Course dates
Course overview
'Cross-Cultural Leadership, Management and Negotiation' offers you an opportunity to develop competencies which are in line with the day-to-day demands of organisational life. This includes a repertoire of practical skills which help individuals to cope with diversity and change. Techniques taught transcend cultural boundaries and take into account the management development needs of multi-national companies.
Summary of course content
- Work effectively across borders and cultural boundaries
- Enhance greater cross-cultural awareness and sensitivity
- Increase the productivity of real time and virtual international teams
- Sustain a competitive edge in working globally
- Enable people to be more confident and effective as cross-cultural leaders and negotiators avoiding costly misunderstandings
- Influence ‘up’ and ‘down’ with impact
- Create and sustain trust and rapport with others
- Recognise and adapt to appropriate styles for different situations
- Learn how to prepare for one-to-one and one-to-group communication
Methodology
The interactive and practical nature of this generic cross-cultural seminar is designed to help participants to remember and use what they have learnt when they confront difficult situations in the future. They will examine their own values and compare them with colleagues from other cultures.
Who should attend this training course?
- In-house counsel
- Contract managers
- Managing directors
- Financial directors
- Commercial directors
- Corporate financiers
- Project managers
- Risk managers
- HR managers
- Supervisors
- Regulators
Supporting publication
Day 1
Introduction
- Objectives
- Differences between leaders and managers
- Definitions of leadership
- Examples of effective leadership
- Introducing a model for leadership and effective management
Understanding yourself as a leader and effective manager and your environment
Leadership situation simulation
Definitions and styles of influencing and persuasion
- Basic strategies
- Personal impact when Influencing
- Review of self assessment
Behavioural skills for effective influencers and negotiators
- Behaviours that help to reach agreement
- Behaviours that lead to breakdown
- Asking
- Telling
- Probing
- Listening
- Use of silence
What is culture?
- Perceptions
- Challenges of working across borders
- Culture differences
- How culture affects behaviour
Mapping cultures
- Different dimensions and expectations
- Understanding why different culture have different behaviours
- National cultures
- Corporate cultures
- Sector cultures
Building trust and ‘face’
- Face and self esteem
- Different types of trust
- Identifying your and other person’s criteria for trust
- Creating and sustaining trust
Influencing, persuasion and negotiations across cultures and organisations
- Hierarchy
- ‘I’ vs. ‘We’
- Perception of status
- Dealing with certainty
- Attitudes to time
- Relationship vs. task
- Intercultural communication styles
Leadership strategy
- Structuring messages
- Selecting the medium through which to influence – corridor, email, 121, elevator pitch, meetings
- Creating relevant informative, persuasive messages
- Setting objectives, making recommendations
Day 2
Negotiations – objectives and strategy
- Objectives – slicing the pie or expanding the pie
- The myth of ‘win/win’
- Creating value – long and short term
- Identifying your objectives and strategy
- Strategy variables – BATNA and ZOPA
- Offers
Identifying your natural negotiating style
Practical exercise
- Recognising your preference and others
- Impact of different styles
- When to apply different styles
Negotiation simulation
Pre-negotiation tools for preparation
- Frames for a gain
- The issue map – managing complex negotiations
- Offers
Finding and using negotiating power
- Definition of power
- Sources of power
- Interests
- Positions
Clinic
- To resolve an issue raised by participantspast present or future
Tools for cross-cultural success
- Do’s and dont’s
- Top 10 tips
InterContinental Grand Stanford Hotel, Hong Kong, Hong Kong
This programme takes place on a non-residential basis at the InterContinental Grand Stanford Hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.
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Arun Singh
Course Director - Professor Arun Singh, OBE, FRSA
Professor Arun Singh is an international lawyer and consultant to an international law firm. He was formerly a partner and Head of International Commercial Law at KPMG Legal globally. Arun is cited and ranked in Chambers Guide of the World’s Leading Lawyers. He specialises in international investment, joint ventures, licensing of technology, R & D, M&A,
energy, outsourcing and corporate governance globally. Arun has worked with clients such as Standard Chartered, Bank of China, KPMG and Motorola to build effective crosscultural business teams.
He is a Visiting Professor in International Business, Leadership and Negotiations at Salford University Business School, Senior Associate of Oxford University’s Institute of Legal Practice, a Visiting Lecturer to Cambridge University and a Visiting Fellow to Leeds University Business School where he focuses on leadership, cross-cultural dynamics
in international business and international trade and investment. He has run training programmes globally.
Arun is the non-executive director of an international investment fund listed on the London Stock Exchange and Chairs another international investment company where he approves and selects investments, their acquisitions, sales and their structures.
Arun was appointed an OBE by HM the Queen in January 1999 for services to international trade, investment and intercultural management.
Arun is an editor and contributor to a number of publications, in April 2010 his book on Business and Contract Law was published by Thorogood.
Courses run by this instructor
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Course dates