OUR SIGNATURE LEADERSHIP TRAINING

We are often unaware of the extent to which our personal leadership style (communication, negotiation, relationship-building etc) is culturally-influenced.

Our practices, at times, are likely to be at odds with the preferences and expectations of international and culturally-diverse colleagues.

Unless consciously managed, this can negatively impact on team performance.

This training program builds on your existing leadership and teamwork expertise, with a focus on overcoming cultural barriers to teamwork, communication and trust-building.

Tailored for each government agency and corporate client, Craig is often requested to assist with the following culturally-influenced leadership challenges:

Cross-Cultural Challenges.

• Cultural expectations and leadership
• Trust and relationship-building
• Cross-cultural communication
• Cultural attitudes and behaviours
• Negotiating and influencing
• Managing difficult conversations
• Decision making
• Managing team performance

COACHING FOR GLOBAL RELOCATIONS

Craig has personally coached over 100 global executives and country managers to support their cultural transition into their new host countries.

These international assignees hark from almost all corners of the globe.

Representing a broad cross-section of MNCs and government organisations, their industries range from healthcare and pharmaceuticals to aviation, finance, accounting, FMCG and mining.

M&A CULTURAL TRANSITION STRATEGIES

Craig collaborates with M&A consultants and organisational change specialists to design practical strategies for uncovering and addressing cross-cultural barriers that often derail the most well-intended organisational change program as part of international M&As.

Here's why Craig's specialist intercultural expertise is typically sought: 

• Inherent to international M&As are risks associated with the integration of two corporate cultures. Although establishing a new corporate culture is often an organisational priority during the M&A process, what often gets overlooked is the blending of national cultures.
• If culturally-influenced mindsets around decision-making, relationship-building, influencing etc are overlooked in the M&A process, it could be to the detriment of achieving core business goals.

Culturally-influenced indicators of a troublesome international M&A.

• “Why won’t our teams just talk with each other?”
• “How difficult is it to take more self-initiative at such a crucial time?”
• “We’ve lost the art of having open and honest conversations.”