Executive Coaching – developing and enhancing global and cultural leadership skills.  Beasley Intercultural offers customised individual and small group coaching for executives working in diverse and global workplaces.

Rapid changes in Vietnam: Tourism, food and business developments…

ASEAN council in Vietnam I recently spent a week in Vietnam with the Australia-ASEAN Council Board for the Department of Foreign Affairs and Trade. The Board’s mission is to promote Australia’s interests in South-East Asia. Our focus is on initiating and supporting activities designed to enhance awareness, understanding and links between people and institutions in Australia and South-East Asia.

The pace of change in Vietnam is rapid – 30% increase in tourism year on year, 25,000 new hotel rooms coming on line, and the need for 50,000 new staff trained in hospitality.

The scale of tourism development was highly evident in our visit to Hoi An – a world heritage listed site attracting thousands of tourists from around the world, increasingly from China, and Australia.

Many of the Australia-ASEAN Council funded projects are attempting to mitigate the risks of the rapid expansion in tourism. One of this year’s grants was to UNESCO, bringing together specialists to examine the issues facing disadvantaged community members living in world heritage locations. While in Hanoi, we met with representatives from the Ministry of Culture Sport and Tourism and UNESCO to discuss how we can  continue our collaboration. Further research and partnerships are needed to ensure the most disadvantaged communities are not negatively impacted through the growth of tourism in their area.

We caught up with Australian Embassy representatives in Hanoi and the Australian Consulate in Ho Chi Minh City. High Commissioner Karen Lanyon hosted an event for representatives of the Australia-Vietnam Young Leaders dialogue and other key representatives of the Australia-Vietnam relationship. At lunch, hosted by Luke Nguyen at his restaurant Vietnam House, we learned about the many culinary collaborations occurring through Taste of Australia in Vietnam. Australian produce is enjoying rapid growth in popularity and the growing middle class are emerging consumers.

Business roundtables in both Hanoi and Ho Chi Minh City highlighted differences between development and regulatory contexts in urban and rural areas.  We discussed the unique cultural contexts of north, central and south Vietnam and the implications for Australian business and their market entry strategies. As in all Asian contexts, effective business outcomes require a long-term commitment, consistency of personnel and enduring relationships. A solid example of Australian business engagement in Vietnam is the RMIT campus in Ho Chi Minh City. A gleaming high-tech site, the campus offers RMIT degree programs in business, technology, communication, design and fashion.

Vietnam is a strategic partner of Australia, and we have significant historic linkages. What this recent trip reconfirmed for me was the importance of our regional collaboration, and the exciting opportunities for our respective futures.

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Future-proofing your Workforce: What it takes

Future Proofing Workforce Last week I attended the NEEOPA ‘Future of Work’ Masterclass, led by Katrina North from EY and Carmel Court at EML. The session addressed critical questions we are seeing many of our clients being challenged by:

“What leadership skills do we expect our leaders will need to deal with the anticipated ‘future of work’ challenges?

What populations do we need to think of in the future?

What challenges will face our existing employees if they are displaced due to automation and increased contingent working?

Two areas we focus on at Beasley Intercultural – developing resilience through change, and inclusive leadership – are critical capabilities.

The future workplace is:

  • Different: It won’t look, feel or operate like workplaces today
  • Everywhere: It will include offshore, contingent (project based) and flexible or home based workers
  • Everything: We won’t simply rely on humans, Artificial Intelligence (AI), digital capability and smart machines will augment our daily work
  • Now: Change is already underway, and there is urgency around supporting this transition, for leaders, and for the workforces they lead.

This transition will not be easy for all, and job security will be an issue for many people. Without due focus and planning, there is the potential to leave many people behind. Research from Oxford University, has identified a number of occupations which will be fully automated in the not too distant future. All of these jobs are based on a predictable pattern of repetitive activities which machine learning algorithms and AI can perform with greater speed, accuracy and at a lower cost.

The World Economic Forum recently defined the top 10 skills needed to navigate this monumental shift in the economy and explored how humans will create value in an increasingly automated world. The emphasis is strongly on ‘the human touch’, what has been traditionally deemed ‘soft’ skills. High level thinking and interpersonal skills are what’s required.

Leaders not only need to role model the behaviours needed for the future workforce, they need to have the capacity to develop and drive strategic organisational change while bringing people with them. Inclusive leadership will be critical. The ability to bring people together, think long term and negotiate solutions to complex and important future questions will define not only the future of our businesses, our economy, but also our planet.

Some of the key skills required by leaders of the future include:

Digital literacy – Leaders don’t need to be programmers or IT specialists but do need to know what questions to ask, and of whom. There’s a risk that important business and operational strategy will be driven by the Chief Information Officer and IT department, rather than the entire leadership team if leaders don’t have digital literacy.

Humility – Leaders won’t know everything. They will need to have the capacity to access and synthesise diverse perspectives rather than depending on ‘gut instinct’ based on their lived experience of the way the world was in the environment they grew up in. Global mindset, and the capacity to engage with and address the needs of diverse communities will be business critical.

Inclusion – Leaders will need to ensure their managers have the capabilities required to fully access and leverage the talents of everyone in a diverse and distributed workforce. It’s not enough to have a strategic or intellectual understanding of diversity at the top of the organisations. Managers and leaders need to practice inclusion in their behaviour: the capacity to understand diverse perspectives, maximise participation in meetings and information sharing in global and virtual teams, and deliver results.

Resilience – Change can be hard. Resilience is required to cope with constant change and ambiguity. Keeping staff motivated and engaged through complex change and work reallocation is rarely easy. Strong communication skills will be required from leaders to guide a workforce through change.

It is essential to prepare and support our current and next generation of leaders. A growth mindset and lifelong learning will ensure we can support the inclusive leadership skills required to succeed. The good news is, this is possible! We have a responsibility to not only ‘tell’ leaders the behaviours and capabilities they need, we need to support their development. Leadership coaching, training and advisory services can make a difference to daily team performance. As a recent participant on our Inclusive Leadership program said in their program feedback:

Applying my new learning on inclusive leadership – It worked! There was greater team participation and contribution. People were noticeably more open and more willing to share. I saw improved morale and greater diversity of thinking within the team.

Resilience through Change’ is also available in the suite of training programs from Beasley Intercultural. This course can empower your workforce to navigate the change process and be more resilient – for greater wellbeing and productivity.

Contact us now to future proof your workforce.

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Modern Slavery and Cultural Capability – what matters

Modern Slavery Supply Chain The Australian Modern Slavery Bill was introduced into the Australian Parliament in August of this year. The draft Australian Modern Slavery Act is similar in its purpose and requirements to the UK Modern Slavery Act Once enacted it will establish a Modern Slavery Reporting Requirement requiring large organisations in Australia to make annual public reports (Modern Slavery Statements) on their actions to address modern slavery risks in their operations and supply chains. What do Australian businesses need to do and how will they be effective?

Many Australian businesses may be unaware of the risk that they may have slavery in their business or supply chains. Modern Slavery can include forced labour, servitude and child labour. As at July 2018, the Walk Free Foundation’s Global Slavery Index estimates there are in excess of 40 million people globally subject to some form of modern slavery and collectively approximately US$150 billion per year is generated in the global private economy from forced labour alone; 30,435,300 people in Asia-Pacific Region are ‘enslaved’ (66.4 per cent of all people enslaved); and 4,300 people in Australia are enslaved.

There are a growing number of companies and start-ups providing advice and tech solutions to help business address Modern Slavery (MS). These include supplier management, mapping software programs and analytics, worker phone apps, geofencing, and Blockchain technology, as well as more traditional approaches such as audit and inspection. Society, our community and shareholders are looking to companies to take responsibility for their supply chains and ensure that modern slavery does not exist or has been identified and effective mechanisms have been put in place.

Positive interventions may be needed. Approaches are at risk of not being effective if they lack consideration or understanding of cultural differences and context between Australia and many Asian cultures. In particular, a naivety around supplier attitudes to compliance is a common major shortcoming with current approaches to addressing modern slavery in supply chains.. Recognising and understanding the local context in which many suppliers operate is fundamental to the design or implementation of a successful approach.

Where modern slavery exists, many suppliers operate in a different cultural, political, legal, economic and business context to that of Australia.   There are different local and regional power relationships, economic realities and development contexts in the countries of the Asia Pacific region.

It’s rarely effective to merely criticise from afar. For countries which are only now emerging economically, and, in with recent memories of Western colonisation or the threat thereof, such criticism can easily be perceived as ‘interfering’ in local affairs, taking a colonial approach, or not respecting local labour realities and labour migration.

It can be equally ineffective to take a purely compliance based approach. In countries where governance and capacity is poor, compliance is very difficult to monitor, and fraud can be commonplace. Unless significant economic and culturally relevant incentives exist to change, endemic fraud, corruption, and disregard for regulatory and compliance requirements will remain commonplace.

This cross-cultural divide needs to be understood when working with suppliers. Business must develop a set of skills for professionals with human resources, import/export, finance and procurement backgrounds to determine a tailored and effective approach. It is only when stakeholders (from business executives to suppliers) have an understanding of each others’ cultural drivers in relation to Modern Slavery and worker welfare, will any strategy have a meaningful chance of success.

What is critical to effect change, is also a focus on the cultural capability and nuancing needed to develop trusted company-supplier relationships. Without these, there can be no common sense of purpose or commitment and therefore no lasting change.

Change takes engagement and participation from all – Australian businesses must first understand the realities of Modern Slavery in the cultural context in which it takes place in order to be able to effect any positive change.   At Beasley Intercultural, we want to ensure efforts to address modern slavery are as effective and high impact as possible.  We know that effective communication, collaboration, and cultural awareness will be the key to making this change happen.  Our programs and advisory services can support your organisation to build this capability and develop an effective strategy to combat modern slavery in your supply chains.

Our related services include:

Cultural Capability Training – online, blended or face to face solutions, delivered by cross cultural specialists with deep regional experience and insights into the realities of Modern Slavery.

Cultural Advisory Services – to support MS consultants and tech providers ensure their programs and interventions work in complex supply chains in Asia.

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Australian future engagement with China

How Australian organisations and individuals understand and engage with China will continue to be critical for our future prosperity. China is home to the world’s largest population and will be home to the world’s largest economy before 2030. Look at the @LowyInstitute Power Index, check out the ‘Future Trends/economic size 2030’ and see what happens.

With more than 160 cities greater than one million people (and 6 with over 10 million), the Chinese government, understandably, has a strong focus on food security, infrastructure development and maintaining stability. The extraordinary growth of the Chinese economy has lifted 800 million out of poverty since 1978. The biggest impact on development outcomes has been such rapid economic expansion.  Source: World Bank

China is engaging in the world in new ways. For example, the massive Chinese ‘One Belt, One Road’ infrastructure initiative began with the aim of linking China with Europe both overland and by sea. This has now become a broader approach called the ‘Belt & Road Initiative’ to Chinese economic development and foreign investment, spanning over 65 countries and covering 62 percent of the world population, 31 percent of its GDP, and 40 percent of global land area (The Diplomat). The initiative will contribute to China’s economic position in the world, ensure deep interconnectivity with the countries surrounding China, and increase the availability of food and resources to a rapidly growing middle class.

In recent months, the debate about Australia’s China engagement has reached new prominence, and is having implications in the Australia China relationship. Views vary wildly from those of Clive Hamilton, the author of ‘Silent Invasion’, to Geoff Raby, Australia’s former Ambassador and now Business consultant who is a strong advocate of business engagement and recently highly critical of Australia’s approach. Australia is now highly dependent on China in many ways – our 3rd largest export is international education and our largest international student intake is from China. China describes itself as a ‘capitalist economy with socialist characteristics’. In China, freedom of speech is curtailed, and google, gmail, facebook and other Western social media platforms are blocked at the border.

Australia cannot rely on legacy ways of thinking or engaging with the world to guide us into this new era. We must understand these new realities. This doesn’t mean we need to agree with, or modify all of our ways of doing or being in the world. What it does mean, is that for the security and stability of our future, we need to rigorously engage with the questions this poses, be clear on who we are, and define our future direction in a way which leverages our unique strengths and capacities as a nation. Linda Jacobsen and her team China Matters have made a solid case to argue for a more coherent narrative. Australians know that China is important to Australia, but many do not have a nuanced understanding of the reasons why nor do they fully appreciate the risks and opportunities involved in relations with China.

One of Australia’s strengths is its soft power. Soft power is defined as “Having the ability to influence the behaviour or thinking of others through the power of attraction and ideas” in the Government’s 2017 Foreign Policy White Paper. Australia’s democracy, rule of law, strong economy, quality education, cutting-edge science, multiculturalism and environmental protections are all sources of influence.

China is investing enormously in developing national capability and soft power in engaging across cultures. It’s extraordinary the scale of commitment to the development of global capability being demonstrated in China. Look at Arabic for example – check out China Global TV in Arabic, and listen to why Chinese students think it’s worth studying the language.  In Australia meanwhile, our global capability could do with some more focus. Although we do have a large multicultural population and one in five Australians speak a language other than English at home, only 8 percent of Year 12 students in NSW study a language at all, and more study Latin than Mandarin!

As understanding of China’s importance to Australia grows, this important area of our foreign policy, business and soft power engagement will gain far more prominence. How we negotiate these issues will define our future.

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Reading and Listening Guide: best of 2017

By: Tamerlaine & Ramona  – top cultural reading and listening picks for 2017

Parag Khanna – Connectography
Tamerlaine: Secretary Pezzulo from DIBP raved about this book in his presentation at the Crawford forum. Luckily for me, the author Parag Khanna was at the event and I had the good fortune to discuss it with him! This book describes how our world has changed, and how mega-cities and the connectivity among them will shape our futures. An essential read for anyone working on internationalisation or globalising business models. Khanna is described as “a leading global futurist and strategist, world traveller, and best-selling author. He is a Senior Research Fellow in the Centre on Asia and Globalisation at the Lee Kuan Yew School of Public Policy at the National University of Singapore”.

Magda Szubanski – Reckoning: A Memoir
Ramona: A trusted friend recommended I read this, and I couldn’t put it down. I could well relate to Magda’s challenges of growing up as the child of migrants in suburban Melbourne, in a family full of secrets, and struggling to find a place to belong. Her voice on the page is as real and clear as we hear her on the screen. Reckoning has won six awards and is one of my favourite memoirs.

Shankar Vedantam – The Hidden Brain
Tamerlaine: Ramona suggested this book to me and I really enjoyed it. It’s a fun easy read which provides fascinating insights into unconscious bias.
Ramona: One of the best books I’ve read for understanding how our hidden brain can lead us to exercise our biases while denying they exist; determine how we’ll respond in a crisis; blind us to our privilege; lead us to steal; all the while believing we are making decisions based on logic, evidence, character and merit. Shankar Vedantam is a fabulous story teller and brings an important scientific subject to life.

Mei Fong – One Child: The Story of China’s Most Radical Experiment
Ramona: Mei Fong is a brilliant story teller who introduces us to a vast array of people impacted by China’s One Child policy: the eternal bachelors and their desperate parents who will never see grandchildren, the surrogate mothers providing babies for those who can’t conceive, the government officials paid to spy on those who have illegal second children, the parents who have lost their one and only child and cannot have another. Throughout this story, she deals with her own challenges of conceiving through IVF, so her experience is personal as well as political. If you’ve ever wondered about the wider impacts of China’s One Child policy this is the book to read.

Rebecca Huntley – Still Lucky: Why you should feel optimistic about Australia and its people
Tamerlaine: We are so fortunate to share an office with Pino Migliorino and his team at the Cultural Perspectives Group. Pino often hosts drinks for friends and colleagues with interesting guest speakers – Rebecca Huntley was one of his recent guests. Rebecca is one of Australia’s most experienced and knowledgeable social researchers. For more than a decade, Rebecca has interviewed and listened to thousands of Australians – in their homes, at work and in Australian Board Rooms. This book is a summary of who we are, where we’re heading and what Australians are really thinking. The good news is that we’re “more generous, more progressive, and more alike than we think we are – and we are better than our day-to-day political discourse would suggest.”

Anita Heiss – Am I Black Enough For You?
Ramona: Anita Heiss is a Wiradjuri woman, an author, poet, academic and social commentator. In 2011 she was one of nine people accused by Andrew Bolt of choosing to identify as Aboriginal for personal gain. The group successfully sued Bolt in the Federal Court. This book is Anita’s personal response to his accusation. Growing up in Malabar, Sydney with an Austrian father who migrated alone to Australia, and a Wiradjuri mother surrounded by her own family, Anita’s identity was multi-layered but very strongly Aboriginal. She’s a city girl who hates camping, loves make-up and heels and a proper bed to sleep in. Her memoir, as does all of her writing, challenges the stereotype of what it takes to be accepted as a “real” Aboriginal person.

Mohsin Hamid – Discontent and Its Civilisations.
Ramona: We rarely consider the impact of internal terrorist attacks and American drone bombings on the daily lives of Pakistani citizens. Mohsin Hamid’s stories offer us that perspective. Born in Lahore, he moved with his parents to the USA when he was 4, he then chose to move back to Lahore with his wife and young child as an adult. This collection of essays deals with migration, exile, identity and belonging. My favourite story is of how he learned to speak English at the age of 4. At Beasley Intercultural we love to challenge and shift perspective. This very readable book does just that.

Tamerlaine: I love catching up on what’s happening in the world through listening to Saturday Extra with Geraldine Doogue on Radio National. A few episodes I’ve enjoyed recently:

A Foreign Affair: Rising tensions about Chinese influence in Australia and the region, and the Rohingya crisis are discussed with Michael Wesley and Tim Costello

The Making of Vietnam: ‘The mountains are like the bones of the earth. Water is its blood.’ said Trinh Hoai Duc, an ethnic Chinese scholar and poet writing about Vietnam in 1820. Water plays a vital role in the Vietnamese life, economy and mythology. Southeast Asia scholar Ben Kiernan traces the history of the aquatic nation.

Little Soldiers: An American Boy in Chinese School: A fascinating personal story exploring how the culture of our education system shapes our thinking and relationships to one another. This includes an interview with the author of the book of the same name, which is now on my holiday reading list.

The New Chinese: Barry Li, author of “The New Chinese: How They Are Changing Australia” speaks candidly about his life in China, and Australia, as a modern Chinese person. Fascinating insights into one of the biggest new language groups – Mandarin speakers and recent Chinese migrants in multicultural Australia.

The Missing Asian-Australians in our Institutions: Ramesh Thakur argues the ethnic diversity within Australia is not represented in our political parties or in our major institutions. As political leaders discuss our role in the Asian region, be it economical or for security, countries like Canada, are embracing their ethnic diversity and electing them into government.

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Building Cultural Capability – What works?

Do you know how to build cultural capability in your organisation?

Cultural capability is an increasingly important skill to enable high performance workplaces. It ensures people at all levels of the organisation communicate effectively, engage respectfully, and collaborate for results.

Culture is not limited to a ‘country’ culture defined by lines on a map. Culture is ‘the way we do things around here’ and consists of learned behaviours and norms shared in a group.

So, what works?

After more than twenty years and supporting thousands of people to develop their skills, we know the pitfalls to avoid. We understand the challenges of negotiating difference, ensuring alignment and driving performance.  Most importantly, we know does work and why.

In order to successfully develop cultural capability across your workforce, training programs and advisory services must be relevant for the context – the type of organisation, the level of seniority and the experience of participants.  Cultural capability development needs to be embedded and supported across the entire organisation.

Where to focus your efforts?

Inclusive recruitment, HR & Onboarding practices:

  • Company PR & marketing teams trained in cross-cultural communication, ensure advertising and company online presence represents a diversity of faces,
  • HR staff trained in cultural capability & mitigating unconscious use inclusive and fair selection processes to ensure hiring based on talent
  • Induction programs develop a ‘shared language’ and baseline foundation understanding of the cultural capability
  • Employee networks and diversity and inclusion strategy built into business strategy

Management and Leadership Development

  • Inclusive Leadership programs ensure leaders know how to access and leverage the breadth of talent in their teams
  • Country-focused programs prepare staff to ‘hit the ground running’ when working with colleagues or clients in new geographies
  • Leadership Masterclasses ensure critical cultural know-how for global M&A, negotiations, global project and JV management, leading diverse teams
  • Resilience and change management when transitioning teams, relocating and leading in complex environments

Strategic support

  • Access expert coaching for leaders stepping into an Asia-Pac role
  • Seek specialist advice for new initiatives – globalising business models, balancing the need for localisation with consistent business practice across borders
  • Use professional facilitation for global or regional strategy meetings, conferences and events

To celebrate 20 years of Beasley Intercultural we’ll be holding events in Sydney and Canberra, sharing lessons learned and strategies to build cultural capability in your organisation.

To book your Canberra tickets on 20 September 2017 click here.

To book your Sydney tickets on 17 October 2017 click here.

Beasley Intercultural

Build capability, raise cultural awareness and develop a global mindset

For over 20 years, we’ve delivered transformational cross-cultural training to more than 15,000 people around the world.

Whether you’re in business, government or an international agency, our programs, advisory services  and executive coaching can support you and your team to build capability, raise cultural awareness and develop a global mindset.

Clients & Results

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Leading Asia-Pacific Teams: What works?

It’s cherry blossom season in Tokyo, and I’m here delivering a program on Global Mindset for Asia-Pacific Leaders. This group of leaders have thousands of staff across the region and I am reflecting on the challenges they face. The challenge of creating and maintaining a truly global business, while meeting the needs of, and adapting to local cultures. It’s not an easy task.

One of the biggest challenges of working in Asia as a leader, and a ‘boss’, is that in this context, hierarchy is everything, and unless you can ‘read the air’ as it’s described in Japan, it’s hard to know what’s going on, and can be even harder to influence and get results.

How do you access critical information when meetings are often about displays of harmony and you are treated as an honoured guest? How can you get feedback on your ideas if no one would dare disagree with you publicly? How do know what’s real and who to trust? It’s so tempting to trust the person in the room with the best English or the person who knows how to engage with you in a way you are accustomed to.

So what works?

  1. Access reliable information about the local context – get beyond the surface. Learn about local communication preferences and adapt your style as necessary. For example, often the most useful information is conveyed over lunch or en-route to the car.
  2. Build a sense of team. Your local team are the key to your success. What are you doing to give them the greatest capability to deliver? How are you ensuring you hear what they really think and say? Alignment, engagement and motivation are critical.
  3. Be clear on your role and what you bring. Your ability to lead successfully depends on your capacity to align local capability with the broader company vision and goals. You often have a better sense of the bigger global picture, and cross-company networks and insights.
  4. Have a clear sense of your company values and history and make this explicit – who you are, and what you stand for. Look for ways of engaging with local partners and causes which align with your vision and values.
  5. Regulators, government and community matter far more than you might think in most Asian countries. If you get those relationships right, your business will be more successful. Your brand and what you stand for are often best communicated through your commitment to community. What potential do you have to add value?
  6. Build relationships of trust. People will talk truth to power, but only if there is trust. Make an investment of time in relationships, in listening to understand, and demonstrating commitment.
  7. Be curious and open. Show humility. You will never stop learning, and you will sometimes get it wrong. Anyone who has ever succeeded has failed too. Pace yourself, you will need to be resilient and persist.
  8. Know what is at your centre. You will be challenged and sometimes doubt yourself, or the job you are trying to do. Consistency is as important as adaptation. A sense of stability, continuity and purpose will make a difference to your ability to cope, and to lead.

Sounds easy, right?! As with anything, the challenge is all in the doing. Engagement starts with a single step, and it’s all about getting to know people and their world. So, start now. Be curious. Ask an open question, and sit back and listen. Watch the magic happen.

Contact us to find out more about our Global Teams and Inclusive Leadership programs.

Beasley Intercultural

Build capability, raise cultural awareness and develop a global mindset

For over 20 years, we’ve delivered transformational cross-cultural training to more than 15,000 people around the world.

Whether you’re in business, government or an international agency, our programs, advisory services  and executive coaching can support you and your team to build capability, raise cultural awareness and develop a global mindset.

Clients & Results

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The Business Case for Customer Diversity

‘Whether it’s your customers or your workforce, respecting diversity and treating people inclusively is the right thing to do, plain and simple. It’s also the smart thing to do, because if you’re appealing to the widest range of people, you’re strengthening your ability to grow, attract the best talent and innovate.’  

Alan Joyce, CEO, Qantas

A report released today ‘Missing Out: The business case for customer diversity’ by Deloitte and the Australian Human Rights Commission highlights significant unmet customer needs in diverse communities.

Stereotyping, unconscious bias, and lack of awareness are leading to experiences of exclusion for customers. Customers are more powerful than ever before, and prefer to buy from organisations which treat them respectfully and fairly, and openly support diversity.

Less than half of the people surveyed believed organisations treat customers respectfully, regardless of their personal characteristics. As Australians, we live in a country where one in five people speaks a language other than English at home, 18% of people have a disability, 11% of people identify as LGBTI.

Diversity is not just ‘something HR manages’. Understanding the diversity of the Australian community is about accessing and servicing the broader client base, and about better business results.

What’s needed is to build capability for tangible change. A first step is to build cultural awareness, take concrete steps to minimise the impact of unconscious bias, and develop inclusive leadership. These measures are all required to better understand and service diverse customers.

‘Inclusive Leadership’ Program 2016 Alumni

In 2016, participants from Australia and 15 countries across Europe, Asia and South America participated in the Beasley Intercultural Inclusive Leadership program. Many of our global participants engaged in the fully online program which includes a diagnostic, six eLearning modules and application of learning to real-life scenarios and project work.  In Australia, we delivered blended programs incorporating face-to-face workshops in Sydney, Melbourne and Perth.  Participant feedback was fascinating and highlighted the impact the program continues to have.

What was your experience of the program?

“One of the essential programs for an organization with global operations. The well structured programs unveils the fine nuances of inclusive leadership, through case study, videos & briefing.”

“Even if you think you are a Leader this Program will provide you with an opportunity to step back and ensure you consider all the aspects.”

“The program goes beyond age and culture and gives you practical ways to deal with many sorts of challenges encountered when managing a team of diverse people.”

What do you expect will be the implications for your team and their performance?

“I expect the team’s performance to be higher, as we will be fully leveraging people’s potential.”

“Improved participation and engagement.”

 What will you do differently?

“I’ve started listening more and talking less. I’ve also started to encourage the quiet team members to speak up at team meetings.”

 “I’m committed to being more open and accepting.”

 “Being open towards people, ensure every team member is and feels included.”

Thank you to all of our wonderful participants in 2016. We will keep in touch as you continue your Inclusive Leadership journey.


Top 5 issues we see when ‘Going Global’ – Board and Executive Level Risks

Beasley Intercultural - Australia Intercultural TrainingWe work with clients at what we like to call the ‘pointy end’ of change – businesses which are ‘Going Global’.

This isn’t easy, it may involve mergers and acquisitions, working with very powerful Asian investors and clients, and running operations in developing country environments with high levels of ambiguity and risk.


The top 5 issues we see when ‘Going Global’ are:

1. Developing global strategy based on the assumption that the world is the same as the originating country of the business. What may have worked in one country, and at one point in time, doesn’t necessarily work in different cultural, political and economic contexts.

2. Not understanding the complexity of different stakeholder contexts. Policy settings and foreign governments are far more involved in license to operate and business decisions in many contexts.

3. Not anticipating or managing real risks. Building risk management strategies based on the ‘home’ country of board and senior executive team members, not the global and local context.

4. Not investing in developing the required awareness, perspective, knowledge and capability in staff at the forefront of change. Staff often are the ones bearing the brunt of change, and poor skills development leads to disengagement and lack of performance.

5. Assuming that culture is something that ‘other people have’ and you are culturally neutral. To be effective, it’s critical to understand the assumptions and biases of your worldview and how they may be perceived.

Tamerlaine and the Senior Consulting team regularly work with Boards and Executive Teams at their global strategy meetings, both in Australia and offshore. These advisory services mitigate common risks and ensures our clients can apply strategies to maximise performance and global business results.

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