• Home
  • Services
    • Culture & Global Mindedness >
      • Organisational Culture
      • Global Engagement with Impact
      • Expat Optimiser Coaching Program
      • Consulting & Strategy for Global Thinking Organisations >
        • HR Intercultural Support >
          • Select Globally Aware People
          • Managing Expatriate & Returning Staff
        • Customised Solutions
    • Matrix & Collaboration >
      • Matrix & Collaboration Courses >
        • Executive Masterclass in Matrix Optimisation
        • The Collaborative Leader
        • Passport to Collaborative Working
        • The Collaborative Communicator
        • Matrix Certification Course - Overview >
          • Matrix Certification HI Course
        • Matrix Maturity Model Overview
      • Build Successful Teams >
        • Photo-Reflection
      • The VUCA Business Partner
    • Engaging Leadership >
      • Lead 2 Engage >
        • Global Engagement Framework - Overview
      • L2E Inner Circle >
        • Inner Circle Enrol
        • Inner Circle Interest
        • IC Learning Circle 2:20
        • IC Learning Circle 3:20
        • IC Learning Circle 4:20
        • IC Learning Circle 5.20
        • IC Learning Circle 6.20
        • IC Learning Circle 7.21
        • IC Learning Circle 9.21
        • IC Learning Circle 10.21
        • IC Learning Circle 11.21
        • IC Learning Circle 12.21
      • Lead 2 Remotely Engage
      • Coaching Engaging Leaders
      • L2E Certification Course - Overview
    • Digital Badging & Credentials
  • Resources
    • Pivot Potential Performance
    • "3 Things" Webinar Series
    • "Leadership Break" Series
    • The Remote Teaming Toolkit
    • The Resilient Expat
  • Insights
  • About Us
    • Our Team
    • Our Reach
    • Our Clients
    • Cultural Acknowledgement
    • Privacy
    • Hofstede Insights Australasia >
      • Webinars & Resources
      • OC Certification - Sydney 2019
  • Contact
  • Acceuil
  • Nos Services
    • Leadership Engageant >
      • Les Cercles de Leadership
      • Lead 2 Engage à distance
      • Former des Leaders Engageants
      • Aperçu de la Certification L2E
    • Collaborer en Environnement Matriciel >
      • Développer des Organisations Connectées et Dynamiques >
        • Communiquer en Transverse
        • Le Leader Transverse
        • Executive Masterclass: Optimiser une organisation matricielle​
        • Passeport pour Collaborer en Transverse
        • Cours de certification Matrix - Aperçu
        • Le Modèle de Maturité Matricielle
      • Former des équipes gagnantes
      • L'associé d'affaires VUCA
    • Management Interculturel et Mobilité Internationale >
      • Engager ses collaborateurs mondialement
      • Coaching de performance et d’intégration des expatriés
      • Consulting et Strategie Pour Organisations Mondiales >
        • Support des politiques de mobilité internationale >
          • Choisir des personnes compétentes et conscientes des enjeux mondiaux
          • Gestion du personnel expatrié et de retour au pays
        • Solutions sur mesure
  • Ressources
    • Série webinaires "3 idées pour..."
    • La Boîte à Outils de l'Equipe en Télétravail
    • Manuel de l'expatrié résilient
  • Blog
  • A Propos
    • Notre équipe
    • Pontevalle dans le monde
    • Nos Clients
  • Contact
  • ホーム
  • サービスメニュー
    • 多文化協働のためのグローバルマインドセット >
      • 異文化マネジメントワークショップ
      • 海外駐在最適化コーチング
      • レジリエンスを高めて海外駐在を成功させる >
        • 購入する
    • マトリックス組織と協働 >
      • コース >
        • マトリクス・リーダー
        • クロスファンクショナル・コミュニケーター
        • リレーショナル・ビジネスパートナー
      • 成功するチームを創生する >
        • Winning Together(共に勝つ)プロジェクトチーム
      • ニューロチェンジ・ソリューション >
        • ニューロチェンジ・コース
      • コンサルティングと戦略 >
        • 戦略アラインメントワークショップ
    • エンゲージングリーダーシップ >
      • エンゲージメントワークショップ >
        • Lead 2 Engageエンゲージメントのためのリーダーシップ
        • 変革がもたらすエンゲージメント
      • エンゲージングリーダーへのコーチング
      • 学生向けプログラム >
        • 学生向けLead 2 Engag
        • 学生向けWinning Together ワークショップ
        • 異文化適応力育成
    • オンラインリソース
  • ブログ
  • 私達について
    • 私達のチーム
    • グローバルリーチ
    • お客様
  • お問い合わせ
  • Ponte Blog
We believe in Winning Together
  • Home
  • Services
    • Culture & Global Mindedness >
      • Organisational Culture
      • Global Engagement with Impact
      • Expat Optimiser Coaching Program
      • Consulting & Strategy for Global Thinking Organisations >
        • HR Intercultural Support >
          • Select Globally Aware People
          • Managing Expatriate & Returning Staff
        • Customised Solutions
    • Matrix & Collaboration >
      • Matrix & Collaboration Courses >
        • Executive Masterclass in Matrix Optimisation
        • The Collaborative Leader
        • Passport to Collaborative Working
        • The Collaborative Communicator
        • Matrix Certification Course - Overview >
          • Matrix Certification HI Course
        • Matrix Maturity Model Overview
      • Build Successful Teams >
        • Photo-Reflection
      • The VUCA Business Partner
    • Engaging Leadership >
      • Lead 2 Engage >
        • Global Engagement Framework - Overview
      • L2E Inner Circle >
        • Inner Circle Enrol
        • Inner Circle Interest
        • IC Learning Circle 2:20
        • IC Learning Circle 3:20
        • IC Learning Circle 4:20
        • IC Learning Circle 5.20
        • IC Learning Circle 6.20
        • IC Learning Circle 7.21
        • IC Learning Circle 9.21
        • IC Learning Circle 10.21
        • IC Learning Circle 11.21
        • IC Learning Circle 12.21
      • Lead 2 Remotely Engage
      • Coaching Engaging Leaders
      • L2E Certification Course - Overview
    • Digital Badging & Credentials
  • Resources
    • Pivot Potential Performance
    • "3 Things" Webinar Series
    • "Leadership Break" Series
    • The Remote Teaming Toolkit
    • The Resilient Expat
  • Insights
  • About Us
    • Our Team
    • Our Reach
    • Our Clients
    • Cultural Acknowledgement
    • Privacy
    • Hofstede Insights Australasia >
      • Webinars & Resources
      • OC Certification - Sydney 2019
  • Contact
  • Acceuil
  • Nos Services
    • Leadership Engageant >
      • Les Cercles de Leadership
      • Lead 2 Engage à distance
      • Former des Leaders Engageants
      • Aperçu de la Certification L2E
    • Collaborer en Environnement Matriciel >
      • Développer des Organisations Connectées et Dynamiques >
        • Communiquer en Transverse
        • Le Leader Transverse
        • Executive Masterclass: Optimiser une organisation matricielle​
        • Passeport pour Collaborer en Transverse
        • Cours de certification Matrix - Aperçu
        • Le Modèle de Maturité Matricielle
      • Former des équipes gagnantes
      • L'associé d'affaires VUCA
    • Management Interculturel et Mobilité Internationale >
      • Engager ses collaborateurs mondialement
      • Coaching de performance et d’intégration des expatriés
      • Consulting et Strategie Pour Organisations Mondiales >
        • Support des politiques de mobilité internationale >
          • Choisir des personnes compétentes et conscientes des enjeux mondiaux
          • Gestion du personnel expatrié et de retour au pays
        • Solutions sur mesure
  • Ressources
    • Série webinaires "3 idées pour..."
    • La Boîte à Outils de l'Equipe en Télétravail
    • Manuel de l'expatrié résilient
  • Blog
  • A Propos
    • Notre équipe
    • Pontevalle dans le monde
    • Nos Clients
  • Contact
  • ホーム
  • サービスメニュー
    • 多文化協働のためのグローバルマインドセット >
      • 異文化マネジメントワークショップ
      • 海外駐在最適化コーチング
      • レジリエンスを高めて海外駐在を成功させる >
        • 購入する
    • マトリックス組織と協働 >
      • コース >
        • マトリクス・リーダー
        • クロスファンクショナル・コミュニケーター
        • リレーショナル・ビジネスパートナー
      • 成功するチームを創生する >
        • Winning Together(共に勝つ)プロジェクトチーム
      • ニューロチェンジ・ソリューション >
        • ニューロチェンジ・コース
      • コンサルティングと戦略 >
        • 戦略アラインメントワークショップ
    • エンゲージングリーダーシップ >
      • エンゲージメントワークショップ >
        • Lead 2 Engageエンゲージメントのためのリーダーシップ
        • 変革がもたらすエンゲージメント
      • エンゲージングリーダーへのコーチング
      • 学生向けプログラム >
        • 学生向けLead 2 Engag
        • 学生向けWinning Together ワークショップ
        • 異文化適応力育成
    • オンラインリソース
  • ブログ
  • 私達について
    • 私達のチーム
    • グローバルリーチ
    • お客様
  • お問い合わせ
  • Ponte Blog
English | Français

The Secret to Great Teams...

25/9/2014

0 Comments

 
Picture
The best teams co-create a way of being, working and succeeding together.  This co-creation is made up of the best aspects of all team members, in effect creating a 'team' personality that has its own set of values and belief system.  At the heart of this is the acceptance, and optimisation, of the diversity that exists in the team.  And it is in the embracing of this diversity that you discover the heart of authentic collaboration and innovation.
Picture
0 Comments

M&A Leadership - the difference between M&A success and failure

16/9/2014

0 Comments

 
Depending on whose research you rely on, we know that M&A’s have a failure rate of anywhere between 40% - 80%, so the need to understand the factors that can help give your M&A a greater chance of success is crucial.  A post in the most recent edition of the Harvard Business Review points to the fact that leadership is a key criteria in the success of M&A’s.  In his article, J Keith Dunbar says that it’s not only the leadership abilities of the acquiring company that are key, but the leadership capability in the target company as well.  This is a great insight, and a perspective not often considered; at least not to the depth explored in his research.

Interestingly though, the research didn’t highlight two of the key areas that are often cited as the culprits of a broken M&A marriage.  Culture and resilience.  There is an interdependence that exists between the two, and at the same time they each bring very unique and different qualities to the table that can underpin a successful M&A, JV or partnership.

Culture is as much an individual factor as it is an organisational reality, and in the HBR article there are leadership attributes identified that support the leadership of a healthy culture and that reinforce aspects of a resilient workforce.  Motivating and influencing others, relationship building, integrity, adaptability and customer focus.  All practical and important aspects of leading a healthy and resilient culture.

However, knowing what we do today about the nature of organisational culture and the links between leading and living the values of an organisation, this is an area that should not be overlooked.  Where possible this aspect of leadership should be made explicit in the M&A process, and not assumed that it will inform the way leaders lead in this context.  The extent to which a leader adopts M&A leadership values and behaviors is in many respects the extent to which the M&A gains traction on the ground from the very beginning.  Too often, as consultants working in this space, we come in years after a merger or acquisition only to find pockets of middle, and sometimes senior, management talking down the whole change process and not completely embracing the new organisational identity.  And yet, it is these people who we rely on to embrace M&A leadership behaviours such as:

Landscape Thinking.  They seek to understand the bigger picture – the broader landscape, within which the M&A sits. For this reason they are able to calmly and diplomatically deal with issues that arise throughout the M&A process, simply because they understand the broader context.  

Assertiveness.  It goes without saying that part of the M&A implementation strategy is ensuring that all leaders and employees are provided the bigger picture along with a more tactical layer that demonstrates where they fit and why.  But this isn’t always the case, nor does everyone interpret the message in the same way.  For this reason it falls back to the leadership to seek to understand both individually and as a group the ‘why’s’ and the ‘how’s’ and exactly what their role is in fostering the change. 

Emotional and Behavioural Responsibility. Not everyone, including leaders, will like all aspects of an M&A; as a result there will be many emotions expressed, sometimes unfiltered, at many levels of the organisation.  However a key leadership attribute is the ability to balance the tension that exists between how they feel within themselves about the change, and the business reality.  Only then can leaders continue to provide a stable style of leadership that is needed to help see in the new ways of working.

When you look at the more successful M&A’s there is an undeniable presence of each of these factors along with a focus on the intersection between culture and strategy as explored in a previous post on strategy and culture in M&A's.  Examples over the last 10 years include the CPP buyout of its main Australian distributor, the Publicis Groupe acquisition of Saatchi and Saatchi and the CEMEX buy out of RMS in the cement industry.  All of these examples were successful due to a healthy spread of focus across the strategic and cultural factors.  One case that truly highlights the value-add of such an approach is the Proctor and Gamble buyout of Gillette.  P&G set the scene for success by taking a human and inclusive approach that matched, and some would argue, exceeded the energies invested in the strategic, financial and operational due diligence process.  P&G ensured that the Gillette leadership group understood the bigger picture, and involved them in creating the next stage of the journey.  Leaders and employees were encouraged to ask questions, and seek to fully understand what was happening, why and where they fitted.  Integration teams made up of executives from both organisations worked on the ground to create a shared understanding of the new ways of working and numerous town hall meetings fronted by the most senior of the P&G and Gillette leadership teams kept the workforce across the latest developments. On top of this, full training was provided for Gillette employees in how to build networks and be personally and professionally successful within the P&G organisation.  All leaders, especially P&G leaders, were encouraged by the CEO to walk the talk when it came to the emotionally intelligent aspects of leadership.  For example, how they connected with all employees from both sides of the organisation; and not referring to ‘sides’ – breaking down the barriers and silos in the way they acted on a daily basis.

The common thread through all of this is that it is ‘how’ the leaders lead in the context of an M&A that makes the difference, and not just that they do.  The leadership required in a stable organisation not undergoing significant change is a different context for leadership than that required in an M&A situation.  Equally important is that the organisation set it’s leaders and workforce up for success by making the cultural aspects of change as tangible, explicit and important as all other aspects of the M&A strategy.  

​
0 Comments

Enabling Collaboration

1/9/2014

0 Comments

 
Sometimes the biggest block to collaboration is the extent to which we make it easy for others to understand and engage with what it is we want to achieve.  The perceptual chasm between you and those around you can be reduced or removed if we adopt a couple of straightforward principles. In short they are:

  • Be clear about what you want to achieve
  • Be prepared to let go
  • Communicate for collaboration

Be clear about what you want to achieve
This sounds easy enough, but I’ve often found when resolving collaboration conflicts that the initiating person or group can’t clearly articulate what it is they want to achieve in the first place! Many times I’ve found that resistance to collaborate exists around this very basic issue.  Think of this way.  When it comes to seeking collaboration, what you are really seeking is that they contribute something towards achieving an objective. Skills, knowledge, experience or time, it doesn’t matter; most people are reluctant to give up anything, or change the way they do something, without knowing why they are doing it or what’s in it for them.  So this first principle is about stripping away any ambiguity and being clear about:


  • What you want to achieve
  • Why you want to achieve it
  • How you want to achieve it
  • What’s in it for them 

At the very least, be clear on ‘what’ you want to achieve and remember if you can’t explain it, they won’t get it – and neither will you!


Be prepared to let go
You want people to embrace your reason for collaboration irrespective of their bias when it comes to organisational politics or their different schools of thought.  Many leaders have learnt the hard way that trying to appeal to all the different perspectives that exist is an instant killer of collaboration.  This is because the focus falls immediately to addressing different perceptions, which can only ever really be effective at a superficial level.  If this is happening then it’s also likely that this is how you are thinking about the reason for collaboration.  Underpinning all this is the most serious issue – and that is that you cannot control what other people think or perceive.  

So what’s the answer?  Let go!


  • Let go of the need to please everyone – just be clear about what you want to achieve (see the above point)
  • Let go of your own biases – take a neutral position that is inclusive of all comers
  • Let go of any thoughts of ‘winning over’ – aim for ‘working with’ or even better – ‘winning with’


Communicate for collaboration
Don’t just think about ‘what’ you have to say - the way you say it is equally important.  Use language that encourages inclusivity and reinforces collaboration at every turn; words and phrases such as:


  • We, Our, Us
  • How can we…
  • If we can…
  • I’m wondering…what do you think?

A collaborative relationship can be undone before it even begins if there is no consistency between saying that you want to collaborate and then using a whole stack of “I” statements.  Naturally, it’s important to seal your commitment by acting in a collaborative manner that reinforces your use of collaborative language.  So be conscious of the congruency between the way you are thinking about the need for collaboration, the words you use to influence others to get involved and the extent to which you are actually behaving collaboratively yourself.  


Collaboration is achievable; but it’s also important to set both you and your collaboration partners up for success from the very beginning.  And if you were to only practice these three steps, then you’d go a long way to achieving a win-win outcome, based on a collaborative start.
0 Comments

    Categories

    All
    Building Relationships
    Business Partner
    Change Management
    Collaboration
    Cross Cultural Management
    Cross-cultural Management
    Customer Engagement
    Dialogue
    Diversity
    Eclectic Leadership
    Employee Engagement
    Engagement
    Expatriation
    Flexibility
    Globalisation
    Global Mindset
    Intercultural Management
    Leadership
    Management
    M&A's
    Matrix Leadership
    Mentor
    Remote Working
    Resilience
    Stress-Management
    Team Building
    Trust
    Virtual Teams

    RSS Feed

    Archives

    January 2023
    August 2022
    June 2022
    April 2022
    March 2022
    February 2022
    January 2022
    December 2021
    March 2021
    February 2021
    January 2021
    December 2020
    November 2020
    October 2020
    September 2020
    August 2020
    July 2020
    June 2020
    May 2020
    April 2020
    February 2020
    January 2020
    September 2019
    August 2019
    June 2019
    February 2018
    December 2017
    August 2017
    December 2016
    November 2016
    October 2016
    August 2016
    July 2016
    June 2016
    December 2015
    July 2015
    April 2015
    January 2015
    December 2014
    November 2014
    October 2014
    September 2014
    August 2014
    July 2014
    April 2014
    March 2014
    February 2014
    September 2013
    August 2013
    May 2013
    February 2013
    October 2012
    September 2012
    August 2012
    June 2012

Home

About Us

Services

Insights

Contact

Copyright © 2019
Eng | Fra
  • Home
  • Services
    • Culture & Global Mindedness >
      • Organisational Culture
      • Global Engagement with Impact
      • Expat Optimiser Coaching Program
      • Consulting & Strategy for Global Thinking Organisations >
        • HR Intercultural Support >
          • Select Globally Aware People
          • Managing Expatriate & Returning Staff
        • Customised Solutions
    • Matrix & Collaboration >
      • Matrix & Collaboration Courses >
        • Executive Masterclass in Matrix Optimisation
        • The Collaborative Leader
        • Passport to Collaborative Working
        • The Collaborative Communicator
        • Matrix Certification Course - Overview >
          • Matrix Certification HI Course
        • Matrix Maturity Model Overview
      • Build Successful Teams >
        • Photo-Reflection
      • The VUCA Business Partner
    • Engaging Leadership >
      • Lead 2 Engage >
        • Global Engagement Framework - Overview
      • L2E Inner Circle >
        • Inner Circle Enrol
        • Inner Circle Interest
        • IC Learning Circle 2:20
        • IC Learning Circle 3:20
        • IC Learning Circle 4:20
        • IC Learning Circle 5.20
        • IC Learning Circle 6.20
        • IC Learning Circle 7.21
        • IC Learning Circle 9.21
        • IC Learning Circle 10.21
        • IC Learning Circle 11.21
        • IC Learning Circle 12.21
      • Lead 2 Remotely Engage
      • Coaching Engaging Leaders
      • L2E Certification Course - Overview
    • Digital Badging & Credentials
  • Resources
    • Pivot Potential Performance
    • "3 Things" Webinar Series
    • "Leadership Break" Series
    • The Remote Teaming Toolkit
    • The Resilient Expat
  • Insights
  • About Us
    • Our Team
    • Our Reach
    • Our Clients
    • Cultural Acknowledgement
    • Privacy
    • Hofstede Insights Australasia >
      • Webinars & Resources
      • OC Certification - Sydney 2019
  • Contact
  • Acceuil
  • Nos Services
    • Leadership Engageant >
      • Les Cercles de Leadership
      • Lead 2 Engage à distance
      • Former des Leaders Engageants
      • Aperçu de la Certification L2E
    • Collaborer en Environnement Matriciel >
      • Développer des Organisations Connectées et Dynamiques >
        • Communiquer en Transverse
        • Le Leader Transverse
        • Executive Masterclass: Optimiser une organisation matricielle​
        • Passeport pour Collaborer en Transverse
        • Cours de certification Matrix - Aperçu
        • Le Modèle de Maturité Matricielle
      • Former des équipes gagnantes
      • L'associé d'affaires VUCA
    • Management Interculturel et Mobilité Internationale >
      • Engager ses collaborateurs mondialement
      • Coaching de performance et d’intégration des expatriés
      • Consulting et Strategie Pour Organisations Mondiales >
        • Support des politiques de mobilité internationale >
          • Choisir des personnes compétentes et conscientes des enjeux mondiaux
          • Gestion du personnel expatrié et de retour au pays
        • Solutions sur mesure
  • Ressources
    • Série webinaires "3 idées pour..."
    • La Boîte à Outils de l'Equipe en Télétravail
    • Manuel de l'expatrié résilient
  • Blog
  • A Propos
    • Notre équipe
    • Pontevalle dans le monde
    • Nos Clients
  • Contact
  • ホーム
  • サービスメニュー
    • 多文化協働のためのグローバルマインドセット >
      • 異文化マネジメントワークショップ
      • 海外駐在最適化コーチング
      • レジリエンスを高めて海外駐在を成功させる >
        • 購入する
    • マトリックス組織と協働 >
      • コース >
        • マトリクス・リーダー
        • クロスファンクショナル・コミュニケーター
        • リレーショナル・ビジネスパートナー
      • 成功するチームを創生する >
        • Winning Together(共に勝つ)プロジェクトチーム
      • ニューロチェンジ・ソリューション >
        • ニューロチェンジ・コース
      • コンサルティングと戦略 >
        • 戦略アラインメントワークショップ
    • エンゲージングリーダーシップ >
      • エンゲージメントワークショップ >
        • Lead 2 Engageエンゲージメントのためのリーダーシップ
        • 変革がもたらすエンゲージメント
      • エンゲージングリーダーへのコーチング
      • 学生向けプログラム >
        • 学生向けLead 2 Engag
        • 学生向けWinning Together ワークショップ
        • 異文化適応力育成
    • オンラインリソース
  • ブログ
  • 私達について
    • 私達のチーム
    • グローバルリーチ
    • お客様
  • お問い合わせ
  • Ponte Blog