISBN: 0062248529

Format: PDF / Kindle (mobi) / ePub

Renowned executive coaches and global leadership strategists Jane Hyun and Audrey S. Lee offer lessons on the vital skill of “Flexing”—the art of switching leadership styles to more effectively lead people who are different from you, allowing managers to successfully manage the multicultural workers of today and tomorrow.

Flex offers a proactive strategy for managers to navigate and leverage diversity effectively in this new global economy, showing managers how to: understand the power gap, the social distance between you and those in the workplace of different cultures, ages, and gender; flex your management style, by stretching how you work and communicate with others, and bridging the gap with more effective communication, feedback tools and building healthy teams; and multiply the effect, by teaching these skills to others and closing the power gap with clients, customers, and partners to create innovative solutions.

Creating flex in a company’s management style will impact all aspects of developing the talent you have, attracting future talent and building relationships with customers in this competitive marketplace. Now, Flex: The New Playbook for Managing Across Differences shows you how.

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the following styles, preferences, and behaviors: • Direct vs. Indirect Communication • Expressive vs. Restrained Styles • Task-oriented vs. Relationship Trust Building • Individualism vs. Collectivistic Behavior • Low-context vs. High-context Cultures A PREMIUM ON DIRECT COMMUNICATION The acceptable norm in most American organizations is to employ a direct communication style. Overall, in American culture, we are more willing than in indirect cultures to confront a difficult situation,

contribution of the group, a primary value in many other cultures and often for women as well. As you’ll notice from the examples above, one of the hallmarks of a fluent leader is the ability to develop people by asking probing questions in a neutral and nonjudgmental way. If this is new territory for you, you may want to revisit the techniques offered earlier in this book for softening your language and using a more indirect communication style: “I am eager to hear what problems you are having

Asian countries, like China, where the school you attended and your entrance exam scores are the criteria by which you are judged. Students may need additional guidance about how to go about initiating direct contact with potential employers. The international students might need coaching and practice to help them learn how to pitch themselves in an American context. Some are given access to alumni in banking and consulting, and are required to conduct at least five to six informational

him and in his abilities, and she used words of praise to motivate her son to do his best. From these cumulative lessons Don grew to be a relentless, demanding boss who protects his team members the way his mother once stood up for him. He, too, genuinely believed in his team members and both modeled excellence and expected high performance from his team, which he, by all accounts, “fiercely protected.” What made him a great manager? One former employee admitted Don “has a brilliant legal mind;

Daniel, Rafe Esquith, Raudline Etienne, Erby Foster, Michelle Gadsden-Williams, George Gaston, David Goderich, Linda Griego, Claire Gruppo, Tim Haahs, Mark Hershey, Rich Hille, Mae Hong, David Howse, Jae Im, Bill Ingham, Juan Roberto Job, Toby Johnson, Dr. Adina Kalet, So-Young Kang, Rich Kelly, Roger Kim, Rosaline Koo, Jackie Krese, Rose Kwan, Inwha Lee, Don Liu, Stephanie Lofgren, Emile Mack, Jeff Marcus, Drew McGregor, Pat McManus, Jackie McNab, Tim Minges, Steve Miola, Grace Chiang Nicolette,

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