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Communication Styles through the Lens of the Enneagram

Throughout my career, I have come to understand the power of listening to build effective leadership. Whether that was serving in a leadership role, coaching leaders, or supporting leaders through training.

About five years ago, I became a certified Conversational Intelligence coach, which gave me great insight into the neuroscience of conversations – what happens in our brains when we have quality conversations or conversations that get stuck. One fundamental aspect of communication is that understanding resides with the listener. Therefore, to create shared understanding, the speaker needs to have the skills to adjust their communication style so that the listener is receiving the information with the intended meaning.

It is not easy to adapt our communication style so that another person receives the information with our intended meaning. However, my recent training as an Enneagram Practitioner has introduced me to a new approach to exploring communication styles. The Enneagram is an ancient framework that examines personality through our core motivations to help explain why we are the way we are. Our core motivation drives how we engage with the world and others to meet our needs. 

The communication style of each leadership type is in service to the core motivation. With a deeper understanding of what is driving someone’s style, we can adjust our language to meet their needs to create a shared understanding.

Credit: www.withinsight.coach

Understanding the nine communication styles through the Enneagram framework provides a roadmap to adapt our auto-pilot style to align with the listener. The first step in this process is understanding your style, core motivation and how that influences your communication. With that as a foundation, you can move to understanding other styles and interpersonal communication dynamics. 

To learn more about the Enneagram and how it can support you as a leader, check out the Minutes with Mary Enneagram Podcast Mini-Series. Episode 20: explores the Enneagram and Communication.

To begin your Enneagram journey, explore the resources and services Vista Global offers.

Culture First: Tips on Nonprofit Merger Success through Organizational Cultural Integration

Too often people think of nonprofit mergers as a frantic survival strategy for organizations in a state of financial crisis. However, robust nonprofit organizations are using a range of partnership, consolidation and strategic alliance models not to survive, but to thrive. In early 2015, AIDS Network and AIDS Resource Center of Wisconsin (ARCW) announced their merger, supported by a grant from the AIDS … Continue reading “Culture First: Tips on Nonprofit Merger Success through Organizational Cultural Integration”

Too often people think of nonprofit mergers as a frantic survival strategy for organizations in a state of financial crisis. However, robust nonprofit organizations are using a range of partnership, consolidation and strategic alliance models not to survive, but to thrive.

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In early 2015, AIDS Network and AIDS Resource Center of Wisconsin (ARCW) announced their merger, supported by a grant from the AIDS United Sector Transformation Initiative. The organizations were not in crisis. The merger goal was to combine two strong organizations and expand services to patients and clients.

“Wisconsin has always been a national leader in the fight against AIDS. Our merger will enhance this leadership position. By combining the best of our two organizations, we will enhance services, improve clinical outcomes, and generate new financial resources, all of which are critical as we continue on our quest for a world without AIDS.”

– ARCW President & Chief Executive Officer Michael Gifford.

Some Merger Integration Do’s and Don’ts

Vista Global Coaching & Consulting facilitated the negotiations and the organizational integration for AIDS Network and ARCW.  The continuity of consulting support over the course of both phases expedited the entire process. The timeframe from the initial conversation of the negotiation team to the celebration of the merger integration process was 18 months.  Although the process was efficient, it was not without intention and focus.

Don’t Ignore Culture in the Negotiation Phase

Honor important cultural elements of pre-merger organizations. Surface and address historical challenges in relationships between organizations to move forward in creating a new narrative. Sensitivity to power imbalances and strategies to mitigate those imbalances from the beginning of negotiations, sends the clear message to staff of both organizations that we are in this together to create a stronger organization that will better serve clients.

It is important to build relationships among the negotiation team members and develop a shared vision. Crafting ‘Strategic Intent Statements’ supports transparency and documents a process rooted in good faith which allows the group to point to that shared intent when there are bumps along the way.

Do Make Culture the First Priority in Integration

It is easy to launch into the systems and structural integration elements of combining two organizations but there is great risk in not putting emphasis on culture as the first priority.  Without this focus, it is easy for staff to stay locked in the pre-merger cultures and fall into “us v. them” perspectives.  Building an integrated culture is critical for long-term success.  Cultural integration requires intention, structure and tools to support the transformation.

To begin a cultural integration process, it can be helpful to use an assessment tool that provides an objective framework of the cultures of the combining organizations. In the AIDS Network-ARCW integration process, we used the Organizational Culture Assessment Inventory (OCAI). The tool allowed the merger integration team to look at the existing cultures and determine the preferred culture moving forward.  Identifying the vision of the preferred culture and the behaviors and beliefs that align with that preferred culture sets the course for “being the change we want to see” in the new organization.

Leadership Takeaways and the Return on Investment

Leaders need to understand when it is important to push for rapid changes and when it is more important to pause, listen, and allow members of the organization time to process. In the integration phase, building a “guiding coalition” of staff from all levels of both pre-merger organizations is a critical success factor.  The ARCW Merger Integration Team had 14 staff members.  These individuals became the change agents as the structural integration process began.  Eight work groups were established that included approximately 50% of all employees.  Even though ARCW is a statewide organization with 10 offices, every staff member was engaged in the integration process.

Strong nonprofits considering merger will be most successful if they go beyond just negotiations and invest financial resources, time, and staff in the integration process. Invest in a structure of internal leadership combined with external consultant support. Create early wins before and after the merger to maintain the momentum necessary to build a new organization.

Organizational culture can be abstract or intangible. A nonprofit’s culture is the sum of many parts. For a successful cultural integration, leaders need to acknowledge the value of each part.  The successful AIDS Network and ARCW merger integration is proof that cultural integration is possible when leaders invest in the process.

What is your experience in cultural integration?  We would love to learn more from you about this critical success factor. Contact Mary today!

The Impact of Our Cultural Identity as Professional Coaches

It’s not surprising that the results of the 2016 International Coach Federation NPO-NGO Community of Practice survey found cultural competency was a high priority area of interest. What is cultural competency? Culture is an abstract concept that can be hard for us to define. Therefore, there is no one set definition for cultural competency. The seminal work of … Continue reading “The Impact of Our Cultural Identity as Professional Coaches”

It’s not surprising that the results of the 2016 International Coach Federation NPO-NGO Community of Practice survey found cultural competency was a high priority area of interest.

What is cultural competency?

Culture is an abstract concept that can be hard for us to define. Therefore, there is no one set definition for cultural competency. The seminal work of Georgetown University Social Scientists Cross et al in 1989 offered a definition of cultural competence that is still in use today:

Cultural competence is a set of congruent behaviors, attitudes, and policies that come together in a system, agency or among professionals and enable that system, agency or those professions to work effectively in cross-cultural situations.

Culture is a set of shared understandings, thoughts, actions, customs, values and so on. Competence is used to imply a capacity to function effectively with others who may not share the same culture. While you may not use cardamom in your family’s traditional recipes, you understand and respect that other people do.

How many spices can you name?

Why does it matter?

Our local communities are becoming more diverse and globally connected through technology and demographic changes. Organizations are “internationalizing” – employees are geographically dispersed, from different countries, and different cultures. The workplace requires individuals to be aware of different cultures, to interact with people from different cultures, and to interpret new cultures as they are encountered.

By 2050, the United States will consist of a majority minority population.  This means that today’s minority groups, as defined by the U.S. Census Bureau as those of any race other than non-Hispanic, single-race whites, who currently account for only a third of the U.S.’s current population, are expected to increase to 54% of the U.S. population within a generation. As the U.S.’s cultural diversity increases, so will the need for our cultural competence.

These changing workforce and societal demographics are revolutionizing the learning demands for leaders today.

What’s the impact for coaching?

As professional coaches, a critical component of success is that we acknowledge the impact of our cultural identity as well as the cultural identity of our client.

Cultural competence is essential for success. With these changing cultural and demographic trends, how do coaches need to be culturally competent to support today’s leaders? How do we understand our cultural identity as coaches and how does that influence the way we support our clients in designing actions?

Where to start?

Begin by examining your individual cultural identity. By understanding your own cultural identity through self-reflection you are more prepared for the cross-cultural learning process. For example, if your cultural identity is American then you are more likely to place a high value on time as a concept and as a commodity.  Americans do battle with time.  We talk about saving time and beating the clock. Whereas other cultures have a more relaxed view of time.

Professor Geert Hofstede conducted one of the most comprehensive studies of how values in the workplace are influenced by culture.  He identified six dimensions of culture and has plotted the relative comparison of 76 different countries. You can select two countries and compare the dimensions of power, individualism, long-term orientation, etc.

Want to improve your cultural competence?

Vista Global Coaching & Consulting also provides custom trainings and workshops on cultural competence. Or if you’re looking for an opportunity to explore cross-cultural leadership, check out the Vista Leadership Academy.  Currently accepting applications until June 1, 2016,  Vista Leadership Academy is the only cross-cultural, multi-generational leadership development experience that combines a virtual classroom model with a transformative leadership journey in Oaxaca, Mexico. Learn more about the Academy’s Program…

Listening: Possibly the Most Important Leadership Skill

Too often leadership development programs focus on a leader looking inward or building demonstrative skills like ability to delegate or exuding confidence. But often the most successful leaders are adept at focusing on others in the form of listening. Do you think you are a good listener? You may want to think again.  The Center … Continue reading “Listening: Possibly the Most Important Leadership Skill”

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Too often leadership development programs focus on a leader looking inward or building demonstrative skills like ability to delegate or exuding confidence. But often the most successful leaders are adept at focusing on others in the form of listening.

Do you think you are a good listener? You may want to think again.  The Center for Creative Leadership describes some key indicators in their resource Listening and Leadership. Some of the most common signs that your listening skills need improvement include:

  • You’re easily distracted. Solution: Do your best to stop multi-tasking and be present enough to listen to your team.
  • You fear silence. Solution: Embrace the quiet moments and do not feel obligated to fill silences or respond to every comment.
  • You give advice too soon. Solution: Wait to here the full story and do not feel compelled to be the expert.

For a comprehensive list of resources for your improving listening skills, check out Beth Kanter’s recent blog Ways that Emerging Nonprofit Leaders Can Build Virtuoso Listening Skills. It should be required reading for every leader!

 

Introducing Vista Leadership Academy

A Journey for Leaders Seeking Change Vista Leadership Academy is a unique cross-cultural, multi-generational leadership development experience that combines a virtual classroom model with a transformative learning journey in Oaxaca, Mexico. The Academy is dedicated to gathering community-minded professionals from across the Americas. Academy participants will develop the leadership skills required to spur innovation and … Continue reading “Introducing Vista Leadership Academy”

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A Journey for Leaders Seeking Change

Vista Leadership Academy is a unique cross-cultural, multi-generational leadership development experience that combines a virtual classroom model with a transformative learning journey in Oaxaca, Mexico.

The Academy is dedicated to gathering community-minded professionals from across the Americas. Academy participants will develop the leadership skills required to spur innovation and impact our global community.

Why Oaxaca?

A special place in my heart, Oaxaca will serve as the background for the Academy because it offers vibrancy and restoration. Oaxaca is the perfect location for leaders traveling from across the Americas.

Calling all Compañeros

I’m excited to share this latest initiative with fans of Vista Global Coaching & Consulting. The Academy weaves together my passion and life’s purpose of leadership development, international travel and coaching.

We are offering a peek at the learning journey with the Vista Global Leadership Retreat to Oaxaca, November 11-15, 2015. Learn more about the fall retreat and register today!

Or if you can’t join the retreat, add your name to the Academy’s mailing list for updates and check out the Vista Leadership Academy website.

Thoughts on the Social Sector’s Leadership Gap

The Nonprofit Quarterly recently published an Op-Ed by a retiring nonprofit leader,  Nancy Wackstein, who feels concerns about a Leadership Gap in the sector are overblown. Research about the sector’s need for succession planning first gained traction in 2009 as explored by the Chronicle of Philanthropy. The Great Recession may have delayed the retirements of … Continue reading “Thoughts on the Social Sector’s Leadership Gap”

The Nonprofit Quarterly recently published an Op-Ed by a retiring nonprofit leader,  Nancy Wackstein, who feels concerns about a Leadership Gap in the sector are overblown.

Research about the sector’s need for succession planning first gained traction in 2009 as explored by the Chronicle of Philanthropy. The Great Recession may have delayed the retirements of many Boomers but concerns about recruiting the next generation of leaders remains constant.

LeadersMindtheGap

Ms. Wackstein describes an encouraging experience. And it’s easy to agree that “baby boomers really do not have the monopoly on compassion, commitment to social justice, or very hard work.” But it’s more likely that Ms. Wackstein’s experience is an exception to the rule. Plus, as she describes, she put intention in mentoring her younger colleagues.

Organizations that avoid the pitfalls of the leadership gap are headed by leaders like Ms. Wackstein who value and model shared leadership.

For recent research on best practices in leadership development and succession planning, check out the new eBook by Olive Grove and Vista Global titled, Proactively Plan for the Inevitable: A Guide To Leadership Transition and Succession, to learn more.

 

 

New Bridgespan Blog: Three Key Roles Funders Can Play in a CEO Transition

Grantmakers can accelerate their impact in the social sector by supporting leadership transition. My colleagues at Olive Grove and I wrote an article recently featured on Bridgespan’s blog titled “Three Key Roles Funders Can Play in a CEO Transition.” There is a strong case to be made for funders to support their grantees during executive … Continue reading “New Bridgespan Blog: Three Key Roles Funders Can Play in a CEO Transition”

Grantmakers can accelerate their impact in the social sector by supporting leadership transition. My colleagues at Olive Grove and I wrote an article recently featured on Bridgespan’s blog titled “Three Key Roles Funders Can Play in a CEO Transition.”

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There is a strong case to be made for funders to support their grantees during executive transitions. By helping them develop strong leadership pipelines through internal talent development, create realistic thoughtful succession plans, and evaluate the financial health of organizations to sustain a transition, funders can position the organizations they support to not only survive a transition, but thrive during and after it.

Read the blog and find out what grantmakers can do to help organizations undergoing leadership transition.