Coaching the Global Nomad Katrina Burrus, PH.D., M.C.C

Coaching the Global Nomad Katrina Burrus, PH.D., M.C.C.

This article first appeared in the International Journal of Coaching in Organizations, 2006, 4(4),6-15. It can only be reprinted and distributed with prior written permission from Professional Coaching Publications, Inc. (PCPI). Email John Lazar at [email protected] for such permission.

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2006

Coaching the Global Nomad Coaching the Global Nomad

KATRINA BURRUS, PH.D., M.C.C. KATRINA BURRUS, PH.D., M.C.C.

executives who work in various PROLOGUE – IN THE BEGINNING executives who work in various PROLOGUE – IN THE BEGINNING cultures bring a multitude of cultural I was fiveyears old, playing on the living room couch, when my mother cultures bring a multitude of cultural I was fiveyears old, playing on the living room couch, when my mother backgrounds, identities, and called out to me from the kitchen that we were going to move again. backgrounds, identities, and called out to me from the kitchen that we were going to move again. orientations with them. they are Having already left the US, Italy, and then Germany, we were now orientations with them. they are Having already left the US, Italy, and then Germany, we were now called in to new situations because moving to Switzerland. My father started up a soft drink brand in Italy. called in to new situations because moving to Switzerland. My father started up a soft drink brand in Italy. of their skills and past successes, yet It had been only nine months since we left Milan, Italy. I had barely of their skills and past successes, yet It had been only nine months since we left Milan, Italy. I had barely working well within local contexts is started making friends at school in Hamburg, Germany, despite the fact working well within local contexts is started making friends at school in Hamburg, Germany, despite the fact crucial. Coaching such global nomads that I spoke only English and Italian, but definitelyno German. She was crucial. Coaching such global nomads that I spoke only English and Italian, but definitelyno German. She was is a task of identifying and sorting out moving my four brothers and me, again, to yet another house. I found is a task of identifying and sorting out moving my four brothers and me, again, to yet another house. I found the cultural contexts that the executive some comfort in knowing that my four brothers were part of the move. the cultural contexts that the executive some comfort in knowing that my four brothers were part of the move. draws upon in normal and unusual My father had stayed behind in Milan; my mother had said something draws upon in normal and unusual My father had stayed behind in Milan; my mother had said something situations; identifying the needs and about “divorcing,” and then he was no longer around. situations; identifying the needs and about “divorcing,” and then he was no longer around. cultural expectations of the local cultural expectations of the local situation, leadership, and A few days later, when the plane to Geneva, Switzerland, wove and situation, leadership, and A few days later, when the plane to Geneva, Switzerland, wove and organization; and working toward hissed against the oncoming wind and I heard the plane’s wheels screech organization; and working toward hissed against the oncoming wind and I heard the plane’s wheels screech finding a good fit between the local as it hit the runway, I peered behind my seat to see if all of my brothers finding a good fit between the local as it hit the runway, I peered behind my seat to see if all of my brothers culture, the executive’s many choices, had not been “divorced” away, and then grabbed onto my teddy bear culture, the executive’s many choices, had not been “divorced” away, and then grabbed onto my teddy bear and the skills and behavior needed in to tell him not to worry. We had each other, and we would learn the and the skills and behavior needed in to tell him not to worry. We had each other, and we would learn the a given situation. Burrus uses a case funny new language, eat strange-tasting foods again, and observe the a given situation. Burrus uses a case funny new language, eat strange-tasting foods again, and observe the study and two theoretical frames of particularities in the way people behave. We had done this before. study and two theoretical frames of particularities in the way people behave. We had done this before. intercultural work to examine the intercultural work to examine the issues of coaching the global nomad. Was this five-year-old more influencedby the different national cultures issues of coaching the global nomad. Was this five-year-old more influencedby the different national cultures in which she had lived or by her own family culture and context? How in which she had lived or by her own family culture and context? How much of each had influenced her individual identity and ways of being much of each had influenced her individual identity and ways of being in the world? How do such global nomads fit, adapt, and interact in in the world? How do such global nomads fit, adapt, and interact in each culture? Later on, if she works in companies, how each culture? Later on, if she works in companies, how Was this five-year-old more influenced by does she build relationships in an organization and how Was this five-year-old more influenced by does she build relationships in an organization and how does she live differently than with nonglobal nomads? does she live differently than with nonglobal nomads? the different national cultures in which How does the cross-culturally sensitive coach work with the different national cultures in which How does the cross-culturally sensitive coach work with she had lived or by her own family culture global nomads to optimize their intercultural skills and she had lived or by her own family culture global nomads to optimize their intercultural skills and experience, while bringing their organization’s culture, experience, while bringing their organization’s culture, and context? mission, and values to local settings, contexts, and and context? mission, and values to local settings, contexts, and assignments around the world? assignments around the world?

MULTIPLE PERSPECTIVES ON MULTIPLE PERSPECTIVES ON AN INTERCULTURAL CASE STUDY AN INTERCULTURAL CASE STUDY Culture encompasses comparative behaviors, beliefs, values (Hofstede, Culture encompasses comparative behaviors, beliefs, values (Hofstede, 1980), and perspectives (Sackmann, Phillips, Kleinberg and Boyacigillar, 1980), and perspectives (Sackmann, Phillips, Kleinberg and Boyacigillar, 1997) that shed light on the myriad influences on an individual’s 1997) that shed light on the myriad influences on an individual’s

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© Copyright 2006 PCPI. All rights reserved worldwide. worldwide. reserved reserved rights rights All All PCPI. PCPI. 2006 2006 Copyright Copyright © © © Copyright 2006 PCPI. All rights reserved worldwide. reserved rights All PCPI. 2006 Copyright © IJCO Issue 4 2006 | IJCO Issue 4 2006 | identity. Influences such as nations and ethnicities, as well as organization, family, identity. Influences such as nations and ethnicities, as well as organization, family, tenure, and profession, impact identity and interactions with others in their tenure, and profession, impact identity and interactions with others in their respective cultural contexts (Sackman et al, 1997). To respective cultural contexts (Sackman et al, 1997). To demonstrate how these issues play out in the work of a Culture encompasses comparative demonstrate how these issues play out in the work of a Culture encompasses comparative global nomad and their executive coach, the case study global nomad and their executive coach, the case study of “Marie” (a pseudonym for a prototypical, composite behaviors, beliefs, values, and perspectives of “Marie” (a pseudonym for a prototypical, composite behaviors, beliefs, values, and perspectives case) is reviewed and interpreted as a coaching exercise that shed light on the myriad influences case) is reviewed and interpreted as a coaching exercise that shed light on the myriad influences and exemplar. and exemplar. on an individual’s identity. Influences on an individual’s identity. Influences The case is presented in the form of a coach’s internal such as nations and ethnicities, as well The case is presented in the form of a coach’s internal such as nations and ethnicities, as well dialogue while working with the issues of the case and dialogue while working with the issues of the case and the development of the coaching process. The coach’s as organization, family, tenure, and the development of the coaching process. The coach’s as organization, family, tenure, and assumptions and interpretations are stated while profession, impact identity and interactions assumptions and interpretations are stated while profession, impact identity and interactions designing and delivering a coaching strategy for the global designing and delivering a coaching strategy for the global executive. The case is interpreted using a cross-national with others in their respective cultural executive. The case is interpreted using a cross-national with others in their respective cultural perspective (Hofstede, 1980) and a multiple-cultures contexts. perspective (Hofstede, 1980) and a multiple-cultures contexts. perspective (Sackman et al, 1997) as each applies to the perspective (Sackman et al, 1997) as each applies to the coaching process. A particular case study was created to coaching process. A particular case study was created to be analyzed specifically in order that the article not be only academic. While be analyzed specifically in order that the article not be only academic. While case specifics provide an example of cross-cultural coaching application, the case specifics provide an example of cross-cultural coaching application, the theories and practical strategies involved have broad applicability in cross-cultural theories and practical strategies involved have broad applicability in cross-cultural contexts. contexts.

CASE STUDY: “MARIE” CASE STUDY: “MARIE” Marie, the business developer for Asia of a prestigious, global, consumer-service Marie, the business developer for Asia of a prestigious, global, consumer-service company with headquarters in the UK, asks for your help (Burrus, 2006). Marie’s company with headquarters in the UK, asks for your help (Burrus, 2006). Marie’s boss suggested that she work with a coach, which is unusual; her company seldom boss suggested that she work with a coach, which is unusual; her company seldom invests much in ongoing training for its people. Marie is thus surprised, and feels invests much in ongoing training for its people. Marie is thus surprised, and feels privileged to benefit from a coaching program. You were highly recommended to privileged to benefit from a coaching program. You were highly recommended to her, but live in Europe; Marie, a U.S. citizen of Anglo-Saxon descent, asks you if her, but live in Europe; Marie, a U.S. citizen of Anglo-Saxon descent, asks you if you can coach her in Beijing, where she has lived for the last year. you can coach her in Beijing, where she has lived for the last year.

Marie tells you that she wants to use the coaching to become more effective in Marie tells you that she wants to use the coaching to become more effective in developing the business in the region. In a few years, she wants to have established developing the business in the region. In a few years, she wants to have established the Asian region as one of the main business centers for her company. She also the Asian region as one of the main business centers for her company. She also mentions that she is constantly working, and can never relax enough to simply mentions that she is constantly working, and can never relax enough to simply be; she always has to be doing something: working, be; she always has to be doing something: working, reading, or studying. She wants to share more time with Joe whispers, “Her Asian teams, from reading, or studying. She wants to share more time with Joe whispers, “Her Asian teams, from her husband. her husband. Japan, India, and Beijing, tend to shy away Japan, India, and Beijing, tend to shy away With Marie’s approval, you talk with her functional and from working directly with her. She has With Marie’s approval, you talk with her functional and from working directly with her. She has regional bosses (she reports equally to both in a matrix regional bosses (she reports equally to both in a matrix format) to determine what they expect from a coaching been known to shout at her direct reports format) to determine what they expect from a coaching been known to shout at her direct reports program. Through these two direct supervisors, you are publicly and humiliate other colleagues program. Through these two direct supervisors, you are publicly and humiliate other colleagues informed of the following. Marie’s regional boss, Joe, a informed of the following. Marie’s regional boss, Joe, a British citizen living in Beijing, describes Marie as an in front of their bosses. Even clients have British citizen living in Beijing, describes Marie as an in front of their bosses. Even clients have outstanding professional with an incredible workload been subject to her wrath.” outstanding professional with an incredible workload been subject to her wrath.” capacity, dealing with multiple, complex situations. capacity, dealing with multiple, complex situations. “Marie,” he says, “is devoted to the success of the business “Marie,” he says, “is devoted to the success of the business and obtains outstanding results. She has been sent to difficult, emerging markets and obtains outstanding results. She has been sent to difficult, emerging markets in Eastern Europe to troubleshoot problems and has been able to get projects in Eastern Europe to troubleshoot problems and has been able to get projects through, resolved, and in a timely manner. Socially, she is charming and pleasant, through, resolved, and in a timely manner. Socially, she is charming and pleasant, but at work she is very pushy when promoting her ideas. When she delegates, she but at work she is very pushy when promoting her ideas. When she delegates, she relentlessly comes back to her direct reports to see what has been accomplished. relentlessly comes back to her direct reports to see what has been accomplished. | IJCO Issue 4 2006 | IJCO Issue 4 2006 Joe reports that this, too, is perceived as pushy. Joe reports that this, too, is perceived as pushy.

Joe whispers, “Her Asian teams, from Japan, India, and Beijing, tend to shy away Joe whispers, “Her Asian teams, from Japan, India, and Beijing, tend to shy away from working directly with her. She has been known to shout at her direct reports from working directly with her. She has been known to shout at her direct reports publicly and humiliate other colleagues in front of their bosses. Even clients have publicly and humiliate other colleagues in front of their bosses. Even clients have been subject to her wrath.” Joe continues, “She needs to create a team spirit and been subject to her wrath.” Joe continues, “She needs to create a team spirit and have people happy to work with her.” Joe pauses to think and then says, “After an have people happy to work with her.” Joe pauses to think and then says, “After an argument, Marie might try to make amends with the person she has upset, but she argument, Marie might try to make amends with the person she has upset, but she cannot stop herself from competing to win the argument, even if it will cost her cannot stop herself from competing to win the argument, even if it will cost her the relationship. Many of her colleagues think she has a need to compete and have the relationship. Many of her colleagues think she has a need to compete and have the last word.” “What has surprised more than one of her colleagues is that Marie’s the last word.” “What has surprised more than one of her colleagues is that Marie’s self-confidenceat work contrasts noticeably with her submissive attitude with her self-confidenceat work contrasts noticeably with her submissive attitude with her (functional) boss, Jane.” Joe then pauses, and continues, (functional) boss, Jane.” Joe then pauses, and continues, “she has little to no empathy or social radar. “I have noticed that she walks briskly into the office. She “she has little to no empathy or social radar. “I have noticed that she walks briskly into the office. She looks tense. When she is annoyed with a discussion, she looks tense. When she is annoyed with a discussion, she she is perceived as having little sensitivity rolls her eyes and walks away.” she is perceived as having little sensitivity rolls her eyes and walks away.” to what is required by others.” Jane pauses to what is required by others.” Jane pauses Marie’s functional boss, Jane, an American based in the Marie’s functional boss, Jane, an American based in the and says thoughtfully, “she does not know US, summarizes Marie’s attitude as, “She lacks confidence. and says thoughtfully, “she does not know US, summarizes Marie’s attitude as, “She lacks confidence. how to profile herself to engage people.” Marie remains silent in meetings.” Jane continues, “She how to profile herself to engage people.” Marie remains silent in meetings.” Jane continues, “She wants to impress people and overcompensates. She tries wants to impress people and overcompensates. She tries to impress people that she is bright, and what would to impress people that she is bright, and what would we do without her. When she encounters resistance with her direct reports, she we do without her. When she encounters resistance with her direct reports, she becomes aggressive, hierarchical, very top-down. She has little to no empathy becomes aggressive, hierarchical, very top-down. She has little to no empathy or social radar. She is perceived as having little sensitivity to what is required by or social radar. She is perceived as having little sensitivity to what is required by others.” Jane pauses and says thoughtfully, “She does not know how to profile others.” Jane pauses and says thoughtfully, “She does not know how to profile herself to engage people.” herself to engage people.”

Marie tells you that she is 42 years old, has been married for 12 years, and has Marie tells you that she is 42 years old, has been married for 12 years, and has no children. She was raised in the eastern US, and comes from a traditional, no children. She was raised in the eastern US, and comes from a traditional, middle-class family. Her husband is a very successful Swiss banker, who has been middle-class family. Her husband is a very successful Swiss banker, who has been promoted every few years and changed countries with each promotion. Marie promoted every few years and changed countries with each promotion. Marie says that she has usually found a way to follow him while pursuing her career says that she has usually found a way to follow him while pursuing her career or studies. She also mentions that her husband admires her achievements but or studies. She also mentions that her husband admires her achievements but complains sometimes that she relies too much on him to make decisions. complains sometimes that she relies too much on him to make decisions.

When Marie gives some information on her background, you findout that she has When Marie gives some information on her background, you findout that she has an older brother who was the apple of their parents’ eyes. All hopes were focused an older brother who was the apple of their parents’ eyes. All hopes were focused on his career, until he decided to quit the business life to live in a retreat. She was on his career, until he decided to quit the business life to live in a retreat. She was an average student at school, but once her brother left the business world, Marie an average student at school, but once her brother left the business world, Marie began to have outstanding results at school. Marie talks proudly about the results began to have outstanding results at school. Marie talks proudly about the results she has achieved and her constant travels. She confides in you that she is driven she has achieved and her constant travels. She confides in you that she is driven by her own agenda and gets upset when anything gets in her way. She knows by her own agenda and gets upset when anything gets in her way. She knows that she is perceived as pushy, and she wants to learn how to inspire rather than that she is perceived as pushy, and she wants to learn how to inspire rather than impose. Her company has given her the opportunity to receive coaching to work impose. Her company has given her the opportunity to receive coaching to work on developing her emotional intelligence, which she understands as developing on developing her emotional intelligence, which she understands as developing her interpersonal skills. With this background information from Marie and her her interpersonal skills. With this background information from Marie and her two bosses, your assessment of the coaching situation begins. two bosses, your assessment of the coaching situation begins.

Is the Organization’s Perspective Remedial or Developmental? Is the Organization’s Perspective Remedial or Developmental? Before embarking on any coaching process, it is useful to examine the sponsoring Before embarking on any coaching process, it is useful to examine the sponsoring organization’s culture and perspective with regard to the coaching process. Does organization’s culture and perspective with regard to the coaching process. Does the organization perceive coaching as remedial or developmental? If coaching is the organization perceive coaching as remedial or developmental? If coaching is

perceived as remedial, the executive might feel threatened, surprised, or even perceived as remedial, the executive might feel threatened, surprised, or even © Copyright 2006 PCPI. All rights reserved worldwide. reserved rights All PCPI. 2006 Copyright © IJCO Issue 4 2006 | IJCO Issue 4 2006 | relieved by referral to a coach. In contrast, if the coaching relieved by referral to a coach. In contrast, if the coaching process is perceived as a privilege for upper-management Before embarking on any coaching process, process is perceived as a privilege for upper-management Before embarking on any coaching process, leadership development, the executive will most likely leadership development, the executive will most likely embrace the process as a developmental opportunity and it is useful to examine the sponsoring embrace the process as a developmental opportunity and it is useful to examine the sponsoring sign of affirmation from the organization. organization’s culture and perspective sign of affirmation from the organization. organization’s culture and perspective In this case, Marie, has produced excellent financial results with regard to the coaching process. Does In this case, Marie, has produced excellent financial results with regard to the coaching process. Does and perceives the coaching engagement as a privileged the organization perceive coaching as and perceives the coaching engagement as a privileged the organization perceive coaching as investment in her development. Particularly since the investment in her development. Particularly since the coaching engagement is unusual for her company, as is remedial or developmental? coaching engagement is unusual for her company, as is remedial or developmental? much ongoing training, the coach can help by clarifying much ongoing training, the coach can help by clarifying the organization’s intent and rationale for enlisting a coach the organization’s intent and rationale for enlisting a coach in this case. Ensuring mutually understood objectives is a key role for the coach. in this case. Ensuring mutually understood objectives is a key role for the coach. In addition, especially when such a coaching process is rare, it is important that In addition, especially when such a coaching process is rare, it is important that the message involved is clearly understood by not only the parties involved, but the message involved is clearly understood by not only the parties involved, but also all stakeholders in its outcome. Is the organization investing in this executive, also all stakeholders in its outcome. Is the organization investing in this executive, and expecting those around her to support that decision? Or is this a remedial and expecting those around her to support that decision? Or is this a remedial action which may carry a stigma for the executive and those for and with whom action which may carry a stigma for the executive and those for and with whom she works? Such messages, whether positive, negative, or mixed, will complicate she works? Such messages, whether positive, negative, or mixed, will complicate the coaching process and the executive’s day-to-day and developmental choices, so the coaching process and the executive’s day-to-day and developmental choices, so clarification and consistent communication of the intended message is crucial. clarification and consistent communication of the intended message is crucial.

How Does the Organization Handle Feedback? Are Expectations Clearly How Does the Organization Handle Feedback? Are Expectations Clearly Understood by All? Understood by All? Another aspect to explore before embarking on coaching is how the corporate Another aspect to explore before embarking on coaching is how the corporate culture addresses and practices feedback. Did Marie’s boss already attempt to culture addresses and practices feedback. Did Marie’s boss already attempt to provide Marie with personalized feedback about her behavior? Did the boss already provide Marie with personalized feedback about her behavior? Did the boss already send Marie to leadership training in an attempt to address her particular issue? send Marie to leadership training in an attempt to address her particular issue? What was said during face-to-face appraisal meetings before a coach was called What was said during face-to-face appraisal meetings before a coach was called in? What feedback worked, and did not work? Is the culture or leadership skilled in? What feedback worked, and did not work? Is the culture or leadership skilled at giving developmental and remedial feedback, or is it avoidant of confrontation? at giving developmental and remedial feedback, or is it avoidant of confrontation? Is coaching the last option before Marie is perceived as having hit her highest level Is coaching the last option before Marie is perceived as having hit her highest level of potential, or is it management’s desire to develop and promote Marie to the next of potential, or is it management’s desire to develop and promote Marie to the next professional level? Is the organization apprehensive that professional level? Is the organization apprehensive that Marie will leave the organization if she is not promoted? Is coaching the last option before Marie is Marie will leave the organization if she is not promoted? Is coaching the last option before Marie is Even if Marie has outstanding results, is the turnover Even if Marie has outstanding results, is the turnover in her department becoming an issue for the company? perceived as having hit her highest level in her department becoming an issue for the company? perceived as having hit her highest level What are the company’s and bosses’ expectations of the of potential, or is it management’s desire What are the company’s and bosses’ expectations of the of potential, or is it management’s desire coaching process, timing, and outcomes? What next coaching process, timing, and outcomes? What next steps or consequences are likely if those expectations are to develop and promote Marie to the next steps or consequences are likely if those expectations are to develop and promote Marie to the next not met? Understanding and managing Marie’s bosses’ professional level? not met? Understanding and managing Marie’s bosses’ professional level? expectations are crucial responsibilities of the coach. expectations are crucial responsibilities of the coach.

What Are the Corporate Culture and Expected Behaviors? What Are the Corporate Culture and Expected Behaviors? Coupled with understanding the culture and expectations is the need for clarity Coupled with understanding the culture and expectations is the need for clarity around the organization’s culture, values, reward system, and taboos. Every around the organization’s culture, values, reward system, and taboos. Every corporation evaluates its success with similar, yet different, success criteria, which corporation evaluates its success with similar, yet different, success criteria, which may vary somewhat internally as well. These cultural norms inform the executive’s may vary somewhat internally as well. These cultural norms inform the executive’s choices, assumptions, and boundaries; correctly interpreting these key cultural choices, assumptions, and boundaries; correctly interpreting these key cultural issues is every executive’s task. The coach’s role is to support the executive’s issues is every executive’s task. The coach’s role is to support the executive’s boss(es) in explaining those expectations candidly. Often this means clarifying the boss(es) in explaining those expectations candidly. Often this means clarifying the written and unwritten rules of the corporate culture, and the consequences of not written and unwritten rules of the corporate culture, and the consequences of not addressing interpersonal relationships in a mutually positive manner. addressing interpersonal relationships in a mutually positive manner. 10 | IJCO Issue 4 2006 10 | IJCO Issue 4 2006 Marie’s chances for success or failure thus depend on how she, with her Marie’s chances for success or failure thus depend on how she, with her coach’s assistance, navigates the corporate culture, her bosses’ feedback and coach’s assistance, navigates the corporate culture, her bosses’ feedback and expectations going forward. Mixed or unclear messages may have Marie confused expectations going forward. Mixed or unclear messages may have Marie confused or misinformed about her future and the seriousness of this intervention. The or misinformed about her future and the seriousness of this intervention. The corporate culture may range from positive and developmental to negative and risk corporate culture may range from positive and developmental to negative and risk averse. The bosses may have already tried and failed to elicit behavioral changes, averse. The bosses may have already tried and failed to elicit behavioral changes, and thus may have preconceived notions of her coaching success or failure. The and thus may have preconceived notions of her coaching success or failure. The engagement of a coach could be a wise investment in high-potential leaders, or engagement of a coach could be a wise investment in high-potential leaders, or a scapegoating tactic to prepare the file for an unwieldy executive termination. a scapegoating tactic to prepare the file for an unwieldy executive termination. The coach’s credibility and skill in achieving clarity on the problem, intent, and The coach’s credibility and skill in achieving clarity on the problem, intent, and prospects -- early in and throughout the process -- are thus key. prospects -- early in and throughout the process -- are thus key.

How Best Does a Company or Executive Choose an Intercultural Coach? How Best Does a Company or Executive Choose an Intercultural Coach? In this particular case, a Western coach was highly recommended by Marie to In this particular case, a Western coach was highly recommended by Marie to the corporate sponsor. Marie had met the coach briefly on a prior occasion and the corporate sponsor. Marie had met the coach briefly on a prior occasion and developed some rapport. Despite the coach’s physical distance, Marie selected the developed some rapport. Despite the coach’s physical distance, Marie selected the Western coach and pushed it through with her usual strong determination. The Western coach and pushed it through with her usual strong determination. The coach’s credibility is enhanced by the high recommendation and intercontinental coach’s credibility is enhanced by the high recommendation and intercontinental choice. The corporate sponsor may feel it is getting a head start by opting for the choice. The corporate sponsor may feel it is getting a head start by opting for the executive’s choice of coach, and avoiding delays in or passive resistance to the executive’s choice of coach, and avoiding delays in or passive resistance to the coaching process in doing so. coaching process in doing so. One could argue that a Chinese coach One could argue that a Chinese coach would be more One could argue that a Chinese coach One could argue that a Chinese coach would be more knowledgeable of the local culture and more readily knowledgeable of the local culture and more readily would be more knowledgeable of the local available for face-to-face contacts. A local Asian coach would be more knowledgeable of the local available for face-to-face contacts. A local Asian coach culture and more readily available for may have heightened Marie’s awareness of the local ways. culture and more readily available for may have heightened Marie’s awareness of the local ways. However, a Westerner in Asia may want to be coached However, a Westerner in Asia may want to be coached face-to-face contacts. A local Asian coach by someone with a similar culture when in a totally face-to-face contacts. A local Asian coach by someone with a similar culture when in a totally may have heightened Marie’s awareness of foreign environment. The coaching relationship is also may have heightened Marie’s awareness of foreign environment. The coaching relationship is also enhanced by Marie’s ability to prevail in working with enhanced by Marie’s ability to prevail in working with the local ways. However, a Westerner in someone whom she trusts, has comfortable rapport with, the local ways. However, a Westerner in someone whom she trusts, has comfortable rapport with, Asia may want to be coached by someone and shares Western yet intercultural perspectives. Marie Asia may want to be coached by someone and shares Western yet intercultural perspectives. Marie actively selected her coach and, therefore, has a vested actively selected her coach and, therefore, has a vested with a similar culture when in a totally interest in producing positive results. If Marie’s bosses with a similar culture when in a totally interest in producing positive results. If Marie’s bosses foreign environment. had any apprehension that coaching might not deliver the foreign environment. had any apprehension that coaching might not deliver the expected outcome, witnessing Marie actively advocating expected outcome, witnessing Marie actively advocating for a coach is reassuring. for a coach is reassuring.

What Would Success Look Like for the Different Cultures? What Would Success Look Like for the Different Cultures? Actively asking Marie’s bosses to define their expected outcomes from the coaching Actively asking Marie’s bosses to define their expected outcomes from the coaching process is essential. In this case there are two bosses from two continents; their process is essential. In this case there are two bosses from two continents; their underlying cultural assumptions are integral in the desired outcomes and underlying cultural assumptions are integral in the desired outcomes and described according to their own cultural perspective. If both bosses in this case described according to their own cultural perspective. If both bosses in this case are Westerners, it is also essential to ask Asian colleagues how they perceive Marie’s are Westerners, it is also essential to ask Asian colleagues how they perceive Marie’s strengths and areas for improvement. strengths and areas for improvement.

A standard, pre-set interview process might not give a rich enough description of A standard, pre-set interview process might not give a rich enough description of Marie’s behavior from a multiple-culture perspective that unveils and distinguishes Marie’s behavior from a multiple-culture perspective that unveils and distinguishes the different cultural influences at work (Sackman et al, 1997). What parts of the different cultural influences at work (Sackman et al, 1997). What parts of her behavior stem from the corporate culture, the national culture, or her family her behavior stem from the corporate culture, the national culture, or her family culture? What parts of her behavior tie to her previous success in Eastern Europe, culture? What parts of her behavior tie to her previous success in Eastern Europe, and what parts may create conflicts between corporate success and local culture? and what parts may create conflicts between corporate success and local culture? What parts of her behavior are conducive to doing business in Asia and what parts What parts of her behavior are conducive to doing business in Asia and what parts clash with the local ways of doing business? clash with the local ways of doing business? IJCO Issue 4 2006 | 11 IJCO Issue 4 2006 | 11

How Can the Cross-cultural Coach Identify Cultural Perception Gaps? How Can the Cross-cultural Coach Identify Cultural Perception Gaps? One way to measure cultural differences in perception between Marie’s Western and One way to measure cultural differences in perception between Marie’s Western and Asian colleagues is a coach-led, oral 360-degree feedback Asian colleagues is a coach-led, oral 360-degree feedback interview process with Marie’s bosses, colleagues, and What parts of her behavior tie to her interview process with Marie’s bosses, colleagues, and What parts of her behavior tie to her direct reports from different cultures. Interview questions direct reports from different cultures. Interview questions must delve deeply into what Marie specifically “does” previous success in Eastern Europe, and must delve deeply into what Marie specifically “does” previous success in Eastern Europe, and and “says” (Cranshaw, 2005) that portrays a particular what parts may create conflicts between and “says” (Cranshaw, 2005) that portrays a particular what parts may create conflicts between perception of her. Then misinterpretations and biases perception of her. Then misinterpretations and biases are less readily assumed. The difference in cultural corporate success and local culture? What are less readily assumed. The difference in cultural corporate success and local culture? What perceptions might be subtle enough to require abundant parts of her behavior are conducive to doing perceptions might be subtle enough to require abundant parts of her behavior are conducive to doing detail. detail. business in Asia and what parts clash with business in Asia and what parts clash with The difference with this process compared to preset or the local ways of doing business? The difference with this process compared to preset or the local ways of doing business? company 360-degree-feedback questionnaires is that the company 360-degree-feedback questionnaires is that the coach, through individual interviews, can probe further coach, through individual interviews, can probe further into the exact meaning that words, expressions, and behaviors have for each into the exact meaning that words, expressions, and behaviors have for each respondent. This is difficult to do with a preset questionnaire where there is little respondent. This is difficult to do with a preset questionnaire where there is little chance to determine the significance and interpretation given to each word by the chance to determine the significance and interpretation given to each word by the respondent. respondent.

A logical concern is that respondents may qualify their answers to a Westerner A logical concern is that respondents may qualify their answers to a Westerner versus a local Asian coach-interviewer, which would bias the outcome. To take an versus a local Asian coach-interviewer, which would bias the outcome. To take an analogy, one could question whether Eskimos, who have 36 ways of describing analogy, one could question whether Eskimos, who have 36 ways of describing snow, would go to great pains to describe what type of snow they were referring snow, would go to great pains to describe what type of snow they were referring to if talking to a nomad of the Sahara desert. Therefore, a coach that has integrated to if talking to a nomad of the Sahara desert. Therefore, a coach that has integrated into their identity several cultures might have a heightened sensitivity to the into their identity several cultures might have a heightened sensitivity to the subtleties of cultural influences. This being said, prompting each respondent to be subtleties of cultural influences. This being said, prompting each respondent to be very specific in what caused the interpretation diminishes that risk of projecting very specific in what caused the interpretation diminishes that risk of projecting the coach’s own cultural references. the coach’s own cultural references.

How Does the Coach Approach Cross-cultural Coaching Communications How Does the Coach Approach Cross-cultural Coaching Communications and Consequences? and Consequences? Given the physical distance between the coach and Marie, face-to-face coaching Given the physical distance between the coach and Marie, face-to-face coaching sessions would be difficult to implement on a regular basis. The bosses voiced this sessions would be difficult to implement on a regular basis. The bosses voiced this concern. Their hesitation to have a coach halfway around the world was overcome concern. Their hesitation to have a coach halfway around the world was overcome when the coach suggested having the first few meetings face-to-face over a few days when the coach suggested having the first few meetings face-to-face over a few days in Marie’s Beijing office. Why might this be easier to address with a few face-to- in Marie’s Beijing office. Why might this be easier to address with a few face-to- face contacts? First, although high context is prevalent in Asia, both the executive face contacts? First, although high context is prevalent in Asia, both the executive and her bosses were Anglo-Saxon (typically low-context cultures where meaning and her bosses were Anglo-Saxon (typically low-context cultures where meaning is explicit). Secondly, the trust that Marie invested in is explicit). Secondly, the trust that Marie invested in the coach from trusted references certainly had a strong Particularly in cross-cultural contexts, the coach from trusted references certainly had a strong Particularly in cross-cultural contexts, impact on the bosses’ and Marie’s decision-making. Here, impact on the bosses’ and Marie’s decision-making. Here, a low-context style of coaching was secondary to vested effective communication relies on the a low-context style of coaching was secondary to vested effective communication relies on the trust in the recommended coach. implicit meaning of gestures, posture, trust in the recommended coach. implicit meaning of gestures, posture, Particularly in cross-cultural contexts, effective voice, and context. Telephone coaching Particularly in cross-cultural contexts, effective voice, and context. Telephone coaching communication relies on the implicit meaning of gestures, without the face-to-face coaching can be communication relies on the implicit meaning of gestures, without the face-to-face coaching can be posture, voice, and context. Telephone coaching without posture, voice, and context. Telephone coaching without the face-to-face coaching can be challenging. The lack challenging. the face-to-face coaching can be challenging. The lack challenging. of non-visual cues makes it more challenging for the of non-visual cues makes it more challenging for the coach to know when to encourage, explore further with coach to know when to encourage, explore further with questions, or simply continue to be silent. A webcam is a possible alternative questions, or simply continue to be silent. A webcam is a possible alternative coming into widespread use. Conversely and suprisingly. several executives have coming into widespread use. Conversely and suprisingly. several executives have 12 | IJCO Issue 4 2006 12 | IJCO Issue 4 2006 said that they find it liberating not to have someone observing them. said that they find it liberating not to have someone observing them.

What Other Identity-Level Cultural Perspectives May Be at Work? What Other Identity-Level Cultural Perspectives May Be at Work? The multiple-cultures perspective (Sackman et al, 1997) takes into account all The multiple-cultures perspective (Sackman et al, 1997) takes into account all facets of identity, a complex and very individualized view of the factors at work. facets of identity, a complex and very individualized view of the factors at work. A number of additional identity-level cues are present in the information from A number of additional identity-level cues are present in the information from Marie and her bosses. Here the coach needs to explore Marie’s desire to win, Marie and her bosses. Here the coach needs to explore Marie’s desire to win, which almost overshadows her capacity to perceive the process with which she which almost overshadows her capacity to perceive the process with which she is reaching her objectives. Does this stem already from her family context? Marie is reaching her objectives. Does this stem already from her family context? Marie appears to take a competitive versus collaborative stance. Has Marie been rewarded appears to take a competitive versus collaborative stance. Has Marie been rewarded for what she has achieved and not for who she is? The fear of losing motivates for what she has achieved and not for who she is? The fear of losing motivates her to constantly prove her supremacy, at times at the expense of others. The her to constantly prove her supremacy, at times at the expense of others. The little girl she once was might not have been simply loved for who she was. This little girl she once was might not have been simply loved for who she was. This type of profile is not unusual with achievement-oriented executives who measure type of profile is not unusual with achievement-oriented executives who measure success almost exclusively in terms of results and not in terms of process. Instead success almost exclusively in terms of results and not in terms of process. Instead of collaborating, and finding a sense of solidarity that of collaborating, and finding a sense of solidarity that Burnout has been the natural outcome unifies her to others, where closeness is shared, Marie Burnout has been the natural outcome unifies her to others, where closeness is shared, Marie may perceive success as a zero-sum game. may perceive success as a zero-sum game. of many high-performing executives’ of many high-performing executives’ insatiable and compulsive desire to Marie also desires closeness with her husband. There is insatiable and compulsive desire to Marie also desires closeness with her husband. There is an implied opening to simply be. Burnout has been the an implied opening to simply be. Burnout has been the perform. Although it is a natural desire natural outcome of many high-performing executives’ perform. Although it is a natural desire natural outcome of many high-performing executives’ to leave one’s mark or legacy, if pursued insatiable and compulsive desire to perform. Although it to leave one’s mark or legacy, if pursued insatiable and compulsive desire to perform. Although it is a natural desire to leave one’s mark or legacy, if pursued is a natural desire to leave one’s mark or legacy, if pursued compulsively or to the exclusion of all compulsively or to the exclusion of all else, the executive compulsively or to the exclusion of all compulsively or to the exclusion of all else, the executive else, the executive risks reaching a point at risks reaching a point at which the work disappoints or else, the executive risks reaching a point at risks reaching a point at which the work disappoints or no longer provides the satisfaction and meaning it once no longer provides the satisfaction and meaning it once which the work disappoints or no longer did. Although this can be a painful period for high- which the work disappoints or no longer did. Although this can be a painful period for high- provides the satisfaction and meaning it achieving executives, such openings may lead to finding provides the satisfaction and meaning it achieving executives, such openings may lead to finding new meaning and better balance between who they are new meaning and better balance between who they are once did. and what they do. once did. and what they do.

What Are the East-West Dynamics of Relationships versus Task What Are the East-West Dynamics of Relationships versus Task Orientation? Orientation? Many expatriates are often assigned based on past track records and achievements: Many expatriates are often assigned based on past track records and achievements: task orientation. However, successful business in Asia depends on the ability task orientation. However, successful business in Asia depends on the ability to establish relationships, with employees as well as customers (Schneider and to establish relationships, with employees as well as customers (Schneider and Barsoux, 2002). It is not possible to do business without establishing relationships, Barsoux, 2002). It is not possible to do business without establishing relationships, often referred to in China as Guanxi. Where Anglo-and Northern-European- often referred to in China as Guanxi. Where Anglo-and Northern-European- culture executives may avoid doing business with friends and family (as it might culture executives may avoid doing business with friends and family (as it might interfere with making good business decisions), managers in Asian and Latin interfere with making good business decisions), managers in Asian and Latin cultures would not consider doing business with someone they did not know and cultures would not consider doing business with someone they did not know and trust. Social controls are more important than formal controls. trust. Social controls are more important than formal controls. One might question whether, in the high- Marie’s achievements in Eastern Europe were exemplary One might question whether, in the high- Marie’s achievements in Eastern Europe were exemplary and contributed to her promotion and transfer to an and contributed to her promotion and transfer to an relationship context of China, Marie’s executive role in the Asian market. Eastern Europe relationship context of China, Marie’s executive role in the Asian market. Eastern Europe perception as “pushy” and distant from is an emerging market, where task orientation could perception as “pushy” and distant from is an emerging market, where task orientation could be considered to prevail and be tolerated. One might be considered to prevail and be tolerated. One might her team might be a function of these East- question whether, in the high-relationship context of her team might be a function of these East- question whether, in the high-relationship context of West dynamics of relationship versus task China, Marie’s perception as “pushy” and distant from her West dynamics of relationship versus task China, Marie’s perception as “pushy” and distant from her team might be a function of these East-West dynamics of team might be a function of these East-West dynamics of orientation. relationship versus task orientation. orientation. relationship versus task orientation. IJCO Issue 4 2006 | 13 IJCO Issue 4 2006 | 13 What Are the East-West Dynamics of High versus Low Context? What Are the East-West Dynamics of High versus Low Context? Criticizing people in public is rarely a good idea. In addition, some cultures and Criticizing people in public is rarely a good idea. In addition, some cultures and individuals are more accepting of feedback than others. It may be culturally more individuals are more accepting of feedback than others. It may be culturally more important to save a relationship, to preserve harmony, than accomplish the task. important to save a relationship, to preserve harmony, than accomplish the task. Many messages need to be stated indirectly, and it is important to be able to read Many messages need to be stated indirectly, and it is important to be able to read body language and understand what is not being said (Schneider and Barsoux, body language and understand what is not being said (Schneider and Barsoux, 2002). Marie needs to realize that her body language (e.g., shouting, being 2002). Marie needs to realize that her body language (e.g., shouting, being aggressive, rolling her eyes, walking briskly, turning away from conversations) aggressive, rolling her eyes, walking briskly, turning away from conversations) are read very carefully, more so than she may intend. In Asia, feedback needs to are read very carefully, more so than she may intend. In Asia, feedback needs to be conducted in a way that will save face and may even require going through a be conducted in a way that will save face and may even require going through a third party. third party.

Joe’s expectation of the coaching is that Marie creates more harmony within her Joe’s expectation of the coaching is that Marie creates more harmony within her team and promotes her team. Leadership in Asia is closely tied to promoting team and promotes her team. Leadership in Asia is closely tied to promoting the team, not oneself. Essential to the coaching is creating awareness of Marie’s the team, not oneself. Essential to the coaching is creating awareness of Marie’s choices: a short-term strategy where she wins or looks good individually, or a choices: a short-term strategy where she wins or looks good individually, or a longer-term strategy in which she empowers her team. It is not a question of one longer-term strategy in which she empowers her team. It is not a question of one action compared to another, so much as increasing Marie’s sense of observation, action compared to another, so much as increasing Marie’s sense of observation, distinction and developing a repertoire of behaviors that serves her and others distinction and developing a repertoire of behaviors that serves her and others better. Often the process is to (a) create awareness and insight into her almost better. Often the process is to (a) create awareness and insight into her almost compulsive need to shine; (b) find alternative behaviors better aligned to her compulsive need to shine; (b) find alternative behaviors better aligned to her short- and long-term goals; and (c) shift from filling a compulsive need of the self short- and long-term goals; and (c) shift from filling a compulsive need of the self toward integrating others’ needs in how she perceives success. toward integrating others’ needs in how she perceives success.

What Are the Roles of Power Distance, Hierarchy, and Status? What Are the Roles of Power Distance, Hierarchy, and Status? Mary’s top-down behavior towards her subordinates but submissive attitude Mary’s top-down behavior towards her subordinates but submissive attitude toward her boss can be seen as a reflection of high power distance (Hofstede, toward her boss can be seen as a reflection of high power distance (Hofstede, 1980), as is her perceived need to have the last word. 1980), as is her perceived need to have the last word. While in Asia, the boss is supposed to act like the boss Mary’s top-down behavior towards her While in Asia, the boss is supposed to act like the boss Mary’s top-down behavior towards her (in contrast to Anglo and Northern European cultures). (in contrast to Anglo and Northern European cultures). The boss is nevertheless expected to show relationship- subordinates but submissive attitude The boss is nevertheless expected to show relationship- subordinates but submissive attitude oriented care and concern for employees and customers toward her boss can be seen as a reflection oriented care and concern for employees and customers toward her boss can be seen as a reflection (Schneider and Barsoux, 2002). Although Marie does (Schneider and Barsoux, 2002). Although Marie does delegate, this is undermined by her constant checking up. of high power distance (Hofstede, 1980), delegate, this is undermined by her constant checking up. of high power distance (Hofstede, 1980), Furthermore, delegation may not always be appreciated, as is her perceived need to have the last Furthermore, delegation may not always be appreciated, as is her perceived need to have the last as the boss is expected to make the decisions. She may as the boss is expected to make the decisions. She may be confusing her employees by supposedly giving them word. be confusing her employees by supposedly giving them word. responsibility and then “taking it away”. Furthermore, responsibility and then “taking it away”. Furthermore, criticizing people in public is punishing, reinforcing the criticizing people in public is punishing, reinforcing the top-down position, and encouraging employees to avoid taking responsibility for top-down position, and encouraging employees to avoid taking responsibility for fear of making mistakes, and subsequent public humiliation. fear of making mistakes, and subsequent public humiliation.

How Best Can the 360-Degree-Feedback Interviews Be Leveraged? How Best Can the 360-Degree-Feedback Interviews Be Leveraged? Another advantage of in-depth, face-to-face interviews for the 360-degree- Another advantage of in-depth, face-to-face interviews for the 360-degree- feedback process is to prepare Marie’s colleagues and direct reports to understand feedback process is to prepare Marie’s colleagues and direct reports to understand and expect Marie’s behavior to change during coaching. Once the interviews and expect Marie’s behavior to change during coaching. Once the interviews finely determine what Marie “says” and “does” (Cranshaw, 2005) to portray the finely determine what Marie “says” and “does” (Cranshaw, 2005) to portray the perception she evokes, an action plan to alter those perceptions is more readily perception she evokes, an action plan to alter those perceptions is more readily established and enacted. The differences in cultural perceptions of specific established and enacted. The differences in cultural perceptions of specific behaviors can be teased out from the interviews. How do Chinese businesspeople behaviors can be teased out from the interviews. How do Chinese businesspeople perceive a Westerner walking away from the conversation in mid-stream? Would perceive a Westerner walking away from the conversation in mid-stream? Would most of Marie’s U.S. colleagues interpret that behavior with the same intensity? most of Marie’s U.S. colleagues interpret that behavior with the same intensity? This may require patterns, identified through a number of colleagues, before any This may require patterns, identified through a number of colleagues, before any cultural inferences are possible. cultural inferences are possible. 14 | IJCO Issue 4 2006 14 | IJCO Issue 4 2006 The individual interview process also offers an opportunity for the coach to The individual interview process also offers an opportunity for the coach to encourage people within Marie’s environment to provide her with feedback. If encourage people within Marie’s environment to provide her with feedback. If there is little trust between Marie and her direct reports, any change of behavior, there is little trust between Marie and her direct reports, any change of behavior, even positive, may be perceived as manipulative rather than a sincere attempt even positive, may be perceived as manipulative rather than a sincere attempt to improve relationships. If an individual is coached, but the system within her to improve relationships. If an individual is coached, but the system within her working environment is not ready to perceive or accept her behavioral changes, working environment is not ready to perceive or accept her behavioral changes, then the changes from the coaching process have less of a chance to be sustainable. then the changes from the coaching process have less of a chance to be sustainable. Within complex, multidimensional situations, a systemic Within complex, multidimensional situations, a systemic If there is little trust between Marie and her perspective allows the coach and Marie to more readily If there is little trust between Marie and her perspective allows the coach and Marie to more readily identify the patterns, connections, and alliances within identify the patterns, connections, and alliances within direct reports, any change of behavior, even the organizations, and how the executive can influence direct reports, any change of behavior, even the organizations, and how the executive can influence positive, may be perceived as manipulative them. positive, may be perceived as manipulative them. rather than a sincere attempt to improve Moreover, if on-going training is unusual in the rather than a sincere attempt to improve Moreover, if on-going training is unusual in the relationships. If an individual is coached, organization, it is important to explore what other forms relationships. If an individual is coached, organization, it is important to explore what other forms of feedback loops the organization provides. For the of feedback loops the organization provides. For the but the system within her working coaching to succeed in the eyes of Marie and her bosses, but the system within her working coaching to succeed in the eyes of Marie and her bosses, environment is not ready to perceive or it is essential that the stakeholders perceive and recognize environment is not ready to perceive or it is essential that the stakeholders perceive and recognize Marie’s changes. For those changes to be sustainable, the Marie’s changes. For those changes to be sustainable, the accept her behavioral changes, then the system needs to provide Marie with ample feedback and accept her behavioral changes, then the system needs to provide Marie with ample feedback and changes from the coaching process have encouragement. The system must, in turn be encouraged changes from the coaching process have encouragement. The system must, in turn be encouraged to do so. Thus a systemic approach to the 360-degree to do so. Thus a systemic approach to the 360-degree less of a chance to be sustainable. feedback process benefits all stakeholders, and markedly less of a chance to be sustainable. feedback process benefits all stakeholders, and markedly improves the chances for success. improves the chances for success.

LEARNING FROM CULTURAL DIFFERENCES WHEN COACHING LEARNING FROM CULTURAL DIFFERENCES WHEN COACHING In coaching across cultural contexts and integrating multiple cultural perspectives, In coaching across cultural contexts and integrating multiple cultural perspectives, this article reviewed three key themes: the coaching assessment process, how to this article reviewed three key themes: the coaching assessment process, how to identify cultural differences and clashes, and how to leverage the system. identify cultural differences and clashes, and how to leverage the system.

In Marie’s case, the coaching program is viewed primarily as developmental. In Marie’s case, the coaching program is viewed primarily as developmental. However, if signs of improvement are not evident within a reasonable timeframe, However, if signs of improvement are not evident within a reasonable timeframe, the perception of her coaching program could begin to shift to remedial. Her the perception of her coaching program could begin to shift to remedial. Her exceptional results will not be sustainable if she does not positively integrate her exceptional results will not be sustainable if she does not positively integrate her team and their performance into the equation. team and their performance into the equation.

The coach’s role is to increase Marie’s awareness of how her leadership is perceived The coach’s role is to increase Marie’s awareness of how her leadership is perceived in different contexts (East and West), in different situations (collaborative versus in different contexts (East and West), in different situations (collaborative versus competitive), and by multiple stakeholders (bosses, competitive), and by multiple stakeholders (bosses, The coach’s role is to increase Marie’s direct reports, and colleagues). Multiple cultural The coach’s role is to increase Marie’s direct reports, and colleagues). Multiple cultural perspectives need to be examined as they interplay with perspectives need to be examined as they interplay with awareness of how her leadership is Marie’s awareness of her values, motivations, and short- awareness of how her leadership is Marie’s awareness of her values, motivations, and short- perceived in different contexts (East and and long-term goals. This process will increase Marie’s perceived in different contexts (East and and long-term goals. This process will increase Marie’s cultural awareness and choices. Given that new behaviors, cultural awareness and choices. Given that new behaviors, West), in different situations (collaborative stemming from a shift in mindset or a transformational West), in different situations (collaborative stemming from a shift in mindset or a transformational versus competitive), and by multiple experience, are difficult to enact in a system that may not versus competitive), and by multiple experience, are difficult to enact in a system that may not change, the coach’s role is to facilitate how Marie might change, the coach’s role is to facilitate how Marie might stakeholders (bosses, direct reports, and best leverage the needed change in her work environment stakeholders (bosses, direct reports, and best leverage the needed change in her work environment colleagues). and system. colleagues). and system. EPILOGUE: WHEN THE FIVE YEAR-OLD GREW UP EPILOGUE: WHEN THE FIVE YEAR-OLD GREW UP With one quick, efficient movement, she threw her 40- year-old bear in the With one quick, efficient movement, she threw her 40- year-old bear in the suitcase and snapped it shut. At 40, it seemed silly that she would still carry her suitcase and snapped it shut. At 40, it seemed silly that she would still carry her worn-out bear around the world, but she did not want to deal with the sorrow worn-out bear around the world, but she did not want to deal with the sorrow and upsurge in unresolved grief of leaving it behind. Her past integrated so many and upsurge in unresolved grief of leaving it behind. Her past integrated so many IJCO Issue 4 2006 | 15 IJCO Issue 4 2006 | 15 goodbyes, to schools, friends, and homes, that any more goodbyes provoked a goodbyes, to schools, friends, and homes, that any more goodbyes provoked a dam of emotions. But in a few minutes, she knew she would also feel the surge dam of emotions. But in a few minutes, she knew she would also feel the surge of excitement of taking another plane to travel to yet another culture, and yet of excitement of taking another plane to travel to yet another culture, and yet another multicultural executive team. She had become adept in integrating another multicultural executive team. She had become adept in integrating multicultural teams, working in multiple languages, and facilitating their tacit multicultural teams, working in multiple languages, and facilitating their tacit and explicit communications. Why? Because developing an uncanny sense of and explicit communications. Why? Because developing an uncanny sense of observation was a survival skill needed to constantly integrate into new places. observation was a survival skill needed to constantly integrate into new places. Did she rely on simply being accepted in the next country to which she travelled? Did she rely on simply being accepted in the next country to which she travelled? No; integrating quickly into a new environment meant No; integrating quickly into a new environment meant seizing opportunities to become closer with a selected Which of Marie’s multiple cultural seizing opportunities to become closer with a selected Which of Marie’s multiple cultural team or appearing worthy to that team or group. As she team or appearing worthy to that team or group. As she settled into the flight, she reflected on Marie’s case, and perspectives was overshadowing others: settled into the flight, she reflected on Marie’s case, and perspectives was overshadowing others: thought about the family context in which the older the global nomad experience, or the family, thought about the family context in which the older the global nomad experience, or the family, brother was the apple of their parent’s eye, making being brother was the apple of their parent’s eye, making being accepted a challenging matter. Which of Marie’s multiple to mention only two? The coaching process accepted a challenging matter. Which of Marie’s multiple to mention only two? The coaching process cultural perspectives was overshadowing others: the is part of the exploration of uncharted cultural perspectives was overshadowing others: the is part of the exploration of uncharted global nomad experience, or the family, to mention only global nomad experience, or the family, to mention only two? The coaching process is part of the exploration of territory – the nomad’s touchstone. two? The coaching process is part of the exploration of territory – the nomad’s touchstone. uncharted territory – the nomad’s touchstone. uncharted territory – the nomad’s touchstone.

REFERENCES REFERENCES

Burrus, K. (2006, May). Marie’s case study. Workshop Leveraging multiple perspectives: Practicing Burrus, K. (2006, May). Marie’s case study. Workshop Leveraging multiple perspectives: Practicing on a concrete and complex case co-facilitated with Philippe Rosinski and presented at International on a concrete and complex case co-facilitated with Philippe Rosinski and presented at International Coach Federation European Conference, Brussels, Belgium. Coach Federation European Conference, Brussels, Belgium.

Cranshaw, L.A. (2005). Coaching abrasive executives: Exploring the use of empathy in constructing Cranshaw, L.A. (2005). Coaching abrasive executives: Exploring the use of empathy in constructing less destructive interpersonal management strategies. Doctoral dissertation: Fielding Graduate less destructive interpersonal management strategies. Doctoral dissertation: Fielding Graduate University. University.

Cranshaw, L.A. (in press). Coaching abrasive executives. San Francisco: Jossey-Bass. Cranshaw, L.A. (in press). Coaching abrasive executives. San Francisco: Jossey-Bass. Hofstede, G. (1980). Culture’s consequences: International differences in work related values. Hofstede, G. (1980). Culture’s consequences: International differences in work related values. Beverly Hills, CA: Sage. Beverly Hills, CA: Sage.

Rosinski, P. (2003). Coaching across cultures. London: Nicholas Brealey. Rosinski, P. (2003). Coaching across cultures. London: Nicholas Brealey.

Sackman, S.A., Phillips, M.E., Kleinberg, M.J., & Boyacigillar, N.A. (1997). Single and multiple Sackman, S.A., Phillips, M.E., Kleinberg, M.J., & Boyacigillar, N.A. (1997). Single and multiple cultures in international cross-cultural management research: Overview. In S.A. Sackmann (Ed.), cultures in international cross-cultural management research: Overview. In S.A. Sackmann (Ed.), Cultural complexity in organizations: Inherent contrasts and contradictions. Thousand Oaks, CA: Cultural complexity in organizations: Inherent contrasts and contradictions. Thousand Oaks, CA: Sage. Sage.

Schneider, S.C., & Barsoux, J-L. (2002). Managing across cultures. Harlow, UK: FT Prentice Hall Schneider, S.C., & Barsoux, J-L. (2002). Managing across cultures. Harlow, UK: FT Prentice Hall Pearson Education. Pearson Education.

Katrina Burrus, Ph.D., M.C.C. Katrina Burrus, Ph.D., M.C.C.

Phone: +41 22 750 81 11 Phone: +41 22 750 81 11 Email: [email protected] Email: [email protected] Website: www.mkbconseil.ch Website: www.mkbconseil.ch

Katrina Burrus is an executive coach for global nomads and alpha executives, Katrina Burrus is an executive coach for global nomads and alpha executives, with offices both in Geneva, Crans-Montana, Switzerland and Santa Barbara, with offices both in Geneva, Crans-Montana, Switzerland and Santa Barbara, California. California. Resource Center for Professional Coaching in Organizations

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