Fons Trompenaars, a globally acclaimed cross cultural coach and consultant, provides his insights on how to coach across cultural boundaries Go to our discussion forum to continue the conversation: https://forum.coacharya.com/t/coaching-across-boundaries/291

1. Coaching Across Boundaries
Coaching Dilemmas for Servant Leaders
FONS TROMPENAARS
25 October 2019

2. Your clients and partners

3. Einstein: "You can't solve a problem at the
same level it was created"!
Whilst all organizations share the same
types of problems during these difficult
times, their approach to them is usually
culturally biased and often set in their
past.
New innovative solutions are required
that are grounded in sharp strategy,
understand the organization's values,
reconcile the competing demands of the
perspectives of all stakeholders
including shareholders, employees and
customers, plus solid branding and
impeccable design.
Doing more with Less: Main levers to pull

4. Approaching Dilemmas: Navigating Strategic Tensions
To create wealth is
to combine values that are not easily joined…
Therefore scarce…
Therefore profitable…
And that is what servant leaders do

5. This approach leads to concrete and measurable actions…
Impact
Time
Recognize
Increase Awareness
Respect
Appreciate
Cultural Differences
Reconcile
Resolve
Cultural Differences
Realize and Root
Implement
Reconciling Actions

6. Some hard evidence

7. Source: 21 Leaders for the 21st Century p. 429
Correlation
(Spearman’s coefficient of rank
correlation)
Correlation between reconciliation and 360o
feedback by peers and subordinates
0.71
Correlation between reconciliation and bottom
line business performance in profit
centre/budget stream
0.69
Some hard evidence
Our research reveals that propensity to reconcile dilemmas correlates with
bottom line business performance

8. “Successful leaders have the propensity and competence
to help organizations and its teams reconcile dilemmas for
better sustainable business performance”
Core Proposition

9. Some coaching dilemmas
On the one hand … On the other hand …
We need to manage and devote time
to and stay flexible for current clients
We have to invest time in networking
and being introduced to new client
opportunities
We need to support people to solve
problems and challenges in the
workplace
We need to support people to work on
their possibilities and dreams and be
the person they want to be
We need to have the relevant skills for
mentoring
We need to have relevant experience
for mentoring
We need to provide qualitative
benefits for the individual
We need to provide value to the
organization
We need to connect closely with our
coachees
We need to keep a professional
distance
Our clients expect guidance and
solutions
Our role is to be disengaged and only
focus on the client’s persona and
issues
We need to allow the mentee to
experience his/her own journey
We need to give guidance from our
own experience and wisdom gained
through knowledge

10. Please define culture
What is Culture?

11. A model of culture
Language
Food
Meeting style
Architecture
Dress
Behaviour
Rhythm & Pace
Expression
of emotion
Work ethic
Physical
contact
Literature

12. Explicit
Culture
A model of culture
Implicit
Culture

13. Is a dynamic process of solving human problems/dilemmas
in the areas of…
- Human Relationships
- Time
- Nature
About Culture

14. The App provides users with a better understanding of, and
detailed information on, the differences across national cultures.
It provides business travellers, international managers or anyone
who is interested in understanding other cultures specific tips for
meetings, management and negotiations aligned with ones
profile.

16. 01/ The Car Accident
What happens to your friend?

17. Rules vs. Exceptions: The Car Accident
What happens to your friend?

18. 01/ What right does your friend have?
A. My friend has a definite right as a
friend to expect me to testify to the
lower figure.
B. He has some right as a friend to
expect me to testify to the lower
figure.
C. He has no right as a friend to
expect me to testify to the lower
figure.

19. Poll
A. My friend has a definite right as a
friend to expect me to testify to the
lower figure.
B. He has some right as a friend to
expect me to testify to the lower
figure.
C. He has no right as a friend to
expect me to testify to the lower
figure.

20. 01/ Dilemma
The top 2 of your corporate values are:
1. Integrity
2. We respect the cultures of others
INTEGRITY
Please discuss in the context of these values what your answer
would be…

21. 01
02
03
04
05
06
07
Universalism versus Particularism
Individualism versus Communitarianism
Neutral versus Affective
Specific versus Diffuse
Achievement versus Ascription
Sequential versus Synchronic
Internal versus External Control

22. • Consistency
• Systems, standards &
rules
• Uniform procedures
• Demanding of clarity
• Letter of the law
• Flexibility
• Pragmatic
• Make exceptions
• “It depends”
• At ease with ambiguity
• Spirit of the law
01/ Universalism versus Particularism

23. 32
37
44
47
54
64
68
69
73
73
83
87
90
91
91
92
93
93
97
0 20 40 60 80 100
Venezuela
Korea
Russia
China
India
Mexico
Japan
Singapore
Brazil
France
Czech Rep
Germany
Netherlands
Australia
United Kingdom
Sweden
USA
Canada
Switzerland
Friend has no/some right and would not help
01/ Universalism

24. Friend has no/some right and would not help
01/ Universalism

25. 1. Internationalization Strategy
Being local versus being global.
”How can we globalize being local…..” from a coaching perspective.
2. Motivating/Rewarding people.
How do we deal with diverse motivational systems in an
internationalizing environment?
3. Appraising people.
What are the new trends in HR to deal with the Report/Rapport
dilemma i.e. performance versus relationship orientation?
4. Leading People.
What can HR do to develop future leaders that can cope with diverse
environments. The need for Servant Leaders.
5. From inside out to outside in.
What can HR do to grow beyond a set of professional HR people to
become a business partner understanding the business needs.
New Trends in HR

26. Global Standards
(Critical Mass)
Cultural Diversity
(Differing solutions)
Global versus Local
01/ Dilemma

27. Globalcentralized
Decentralized Multinational
Global Corporation
Multi-Local Corporation
Global versus Local

28. Globalcentralized
Decentralized Multinational
Transcultural Corporation
International Corporation
Global versus Local

29. Universalism versus Particularism
Individualism versus Communitarianism
Neutral versus Affective
Specific versus Diffuse
Achievement versus Ascription
Sequential versus Synchronic
Internal versus External Control
01
02
03
04
05
06
07

30. 1. Internationalization Strategy
“Being Italian” versus being global.
“How can we globalize being Italian…..” from an HR perspective.
2. Motivating/Rewarding people.
How do we deal with diverse motivational systems in an
internationalizing environment?
3. Appraising people.
What are the new trends in HR to deal with the Report/Rapport
dilemma i.e. performance versus relationship orientation?
4. Leading People.
What can HR do to develop future leaders that can cope with
diverse environments. The need for Servant Leaders.
5. From inside out to outside in.
What can HR do to grow beyond a set of professional HR people
to become a business partner understanding the business needs.
New Trends in HR

31. b) Another said: ‘If the individual is continuously
taking care of his or her fellows then the
quality of life for us all will improve, even
if it obstructs individual freedom and
individual development.’
a) One said: ‘It is obvious that if one has as
much freedom as possible and the maximum
opportunity to develop oneself, the quality of
one’s life would improve as a result.’
02/ Individualism versus Communitarianism

32. 30
32
37
39
41
41
42
44
44
52
53
60
61
61
63
64
65
67
69
71
89
0 20 40 60 80 100
Egypt
Mexico
India
Japan
France
China
Singapore
Indonesia
Brazil
Italy
Germany
Russia
Sweden
UK
Australia
Finland
Netherlands
Denmark
USA
Canada
Israel
Percentage opting for individual freedom
02/ Individualism

33. Percentage opting for individual freedom
02/ Individualism

34. %
Percentage opting for individual freedom
02/ Individualism: age

35. 02/ Dilemma Reconciliation
Case Study:
Individual Performance versus Team Spirit
The Individual and the Team

36. 02/ The Individual and the Team
Stimulate Team Co-operation
Reward Individual Performance

37. Team Motivation
IndividualMotivation
02/ Dilemma Reconciliation
(1,10) Me, Myself and I
withholding Information
Team Mediocrity (10,1)
(5,5)
Go for the Small team
AND
Reward
Individuals
for Team
Work
Reward Teams for
Individual Creativity
(10,10)

38. 01
02
03
04
05
06
07
Universalism versus Particularism
Individualism versus Communitarianism
Neutral versus Affective
Specific versus Diffuse
Achievement versus Ascription
Sequential versus Synchronic
Internal versus External Control

39. 03/ Neutral versus Affective
How to select the Right Person?
Myers Briggs Type Indicator (MBTI)
Myers Briggs Type Indicator (MBTI)
DILEMMA

40. 03/ Neutral versus Affective
Emotions in Control

41. 03/ Neutral versus Affective
Emotions in Control

42. 03/ Neutral versus Affective
Heart in Passion
Analysis, Paralysis
(1,10)
EmotionsandheadinControl
(10,1)
Loving Neurotic
(10,10)
Continually checking what
your heart communicates

43. 1. Internationalization Strategy
“Being Italian” versus being global.
“How can we globalize being Italian…..” from an HR perspective.
2. Motivating/Rewarding people.
How do we deal with diverse motivational systems in an
internationalizing environment?
3. Appraising people.
What are the new trends in coaching to deal with the Report/Rapport
dilemma i.e. performance versus relationship orientation?
4. Leading People.
What can HR do to develop future leaders that can cope with diverse
environments. The need for Servant Leaders.
5. From inside out to outside in.
What can HR do to grow beyond a set of professional HR people to
become a business partner understanding the business needs.
New Trends in HR

44. 01
02
03
04
05
06
07
Universalism versus Particularism
Individualism versus Communitarianism
Neutral versus Affective
Specific versus Diffuse
Achievement versus Ascription
Sequential versus Synchronic
Internal versus External Control

45. 1) Support Globalisation by localisation
2) New Rewards System
3) Managing Diversity – Role of HR
4) New Leadership Paradigms
5) From Balance to integration

46. 04/ Specific versus Diffuse

47. PUBLIC
PRIVATE
04/ Specific versus Diffuse

48. 04/ Specific versus Diffuse
Specific Relationship

49. PUBLIC
PRIVATE
04/ Specific versus Diffuse

50. No Relationship
04/ Specific versus Diffuse

51. PRIVATEPRIVATE
Diffuse Relationship
04/ Specific versus Diffuse

52. 04/ Specific versus Diffuse
Danger Zone
PRIVATE
PUBLIC

53. 04/ Specificity
The colleague argues:
You don’t have to paint the house if you don’t feel like it. He is your boss in the
company. Outside the company, he has little authority
The subordinate argues:
Despite the fact that I don’t feel like it, I will paint the house anyway. He is my
boss and you cannot ignore it outside your work either.
A boss asking to paint his house

54. 32
46
47
52
58
65
66
67
69
70
71
78
80
82
87
88
89
91
91
0 20 40 60 80 100
China
Nigeria
Kuwait
Venezuela
Singapore
Korea
Belgium
Greece
Thailand
Mexico
Japan
Australia
Brazil
USA
Canada
UK
Denmark
Netherlands
Sweden %
Would not paint the house
04/ Specificity

55. %
Would not paint the house
04/ Specificity

56. Meta dilemma:
We need to be supportive and accepting versus we need to
offer credible criticism
On the one hand … On the other hand …
We need to provide qualitative
benefits for the individual
We need to provide value to the
organization
We need to connect closely with our
coachees
We need to keep a professional
distance

57. Coaching and mentoring
Support and Acceptance Credible criticism

58. Coaching and mentoring
Credible criticism

59. 01
02
03
04
05
06
07
Universalism versus Particularism
Individualism versus Communitarianism
Neutral versus Affective
Specific versus Diffuse
Achievement versus Ascription
Sequential versus Synchronic
Internal versus External Control

60. 1. Internationalization Strategy
“Being Italian” versus being global.
“How can we globalize being Italian…..” from an HR perspective.
2. Motivating/Rewarding people.
How do we deal with diverse motivational systems in an
internationalizing environment?
3. Appraising people.
What are the new trends in HR to deal with the Report/Rapport
dilemma i.e. performance versus relationship orientation?
4. Leading People.
What can a coach do to help develop future leaders that can cope
with diverse environments? The need for Servant Leaders.
5. From inside out to outside in.
What can HR do to grow beyond a set of professional HR people
to become a business partner understanding the business needs.
New Trends in HR

61. 05/ Achievement versus Ascription
STATUS ?
What You Do Who You Are

62. 05/ Achievement versus Ascription
Attributed status by seniority or role
Performance
Status
(1,10) Lost democratic leadership
(10,1) Follow the Leader
(10,10) The Servant Leader

63. 05/ Achievement versus Ascription

64. 01
02
03
04
05
06
07
Universalism versus Particularism
Individualism versus Communitarianism
Neutral versus Affective
Specific versus Diffuse
Achievement versus Ascription
Sequential versus Synchronic
Internal versus External Control

65. 06/ Sequential versus Synchronic
• Think of the past, present and future as being in the shape of circles.
• Please draw three circles representing past, present and future. Arrange
these circles in any way you want that best shows how you feel about the
relationship of the past, present and the future. You may use different size
circles.

66. 1.45 3.00
1.45 - 2.00
Sequential
Synchronic
3.00 - 3.15
Sequential versus Synchronic
06/ Sequential versus Synchronic

67. JUST IN TIME
Sequential versus Synchronic
06/ Sequential versus Synchronic

68. 1. Internationalization Strategy
“Being Italian” versus being global.
“How can we globalize being Italian…..” from an HR perspective.
2. Motivating/Rewarding people.
How do we deal with diverse motivational systems in an internationalizing
environment?
3. Appraising people.
What are the new trends in HR to deal with the Report/Rapport dilemma i.e.
performance versus relationship orientation?
4. Leading People.
What can HR do to develop future leaders that can cope with diverse
environments. The need for Servant Leaders.
5. From inside out to outside in.
What can HR do to grow beyond a set of professional HR people
to become a business partner understanding the business needs.
New Trends in HR

69. Universalism versus Particularism
Individualism versus Communitarianism
Neutral versus Affective
Specific versus Diffuse
Achievement versus Ascription
Sequential versus Synchronic
Internal versus External Control
01
02
03
04
05
06
07

70. 07/ Internal versus External Control
Internal Control
Nature as a mechanism
Dominance over nature
External Control
Nature as an organism
Subjugation to nature

71. 07/ Internal versus External Control
A. What happens to me is my own doing.
B. Sometimes I feel that I do not have enough control
over the direction my life is taking.

72. What happens to me is my own doing
07/ Internal versus External Control

73. 12
28
17
32
48
28
23
31
10
19
0
5
10
15
20
25
30
35
40
45
50
Universalisme
Female Male EU-
Female
EU- Male NL-
Female
NL-Male USA-
Female
USA-
Male
Asia-
Female
Asia-
Male
What happens to me is my own doing
07/ Internal versus External Control

74. Meta dilemma:
The coach must intervene and influence versus The coach must increase the
autonomy of his/her client
On the one hand … On the other hand …
As mentors we need to be effective
through providing space for mentee’s
learning using his resources
As mentors we need to speed up the
learning by providing knowledge
Our clients expect guidance and
solutions
Our role is to be disengaged and only
focus on the client’s persona and
issues
We need to allow the mentee to
experience his/her own journey
We need to give guidance from our
own experience and wisdom gained
through knowledge

75. Coaching and mentoring
AutonomyInfluence

76. Coaching and mentoring
Autonomy of the client

77. 07/ Main Challenges
1. Mass-Customization
2. Co-Opetition
3. It is cool to be emotional
4. Moments of Truth
5. Servant Leader
6. Just in time Synchronizing Sequences
7. Pushing through the Pull

78. The App provides users with a better understanding of, and
detailed information on, the differences across national cultures.
It provides business travellers, international managers or anyone
who is interested in understanding other cultures specific tips for
meetings, management and negotiations aligned with ones
profile.

80. Questions?

81. THANK YOU!