Managing a Diverse Team
Case Study: Managing Diverse Teams
Amin was in line for a global leadership position at an MNC. However, there was one thing that still needed to be addressed before he could move to the global role: his experience of managing a diverse team was limited and his performance in this area so far definitely left room for improvement.
Amin needed to learn to appreciate different cultures and different approaches to work. He was set in his ways and expected everyone to follow his lead in how they did certain things. This was not going to work when he got to the global level, where all his reports would themselves be executives.
Objective
The stated objective was to improve Amin’s self-confidence, trust and tolerance to improve his ability to manage diverse teams. Amin needed to learn what it meant to be inclusive and where his – mostly unconscious – biases were holding him back. He also needed to understand how his micromanaging was a sign of his lack of confidence, so that we could get to the root of the problem.
Process
We started the process with a 360 feedback. Amin learned how his insecurity in certain areas shone through, even as his peers regarded him as a highly competent and professional leader in most other areas. He also needed a bit of theoretical input to understand cultural and work style differences and how diversity can enhance the performance of a team.
Increasing Self Awareness
Amin needed to first learn that he was a natural leader. He didn’t need to try so hard to assert himself, he didn’t need to micromanage his team members. He could inspire and guide rather than controlling. He soon found that this was much more comfortable for him too.
Learning to Trust
Amin needed to not only have more confidence in himself but also in his team members. He needed to trust others to do their job well, to own their tasks and act responsibly of their own accord. With his existing team members, a transition period was needed, as they had been micromanaged for so long, they needed to get used to having more ownership. Their response was an enthusiastic one once they realized how that allowed them to leverage their strengths better.
Going From Micromanaging to Coaching Team Members
The final step was for Amin to permanently change his management style to be more of a coach to his reports. This means that he encourages rather than advises, asks questions rather than giving solutions, and trusts employees to find the best way to solve a problem.
Conclusion
Amin was amazed at how much easier and more enjoyable his job became once he learned to trust his reports. He was now also able to start the succession planning process, since he was going to move up to the next level soon and his successor needed to be prepared to step into his shoes. Managing a diverse team is all about understanding the strengths of each team member and appreciating the benefits of diversity. Amin was now ready to move to the next level of leadership. He had removed the self-imposed ‘ceiling’ on his career ladder.