“Why do I need to learn this?,” is a popular thought that comes to mind when faced with a potentially tedious or boring task set before us.  Sometimes it seems, at first glance, to not be worth our time or energy to learn this new or different way because we are trying to maintain our normal status quo and not interrupt whatever current cycle or habit we have created. But, that initial thought isn’t limited to just one culture or portion of the globe; and I myself am guilty of this.

My company has a cloud based software tool called a population health management platform. Essentially, we take the medical records from a large group of doctors offices (with appropriate HIPAA and legal agreements in place) and put them in a platform that the doctors can then access and gather data on their practice. This platform can show them performance on quality measures, costs per episode of care,  who their most costly patients are and so much more. The first time I saw this platform was on a demo call with a potential client and I was on the webinar as a silent participant. I gave it a few minutes of my attention, thought it looked neat, but had so much else to do and that platform wasn’t needed in my role (or so I thought) so worked on other open items while it went on.

After casually attending a few of these, I began to pay a bit more attention each time, and was impressed at the amount of data that really was sitting there for the doctors to use. However, much like Albert Bandura explains, “…motivation tends to be increased by several factors. One is the environment.” (Penn State, 2018) Once I had seen the presentation several times, and admittedly once I paid more attention, I began to see its real value. Once the value was clearer to me, I was then able to better describe the  benefits of it to several of my clients who were not currently using that platform.

Compound this personal revelation of usefulness, with my female CIO (who I respect very much) asking me if I would be comfortable demoing this platform to a small new client. Suddenly, given my level of respect for her (another factor Bandura discusses), I realized that I really did want to show this new client how much our system could benefit them. Then, once I had delivered my first demo and heard the positive appreciation in their responses, I was hooked! Now, I enjoy demoing the system and have been able to take what was a rather stagnant presentation and weave in my own comments and take them to screens I feel are more suited for them to gain a clearer insight.

So, the next time you think “do I really need to know this”, stop yourself and give that task another glance; I know I will.

 

Penn State University. (2018). Lesson 05: Learning and change in a global setting. Retrieved from https://psu.instructure.com/courses/1942644/modules/items/24935389.

 

Working in a global industry has taught me several differences when it comes to things that seem so basic as to how you word a question – yet in the global scheme the wording is not basic at all.

The business culture in India is that of a hierarchy, and a great desire to please those that are in the ranks above you. So much so that as a leader, it’s rare you will get an actual “no” response. In the Indian culture saying no, is perceived to be offensive and even an obstacle in relationships. As a leader in a global environment it is paramount that you recognize this difference and handle it accordingly.

For instance, recently when emailing an IT member asking, “are we all set for the deadline to give this back to the client”, rather than saying “no”, an Indian colleague responded to me “yes, but it will be hard”. The hidden connotation is the key. I as the leader in this circumstance had to readily identify this response, realize what the true meaning was and then make changes in my own communication style moving forward. Once that recognition was made, I then changed my question to him, and asked “where exactly are we in the process of meeting the deadline?” Following this change, a more proper response was received and I knew that it appeared we might be a week behind schedule.

Had I let this subtle written cue go, I could have incorrectly thought we were on track, and not realized that we were behind schedule until it was too late. With this knowledge, of being delayed now in hand, I was able to make the client aware of this well in advance, which they greatly appreciated. The best part is we actually ended up finishing ahead of the deadline!

All in all, it ties back into the leader being responsible for being culturally aware of these idiosyncrasies in responses, knowing how to handle them appropriately in our exchanges, and then modifying communications appropriately. This simple, yet essential step will allow for a positive relationship with your teammates and the potential for greater success overall.

References

Interactive Business Inclusion Solutions . (n.d.). Retrieved from http://www.ibisconsultinggroup.com/insight/are-we-speaking-the-same-language-bridging-the-cultural-gaps-between-u-s-and-india-based-technology-teams/

World Business Culture. (n.d.). Retrieved from https://www.worldbusinessculture.com/country-profiles/india/culture/business-communication-styles/

One of the major topics in today’s media stories is that of gender inequality in the workplace. Stories abound from all over, whether it be in corporate America or in Hollywood. The clear argument is that women are working just as hard as men, sometimes harder, yet they are not paid the same nor treated with the same level of respect.

According to an ABC News story, in August 2017 Forbes released their list of the highest paid actors. The top earner at an astounding $68 million was Mark Wahlberg. That astronomical figure makes the highest grossing female actress, Emma Stone’s, salary of $26 million appear as if it were pennies. (Rothman 2017)

It’s mind blowing that they earn that kind of money for something as simple as acting in movies and television shows. That in itself though is a whole other topic. However, what is the explanation for this $42 million pay difference? That’s right, $42 million. And if it’s happening in Hollywood where essentially their whole existence is in the public eye; then what is happening in corporate America in regards to the pay gap and treatment of women?

“On average, women working full-time earn just 78 cents for every dollar men earn.” (Quick n.d.) The Institute for Women’s Policy Research explained further that this wage gap will take at least until the year 2058 before it is correct. What caused this gap? Some can relate it back to the era of women moving into the workplace as the men went off to war. At that time, there were no laws or regulations protecting these women’s rights, and the male business owners were under no obligation to treat the women fairly, and instead saw it as an opportunity to short change their female employees and pad their own pockets.

Even with these astonishing examples, currently the US is ahead of many other countries as far as the wage gap goes according to the Van Kampen Law, PC blog cited below. Again I chose to dive into the Indian culture for this analysis. “Women in India earn 20 per cent less than men, indicating that gender plays an important parameter while determining salaries in India, says a report.” (PTI, 2018) But, isn’t 20% of a dollar $0.20? Meaning in India the women are making 80 cents less per dollar, whereas the US women are making 78 cents for every dollar? Maybe the US isn’t as far ahead as the articles are touting us to be.

“Monster.com also carried out a Women of India Inc survey, capturing responses of about 5,500 working men/women. As per the survey, a majority of respondents (69 per cent) said gender parity needs to be a top priority for organisations as only 10 per cent organisations have a robust gender diversity programme.”(PTI, 2018)

I suppose I always knew that the gender pay gap existed on a global level, but given the opportunity to research this same topic in comparison to another culture’s experiences, it does make me take a look at my own employment situation. This information will come in handy given that I am up for a promotion and pay increase later this month; so, my personal goal is to not only close the gap in an established US company but also one that is Indian owned.

References

PTI. (2018, March 07). The Economic Times. Retrieved from https://economictimes.indiatimes.com/magazines/panache/gender-pay-gap-scenario-daunting-in-india-women-get-paid-20-less-than-men/articleshow/63204351.cms

Rothman, M., Korn, M. 2017. ABC News. August 29. http://abcnews.go.com/Entertainment/pay-gap-men-women-hollywood-growing/story?id=49376405.

Quick, Jordan. n.d. Van Kampen Law, PC. https://www.ncemploymentattorneys.com/blog/gender-inequality-in-the-workplace/.

Geert Hofstede has conducted some very valuable work in regards to understanding the 6 cultural differences he perceived to exist: power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, long-term/short-term orientation, and indulgence/restraint. (Penn State, 2018) But once you truly take an intentional dive into his concept on a specific country, the results are quite fascinating and can offer much insight.

Choosing to remain with a culture I have interactions with daily, I visited Hofstede Insights website and first narrowed my search to India. The score card ranking India on the 6 differences appeared, and I sat back to take a closer look to see what I could learn. Hofstede provided the following grades in his 6 differences: power distance – 77, uncertainty avoidance – 40, individualism/collectivism – 48,  masculinity/femininity – 56, long-term/short-term orientation – 51, and indulgence/restraint 26. (Hofstede, n.d.)

This first segment that stood out to me was the power difference. “India scores high on this dimension, 77, indicating an appreciation for hierarchy and a top-down structure in society and organizations.”  “Employees expect to be directed clearly as to their functions and what is expected of them.” (Hofstede, n.d.)  I can acknowledge that I have found myself frustrated at times as it appeared that several of my India based counterparts seemed to lack initiative to think ahead and be proactive on their own in projects. Now, I understand that it may not entirely be because they lack the want, but they instead may have been culturally taught to not move forward without specific provided direction from their leadership. This little nugget is extremely helpful, and I plan to put it to use as soon as tomorrow when there are perceived hiccups in the teams operations. Rather than grow frustrated, I as the leader will need to be cognizant of this cultural difference and modify my expectations and delivery of them back to my team. This big yet small point of personal development on my part, may help to contribute to an even greater success at the team level.

Long term orientation also caught my eye as Hofstede discussed their faith and their sense of timeliness which I wrote of in my discussion topic last week. “Countries like India have a great tolerance for religious views from all over the world. Hinduism is often considered a philosophy more than even a religion; an amalgamation of ideas, views, practices and esoteric beliefs.” (Hofstede, n.d.) My executive team is Hindu and I have been grateful to be included in several of their holidays and blessings.

Most recently, we moved to a new office location. I was fortunate to be onsite that day, as normally I work remote, when my female CIO stopped by and asked me to come along. I was politely instructed to remove my shoes outside of our main conference room and to proceed inside. There, a small group had gathered and were lighting a candle and for lack of a better term, chanting a prayer. The President of the company turned, caught my eye and smiled as he and his wife (the CIO) continued with the lighting of candle while they prayed. At the conclusion of the blessing, my CIO came over to explain what they had done and why. It was a fantastic moment of really learning the nature of their religion. This simple observation of a blessing then led into me being able to ask a few questions of her regarding her Hinduism. It was a fantastic few moments to really learn just how very open and accepting Hinduism is. More so, I learned that even though I am Christian, my denomination did not cause them to preclude me, and rather to warmly include me.

As interesting and educational as I find Hofstede’s cultural differences. it also makes me cognizant to avoid using his ratings or explanations as an all-inclusive definition for the given culture. For instance, despite several team members displaying the definition Hofstede presented regarding power differences, I have one member of my team who is very much a forward thinker and doer. He needs little, sometimes if any, direction to see the full picture, know what the next step is, and effectively move to it without instruction to do so. In moments like these, I must be sure to not use Hofstede’s work to incorrectly lump all people of the same culture into the same pot per se. Instead, as an effective leader, I will recognize these differences amongst the participants and modify my interactions with each in order to ensure the best outcome and success for all.

 

Hofstede, G. (n.d.). Hofstede Insights. Retrieved from https://www.hofstede-insights.com/country-comparison/india/

Pennsylvania State University (2018). Leadership in global context–OLEAD 410. Penn State World Campus, The Pennsylvania State University.

First – sorry if this is a repeat, I mistakenly added my into under Brian’s initial comments. So, here goes (again!)

• My name is Jessica Kullman,
  • Where are you located geographically? I am in Boyertown, PA (Berks County)
  • Where are you in your life professionally? I am currently the Senior Manager of EDI for a Population Health Management company based in NJ.
  • What are your long-term goals? I would like to stay in my same company but move onto the executive team.
  • What is your current or prior leadership experience? I currently lead employees in our Data Implementation and the Merit-based Incentive Payment System (MIPS) teams.
  • Do you have a favorite leadership quote? I don’t really have one, but I tend to like the ones that discuss an effective leader encouraging the growth within their team members.
  • Optional: Post something interesting about yourself:
    • Do you have children? I have two stepdaughters (25 & 20) and my son is 10
    • Any special interests? I am a die-hard Nittany Lion fan, and love to read (when I have a moment)
    • Do you have an unusual hobby? I love to bake and decorate cakes – actually making my toppers out of gumpaste/fondant.