About this course
*Cross-Cultural Leadership for Every Manager, Whoever You Are.* Organizations count who joins. Whether people stay is decided on your team. This course is for the manager whose best people of other backgrounds keep leaving after a year or two, and who wants to know what on their own team is causing it. It is not about the old programs or their new names. It is about the team you already have.
The first half reads the team: who left you and why, the words for what you are seeing, the behavior you are about to misjudge, and the person you assume you understand because you share something with them. The second half acts on it: development plans that add rather than subtract, the career-making work handed out by a rule people can see, promotion standards written before a name comes to mind, and four questions that find out what would take someone, early. It closes by sorting everything you found into what is yours to fix, what needs your boss, and what you will say out loud.
Along the way you learn the models Duane uses: The Leaving Record, the ENRICH Framework and the ENRICH Lens (created by Duane K. Andrews and Sherry M. Jerimie), Culture, Person or System?, The Near Match, Add, Not Subtract, The Work That Counts, Ready, Written First, The Four Asks, and Fix It, Raise It, Name It. Five full cases let you make the call before you hear how Duane would read it.
Who it is for
- Managers and supervisors who lead people whose backgrounds differ from their own.
- Team leads who write development plans, hand out projects or recommend promotions.
- Managers who share a background with part of their team and still find it hard.
- Directors and senior managers who want to keep the people they worked hard to hire.
Learning objectives and outcomes
By the end of the course you will be able to:
- Read who left you. Fill The Leaving Record (where to, how long, who next) and see whether you were training people for someone else.
- Name what you are seeing. Use the six ENRICH dimensions (Ethnicity, Nationality, Race, Identity, Culture, Heritage), kept apart, dimension first and then facet.
- Judge behavior fairly. Look at any behavior through culture, person and system, in order, before you judge it.
- Check the Near Match. When you share one dimension with someone, check the other five, and ask whose price you are charging.
- Develop without changing the person. Test every development ask with Add, Not Subtract, and hand out The Work That Counts by a rule.
- Decide who is ready, fairly. Write what ready means before a name comes to mind, and test every word in it for what you would see.
- Find out before they resign. Ask The Cost, The Count, The Name and The Line in an ordinary week, then make one change with a date.
- Act on what you found. Sort it into Fix It, Raise It and Name It, with dates and names.
What is included
The Participant Booklet draws every model, adds scenarios and private self-checks, and ends with a quick reference. The Participant Workbook is where you do the practice, one step per section, ending with a ledger of what to fix, raise and name, and a page for looking at your team again three months later. The videos tell you when to pause and turn to a page. Nothing you write is collected.
Chapters
31 chapters, 2 h 58 min of video.
- 00Welcome3:21
Who this course is for, and the eight questions managers bring to it.
- 01The Word Changed. The People Did Not.5:25
Duane's word for it, and the word this course uses instead.
- 02Hired, Then Lost4:11
The organization counts who joins. Whether they stay is decided on your team.
- 03The Leaving Record5:02
Where they went, how long they stayed, and who followed.
- 04Exercise: Your Leaving Record3:15
The tool on your own record first.
- 05Case: Three in Eighteen Months10:04
A specialty coffee importer, and a recruiting plan nobody needed.
- 06The Language for All of It5:01
Why ENRICH, the framework, and six engines.
- 07Six Dimensions, Kept Apart5:03
Not synonyms, where each facet sits, and the ENRICH Lens.
- 08Outside the Norm, Inside It5:01
The ENRICH Outsider, the ENRICH Tax, and every manager.
- 09Exercise: Six Lenses, One Moment5:16
Eight ordinary moments, tagged dimension first.
- 10Culture, Person or System?3:32
Two errors, and three lenses looked through in order.
- 11Three Lenses on Your Team4:31
Culture, person and system, one at a time.
- 12Exercise: First Answer, Second Fact7:58
Language is not intelligence, and the fact you didn't have.
- 13Case: Quiet on the Call9:23
An elevator service crew, and a warning due on Friday.
- 14When They Look Like You4:06
The Near Match, and the price you may be charging.
- 15The Hand-Off5:47
No to the hand-off, yes to the person.
- 16Case: Twelve-Hour Nights9:49
Two people the building thinks are alike.
- 17Add, Not Subtract3:52
What a subtraction costs, and the model that stops it.
- 18Every Subtraction Has a Work Ask Inside It4:37
Plans side by side, four rewrites, and the add side.
- 19The Work That Counts5:00
Name it, count it, rotate it, with backup.
- 20Exercise: Add or Take Away?5:17
Ten lines from ten development plans.
- 21Case: The Kickoff Nobody Gave Him9:40
Both models, on one coordinator.
- 22Ready, Written First4:33
Decide what ready means before a name comes to mind.
- 23The Words to Test3:06
Seven words that sound like standards until you ask.
- 24Exercise: Write Ready7:02
The yes and the no, said plainly, then a form of your own.
- 25Before They Tell You3:18
Why it surprises you, and The Four Asks.
- 26The Four Asks5:48
One at a time, in the words a manager actually says.
- 27Exercise: Four Questions, Out Loud9:09
The second job, the note after, and a practice round.
- 28Case: Two Jobs, One Salary9:30
The Four Asks, years too late, and five weeks to fix it.
- 29Fix It, Raise It, Name It6:20
Sort what you found into three trays, with dates.
- 30The Whole Course4:24
Eight models, each with its moment at your table.