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Leadership Programs
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Mentoring and Coaching
Colleagues Across Cultures
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Mentoring and Coaching Culturally Different Colleagues is a groundbreaking 1-day workshop now under development at GROVEWELL.  A discount will be granted to any firm that invites GROVEWELL to pilot-test this workshop. 
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The number of professionals, managers, and executives living and working outside of their home country is at an all-time high -- and growing.  And it is increasingly common for a leader in one nation to have direct reports and other colleagues in another nation.  Western business values, and especially American business values, include the expectation that a business leader not only directs subordinates and collaborates with colleagues, but also "develops" them (especially the subordinates) to be capable of better and better on-the-job performance.  One common way for leaders to do this is through individual mentoring or coaching.
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Several deep values and assumptions drive the expectation that one adult can and should guide another adult to self-improvement.  These values and assumptions are not shared among everyone around the world.  Here is one example of a known difference in assumptions that affects an individual's acceptance of the idea that another adult can and should help him or her learn and "develop" in beneficial ways:
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Assumption: Individuals learn and grow rapidly as children and youth, after which they continue to be fully capable of improving themselves throughout their lives.

Contrasting assumptions of people in different world regions.
 Assumption: Individuals learn and grow rapidly as children and youth, after which they go forth into the world prepared to deal with all of life's eventualities.
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Given this and other hidden values and assumptions that differ across world regions, how can mentoring or coaching be successfully accomplished when the business leader is from one culture and the subordinate or colleague is from another culture? 
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Currently available workshops and courses on mentoring and coaching, regardless of their claims to be “global,” do not address the cross-cultural challenges inherent in mentoring and coaching within multinational working groups.  Our workshop is “groundbreaking” because, as senior business interculturalists, we have deliberately set out to meet the need for cross-cultural training on the mentoring and coaching of colleagues. 
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Learning / Performance Objectives
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The objective of the 1-day workshop is to provide managers with awareness and insight about the unexpected challenges of mentoring or coaching culturally different subordinates or colleagues.  Addressed are contrasts in the expectations that people acquire during their early years at home and in school, the nature of senior-junior relationships in all walks of life, cognitive traits (e.g., styles of persuasion) and their associated emotions, and the varying characteristics of business cultures worldwide.  The goal is for attendees to depart with actionable ideas about how better to approach the mentoring or coaching of a culturally different colleague or subordinate.
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Course Outline
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Section I.  How Do We Mentor or Coach Others at Home?
The first section explores the hidden social expectations and cultural assumptions that underlie participants’ attitudes, beliefs, and personal experiences of mentoring and coaching with culturally similar others.
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Section II.  What Factors Affect One’s Ability to Mentor or Coach Others from Abroad?
Among the cross-cultural factors now being considered for attention during this insight- and awareness-building Section II are...
  • expectations gained during people's early years with parents, teachers, and authorities
  • differences in how "people who know" are regarded and treated 
  • how, and to what ends, people build relationships and trust with those who are senior
  • how individuals' delineate their public and private selves and who is admitted to the private
  • the coachee/mentee's sense of propriety vis-à-vis the social status of his coach/mentor
  • styles of thinking & persuasion found worldwide, and their impact on coaching/mentoring
  • in-group / out-group factors related to coaching and mentoring
  • unexpected problems in coaching/mentoring generated by an egalitarian mindset
  • characteristics of business cultures that impact coaching and mentoring.
Section III.  Diagnosing Your Cross-Cultural Coaching or Mentoring Challenge
Each participant is given an opportunity to describe and then diagnose the challenges that he or she faces, or expects to face, within a cross-cultural coaching or mentoring relationship.  The challenges may arise within either role -- that of coach or mentor, or that of coachee or mentee.  The goal is for each participant to develop one or two alternative ways of responding in order to be more successful within an existing or anticipated relationship.
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Additional Information
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A one-page PDF description is at Grovewell.com/Lead/Mentoring.pdf.
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For additional information regarding GROVEWELL's understanding of and approach to global leadership challenges, visit here.

To obtain specific information, or to inquire about engaging GROVEWELL's services, contact info@grovewell.com.
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Mentoring & Coaching Colleagues Across Cultures
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