Category: Business

By Rosalie Harrison

Most of our clients come to Borderless with a genuine desire to build diverse and diversity-capable leadership teams. That is, after all, our expertise. And at the top of their concern? Women in leadership.

With women representing more than 50% of the world’s population and a rapidly growing percentage of the most highly educated portion of the world’s employable talent, this focus is not a surprise. Companies paying attention are increasingly aware that creating a work environment where women leaders can advance, contribute and succeed is a vital competitive business advantage.

Nonetheless, despite often well-intentioned initiatives on women and their careers, many companies still fall short of their goals to promote and retain women in leadership positions and struggle to understand why. As you would imagine, the answer to this question is as varied as both the many women who are offered these opportunities and the environments in which such an offer is made.

Despite the complexities, and the lack of quick-fix answers, there is value in raising awareness around some of the more common issues that we see plaguing the advancement of talented women. In this spirit, we urge you to think about, ponder and explore these issues in the context of your own working environments.

Treat women as individuals

First of all, treat your promotable (female) executives as individuals. We will start with an issue that should be readily apparent but often is not (even to women themselves). Women represent more than 50% of the world’s population. They are not a minority and they are as diverse as people can be. As a result, their reasons for accepting and/or rejecting a promotional opportunity must always be negotiated and assessed individually.

This does not mean that women will not have some shared experiences, especially as it relates to their treatment within a given working environment. Such experiences, however, will not be because they are a homogenous group, but because the work environment may treat them as they are. As such, if you are having problems promoting women, take a hard look at your working environment. The common threads preventing success are more likely to be in your work culture and environment than in the women themselves.

Moreover, do not confuse professional women’s issues as always being synonymous with working parent or caregiver issues. Twenty percent of professional women will not be a parent or caregiver. However, if the woman you are promoting is a parent or caregiver, working moms do share many issues and challenges that need to be considered. But these issues are also quite relevant for all parents. In fact, these issues will be increasingly important to the younger generation of workers, both male and female, as parenting preferences and traditional gender roles continue to erode.

Flexible terms

Secondly, signal a willingness to design terms, conditions and benefits for success. Within the context of any executive promotion negotiation, the terms and conditions should be designed to enable the candidate to succeed in the role. A standard package that has been designed for a traditional candidate may or may not be relevantly configured for your female candidate. For example, for a woman who is a working parent and whose spouse also has an executive position, covering (and paying for) caregiving and/or balancing or reducing travel requirements may be significant threshold issues to address before the candidate will commit to the demands of the new role.

Accordingly, to prevent women from just turning down positions as a result of these non-traditional considerations, it is important for companies to signal their willingness and commitment to have discussions about them in good faith and without future adverse impact. This can be communicated in a variety of ways. For example, at the time the promotion offer is made, you can simply ask the candidate what she would need to be successful in the role and express your willingness to address and explore individual needs that may require adjustments.

You can also word a job description in such a way that invites alternative discussion on terms and conditions. For example, instead of saying “50% travel required,” you could say “Extensive travel may be required, but terms of travel to meet global demands can be explored further.” Women are much less likely to self-disqualify if terms invite such openness to discussion. When invited to do so, we have seen female candidates have excellent alternative ideas for managing effectively.

Finally, when negotiating terms, women should not be unfairly burdened with the fear that they are creating a precedent for all women, unless such precedent considerations would also have been applicable to negotiations with male candidates.

Give them time

Thirdly, give your female candidates more time and support to consider a promotion offer. If a woman is being offered a promotion into an executive team that is (and has been) male dominated and quite traditional, the task before her is daunting. She is not just considering accepting a new job with greater responsibilities, which on its own is a big decision. She is also often assessing her ability to be successful doing so in an environment that is not designed for her, where there is little or no natural/social support, and where there are often unfairly high performance expectations and no room for error.

Constantly proving yourself in such an environment is an exhausting undertaking and can also be quite lonely. (Notably, the same is true for any candidate that will find themselves in a minority situation within the executive team).

Woman may also have non-traditional personal and family obligations to consider. For many, work and family life may currently be in a perfect, but quite fragile, balance with many ‘moving parts’ to consider. In such a circumstance, many women’s first instincts are to refuse such a promotion, especially if their perception of the new role is a misguided assumption that it will be more work being piled on them.

The reality is that executive promotions for women can often move them into a role where they will have much more control over how they work. It is the role just before that promotion that is often the worst in terms of workload and lack of control. This aspect of the promotion is often not fully appreciated or explored.

In such circumstances, it can be extremely helpful to use the services of a third-party consultant during deliberations and negotiations. Women considering promotions often need a safe place to voice their concerns, explore their needs and express their insecurities without undermining their executive voice and closely guarded credibility.

Tailored support

At Borderless, we even recognized this as a need in our normal search and placement process, especially for female or minority hires, where they are placed into an environment where natural and social support may be lacking. In fact, we designed our Borderless100Days program with these challenges in mind, which allows us to provide continuing support for any placement during the first 100Days in a candidate’s new role.

Our BorderlessWIN services (Women in Negotiation) enables us to provide such third-party support on a consulting basis for internal offers and promotion. The services are designed to increase the rate and success of our clients’ internal efforts to promote and support their high performing women into leadership roles. As you might have guessed, such services will need to be customized for each individual circumstance.

Are you enabling women in your organization to achieve their full potential?

Let me know your thoughts at rosalie.harrison@borderless.net.

About Borderless

Borderless finds and attracts senior-level executives for multinational companies in the Life Sciences, Chemicals and Converting, and Food Processing sectors. The firm identifies leaders for Board positions, as well as for senior management, finance, human resources, administration, marketing and sales, operations, logistics, R&D and specialist roles. Additionally, Borderless consultants assess the effectiveness of corporate Board, Management and Executive teams, helping companies align organizational design with strategy. http://borderless.net

Note from the editor: see also CFI.co’s coverage on Women, Science and Robots

A new China West cross-culture leadership and business management book entitled ‘Guanxi in the Western Context:  Intra-Firm Group Dynamics and Expatriate Adjustment’ is launching in November, written by Dr Barbara Wang, a full-time professor at Hult Ashridge Executive Education.  The book launch will take place on Tuesday, 12 November 2019 in the Old Library at Hult Ashridge Executive Education, Ashridge Berkhamsted, Herts HD4 1NS from 11:00am – 12:00pm.

Guanxi is a form of social interaction, unique to the Chinese culture, of forging connections, making contacts and forming warm relationships in business.  While research on guanxi in China has been intense, for the first time this book examines how the employees of Chinese multinational companies employ guanxi in the West;  how Chinese expatriates develop and use guanxi in the host country, and how these behaviours affect their adjustment to their environment.  Aimed at business academia and practitioners, this book illuminates how guanxi shapes social relations in Western branches of these Chinese multinationals, supporting Western managers who seek a deeper understanding of how their Chinese counterparts operate, and Chinese managers who want to increase their awareness of the culture they are immersed in.

Based on Dr Wang’s PHD thesis, this book is the culmination of five years of study into the globalisation of Chinese companies in Western markets since 2005, and how senior executives practise guanxi versus how social network is traditionally practised in Western culture.           

Firstly, the book elaborates on the contextualisation of guanxi to highlight how guanxi emerged, evolved, and subsequently dominated the business system in China.                                                                                                

Next, it examines empirically how guanxi practice affects intra-firm multicultural group dynamics involving Chinese expatriates, host-country nationals, and host-country Chinese in Chinese multinationals.  It shows how expatriates actively practise guanxi with their homeland counterparts, but not with host-country nationals and host-country Chinese. 

Then, it examines the impact of guanxi in building Chinese expatriate adjustment to develop a process model that illuminates that guanxi development alters expatriates’ adjustment curve significantly.

Finally, the book develops a framework of cross-cultural guanxi leadership to lead multicultural teams effectively in the host county.

Dr Barbara Wang says, “This book contributes more generally to shed light on cross-cultural management in terms of Chinese guanxi practice in the Western context.  When I started my study I made assumptions that all Chinese executives practise guanxi.  However, I discovered that Chinese expats don’t practise guanxi with local Chinese for complex reasons as they don’t believe they can reap the returns they need.

“The other assumption I made was that local Europeans don’t understand or practise guanxi.  However, I learned that there is a desire to study Chinese culture and Westerners are motivated to practise guanxi even though it is not inherent to how they operate.

“I recommend that if Chinese companies want to improve their soft power they should take steps to study cross-cultural programmes and become ‘glocal’.  They should do their homework and understand and adapt to the local culture and be open to including everyone in guanxi, which will enhance their global cultural influence.  To sum up, guanxi is the code of China.”

Professor Davide Ravasi, director of the PhD Programme at UCL School of Management, comments, “From research in international business we know a lot about Western multinationals, but we know much less about the up and coming multinationals from China. Yet, many of these multinationals will likely dominate global markets in the years to come. Barbara Wang’s work illuminates for the first time how guanxi – a form of social interaction unique to the Chinese culture – shapes social relations in Western branches of these multinationals. It is an important reading for both Western managers who seek a deeper understanding of how their Chinese counterparts operate, and Chinese managers who want to increase their awareness of the culture they are immersed in.”

Professor John Yang, co-Dean of BiMBA at the National School of Development, Peking University, adds, “Barbara Wang’s new book on guanxi is full of insights and wisdom critical for both Western and Chinese expatriates as well as Chinese professionals overseas. The book not only contributes to making successful global business deals but also provides better cross-cultural perspectives to develop a healthier China versus world business relationship.”

Dr Barbara Wang

Professor of Cross-cultural Leadership, Hult Ashridge Executive Education

Dr Barbara Wang is the academic director – China of Hult Ashridge Executive Education and association dean of China initiatives. 

Her interests lie in cross-cultural leadership/management, and Chinese leadership and executive coaching.  She has extensive experience in management training and consulting and has designed and delivered leadership development programmes and coaching for multinational companies such as ABB, Volvo, Daimler, Continental, Sinopec, China Post, Bank of China and Air China.  She also teaches on executive programmes for other British and Chinese universities.

Before her current roles, Barbara was a vice president for the Western Management Institute of Beijing.  Her commercial experience extends to working for multinational companies in China where she was the retail operations director for CELINE of the Louis Vuitton group, and the global accounts manager in China for DHL.

Barbara holds a PhD from Cass Business School in the UK, where her research focused on cross-cultural leadership/management of Chinese multinational enterprises in Europe.  She has qualified in many leadership psychometric tools.

Barbara’s new book ‘Guanxi in the Western Context: Intra-Firm Group Dynamics and Expatriate Adjustment’ (Palgrave Macmillan) was published in July 2019 in the UK, and she is co-author of Chinese Leadership (Palgrave Macmillan, 2011).

Although the sales process is an integral part of any business, it is no secret that it is complicated. It needs insistence, a plan, and consent of human psychology and it often changes as your business grows. But it can be tough to find out how to enhance your sales, except to make more calls or find more potential clients. We spoke with sales experts to get the best tips on how to improve the sales process.

Tips on how to improve sales – for the sales team

Slice down your sale goals

Viewing your annual or monthly sales goals can be devastating. Break large targets into flexible pieces. E.g., you might decide to perform specific tasks every day: find two new business prospects, make five phone calls, and make one new meeting. Design a search plan that defines how you will make new leads.

Inverse the sales funnel

It makes sense to follow a regular sales funnel as part of your sales strategy. If you find that nothing is shaking, try working opposed. Rather than focusing on your income goal, focus on client service. Talk to your clients and find out what they need from you. Develop a sales plan by cutting each step into feasible daily tasks.

Use emotional aptitude to make client relations

Selling is both knowing who you are selling to and selling a product. The bond you build with your clients can be a critical factor in deciding if you are selling or not. Emotional aptitude is informing of its own and emotions of other people.

Tips on how to improve sales – for sales manager

Improve sales strategies

A good sales plan outlines how you will bring new clients. And also how you will create or expand links with potential clients. Besides, how you will continue to sell your product or service to existing customers.

When making your strategy, you should:

• Define your target audience and create your ideal customer profile
• Resolve how the lead is generating
• Perform SWOT analysis
• Form income targets
• Set your conversion goals
• Define your business place in your market
• Prepare a plan in case of an error

When you create your first sales strategy, you can also create a plan listing what to do in the event of an error. Examples of these cases are a loss of a notable sales agent or a mismatch of your sales target. Your skilled plan should indicate who will be told of the problem and how. Also, consider the steps you and your team can take to fix the issue. In some cases, avoid repeating these errors in the future.

Manage your sales team effectively

Your sales strategy is as good as your team. So, you should develop motivated and well-trained sales agents. The best way to do this is to learn about the people in the group. As a manager, you must know what drives them as an individual.

During the sales training, be honest with your reps regarding goals, notices, and ways to assess their efficacy. A manager should plan meetings (monthly) with each seller to find out what they need and where they struggle.

See more at CFI.co Blog