Chapter 4: Interpersonal Skills in a Global Workplace
Chapter 4: Interpersonal Skills in a Global Workplace
Author: Kara Coker
Author: Kara Coker
Imagine that Priya’s boss has asked her to manage a large, global team. In this new role, she will be working closely with people from several different countries. Priya is very excited about this opportunity, but she is also nervous. She wonders if she has the skills to communicate, build connections, and motivate people from different cultures. What research does she need to do in order to prepare to be a great leader? What does she need to know about her teammates and their cultures? What interpersonal skills does she need to help her understand differences and effectively communicate with people from different countries?
Interpersonal Skills in a Global Workplace
Interpersonal skills directly affect job performance, which in turn can help determine a company’s ability to be successful in a global economy. Interpersonal skills are the behaviors and tactics a person uses to interact with others effectively. In the global workplace, the term refers to the ability to communicate, listen to, and work well with others. Today’s global workplace is diverse; it is filled with people from different backgrounds and cultures, no two of them alike. In this chapter, we will discuss how to identify cultural dimensions and the strategies to improve interpersonal skills in a global workplace. Studies show that most American workers desire to work in a more diverse workplace, and that more diverse workplaces are more successful. Social movements continue to grow and demand positive change. The focus on a more diverse and inclusive work environment is not only a logical step for companies, it benefits the bottom line (Perry, 2020). This initiative will continue, and the workplace will continue to become more diverse. What insights and skills do we need in order to be prepared?
Consider the following statistics on diversity in the workplace (Perry, 2020):
By 2065, the U.S. will not have any single ethnic or racial majorities
Highly gender-diverse executive teams are 21% more likely to outperform on profitability
Diverse teams are 70% more likely to capture new markets
Diverse teams are 87% better at making decisions
Inclusive companies are 1.7x more innovative
Companies with a highly inclusive culture have 2.3x more cash flow per employee
Inclusive companies are 120% more likely to accomplish financial goals
Companies that are racially and ethnically diverse are 35% more likely to perform better
By 2044, projected growth from Asian, Hispanic, and multiracial groups will turn traditionally underrepresented populations into majority groups
Now that you have an understanding of the environment for those entering the workforce, our goal for this chapter is to equip you with the knowledge needed to thrive in today’s workplace.