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As much as this topic has become a cliché in the modern management discussions around the globe, the importance is not diminished of the fact that one of the strengths of today’s growing diversity of global human resources is the fact that diversity brings new perspectives and new workplace solutions in order to manage creative problems. To make it on the table using a variety of staff and staff approaches, the manager must study the frame of reference and the world model, build a more effective working group and actively expand to create a comprehensive and at the same time functional work environment.

Experienced managers bring certain skills to the forefront in order to build an effective team to create diverse businesses, and actively work on specialized certification programs such as special certificates developed in cross-cultural management at various institutions of repute. This can enhance confidence and professional skills and show employers that the leader is committed to working more effectively and creating profitable work environments. When developing intercultural communication skills and intercultural leadership techniques, it is most recommended to keep in mind the following:


Identify and select one’s archetype

As part of advanced cross-cultural management training, we have a responsibility to know our “blind spots” when it comes to cultural sensitivity. The integration of the self-assessment processes into the staff review process is a means of normalizing the cultural response and interaction between individuals, and the extent to which these are healthy.

In order to effectively guide others in the process of self-reflection and transformation, the leader must first master the process itself. Recognizing one’s shortcomings that can damage employee confidence can help the leader change and there by encourage others to change.

Intercultural Communication Training Programs provide resources and best practice plans to study models on intercultural issues, such as gender, ethnicity, religion, sexual orientation, intergenerational differences, socio-economic background, and other, often less discussed levels of cultural awareness (e.g. international experience and diverse perspectives)


Strengthen entire team holistically

To succeed as a manager in the 21st century, we look forward to the diverse perspectives of teams and actively implement strategies that emphasize the importance of self-awareness and synergy for all employees. Managers who have completed advanced cross-cultural communication skills can predict many issues of cultural sensitivity and actually implement procedures and training to avoid unnecessary stress and the workplace without excluding one or group, leading to increased productivity and reduced chances of major disruptions.


Ensuring intercultural management skills are embedded in all the key players.

Formal training to raise awareness of multicultural skills, diversity in the workplace has increased dramatically in most industries, which in turn only emphasises the utmost and urgent requirement for such up skilling. In order to meet the unique challenges of a 21st century workplace and stay competitive, managers need to use diversity as a force.

Acquiring cross-cultural communication skills through internationally recognized programs, exploring problem solving with field leaders, and implementing cross-cultural outreach strategies and support networks after the end of the certification program is an important reward for enrolling in cost-effective advanced special certificates in cross-cultural management.


Adequate training highlights competencies as an acting as well as potential leader

Experienced and effective management officials know that the global market is constantly changing. A well-trained, skilled manager creates clear confidence and sensitivity in the workplace and helps to adjust the tone of good relationships for employees and profitability in the workplace.

Continuing to expect credentials from the perspective of the employer shows the commitment to cultural sensitivity and evidence for voluntary up skilling from the employees’ perspectives shows employers that the leader has the energy and determination to move forward in the competition and emphasizes the importance of the leader to boost the momentum of the organization.

It is of course important to ensure that the selected programs for such up skilling meet the needs of an ever-evolving workforce and provides knowledge, networking, and practical qualifications to promote regeneration of management skills with internationally recognized names and a punching pack of sophisticated specialists.


One must realise that global teams are emerging everywhere. The majority of multinational business owners are members of a team from different countries and do not understand how to manage business. As opposed to earlier when only limited people got real travel exposure, in many cases, there are now people living in their own country and still communicating cross culturally for work and otherwise. They wake up in the morning, go to their table and email, interact with suppliers in other countries and sell products to customers in other countries, and they can never go to the country or get a visual idea to help them understand the cultural background of their customers and suppliers. In other words, it becomes more complicated to understand the impact of culture on communication, and this effect only increases year after year.

As per 1992 article on Adler’s and Bartholomew’s management perspectives, world leaders need to develop five capacities across cultures, also in line with the entire discussion aforementioned –

  • Understanding the environment, and cultural interaction implications worldwide
  • The perspective of many other cultures, learning capabilities and technology
  • Working with people from multiple cultures with utmost empathy and mutual
  • Adapting to life and communicating in other cultures through compassion.
  • Learn about relationships with people from other cultures from the egalitarian state perspective rather than coming across as having an air of cultural superiority.


An organisation ability to learn in cross cultural environment and translate that learning into action rapidly, is the ultimate competitive advantage – Jack Welsh

By Fatema Abbas


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