Develop your teams’ intercultural skills
The individual coaching sessions are virtual. Where possible, the first and last sessions are face to face. Training sessions lasting one to four hours (2 x two hours) are given virtually. In the interests of easier interaction with and among the participants during intercompany sessions, I limit these to four participants. The public webinars offer a forum for more participants.
That depends whether or not the executive in question manages virtual teams, regardless of the pandemic which has meant that many teams are operating virtually, even within the same country. I have devised a training model for virtual teams abroad. This training course can be adapted to meet your specific needs, taking account of the multicultural context of the team, the situation and the team leader. I can also travel to provide training on location.
My program is designed primarily for managers living and/or working abroad. It aims to give them the tools they need to adapt quickly to cultural changes and to communicate effectively in a multicultural environment.
In particular, I help women embarking upon their career with their personal and professional development abroad. My total program comprises six half-day training sessions, each of which has a specific objective.
In the interests of easier interaction with and among the participants during intercompany sessions, I limit these to four participants. This is a specific program. It can be personalized and is therefore very flexible.
The choice and number of courses are determined by manager’s international experience, how quickly the challenges have to be met and their final goals. So my program is very flexible in terms of time. It can be personalized to fall in with manager’s foreign travel imperatives and personality. My program helps them to develop gradually to a higher level.
My flexibility, because I work on a self-employed basis, calling on partners as and when required.
Mon expérience de l’étranger en Afrique (Egypte, Maroc et Nigeria) et maintenant au Luxembourg m’a aidée à développer une réceptivité envers la diversité culturelle et envers l’Afrique. Cela a aussi renforcé ma passion pour les relations interpersonnelles et les cultures étrangères.
I realize that cultural adaptation is an individual, gradual process that cannot be achieved in a flash. In other words, I take into consideration both cultural and personal aspects. Not just the country where the person I am assisting has to interact, but also their personality. I broaden the cultural and behavioral preferences of the individual, their values and motivations, helping them to put these into perspective with the target culture. This proves very useful and provides a great deal of insight.
I can help them to adapt quickly and profitably.
Your senior executives are better placed to achieve their objectives and meet their deadlines. The total program comprises six half-day training courses and in theory runs for 12 weeks, with a course every two weeks.
Ever since I was a teenager, I have been fascinated by discovering new cultures on other continents and by opening up my mind to new ideas. After university, I went to Nigeria for the first time. I was 27 years old and felt completely overwhelmed, bewildered and lost. When I lived in Egypt, I slowly came to understand that, to communicate with people from a different culture, I needed to move out of my comfort zone.
À partir de ce moment-là, j’ai commencé à reconsidérer mes propres points de vue pour les mettre en perspective afin d’élargir mon champ de conscience aux points de vue des autres et cela a incroyablement enrichi ma vie. Après avoir vécu en Égypte, au Maroc, au Nigéria à deux reprises et maintenant au Luxembourg, après avoir démarré mon entreprise dans quatre pays, j’ai réalisé que, hormis ma famille proche, personne ne m’attendait nulle part, même pas dans mon propre pays.
That led me to feel that my experience of living and working abroad could become a specific advantage to help other expats and managers in other countries. It became clear to me that I could develop an intercultural program that would prove useful for people like this.
With hindsight, I would have appreciated being able to share my experience or listen to other women abroad talking about their experiences. I think that would have enabled me to put things in perspective and find my way more quickly. I would also have like to have been assisted, to have had more support when I first started living abroad in a cultural context so very different from the one I was accustomed to.
In addition, I became aware that women did not fulfil the same roles everywhere in the world. That they often had to make an extra effort and accomplish more to be able to assert themselves, gain respect, take on a leadership role, especially in patriarchal or traditional societies.
It is not always easy for young women to decipher unspoken social codes. To know what is expected of them in terms of behavior and attitude. What is more, such codes are found in both civil and professional spheres.
Thanks to their capacity for open mindedness, their sense of connections and service, the need to feel useful and a high level of perfectionism, women can prove to be a driving force, facilitators for change, complementing the other more specific skills of their male counterparts.
Supporting young women who go abroad to work can give them an opportunity to become aware of these powerful personal aspects, thanks to the possibility of putting things in perspective provided by experience gained abroad. With the proper coaching, this experience abroad can become a true source of personal enrichment and professional development which will benefit the company.
Because developing cultural awareness, adapting to change, creating trust, communicating in another culture take time. Such things do not come automatically. In this respect, I believe that Women Abroad can provide food for thought and suggest answers.
The guarantee works like this: if you are not satisfied with my training courses and if the tools that I give your executives have not helped them to adapt more easily to cultural changes one month after their course, then I will give you a full refund.
Step by step, I am building a network of partners who could help me in countries with which I am less familiar.
Having international experience does not mean that you are able to adapt in the same way everywhere. Behavior and attitudes that are accepted in one culture do not necessarily work in another. Over time, with learning and a willingness to evolve along these lines, cultural agility can become a sort of reflex, prompting you to temporarily put your cultural mental software on pause so as to assess the situation better and adjust your cultural mental attitude to a foreign partner. But that does not mean you forget yourself!
With more experienced managers, I can also work on wider, strategic issues such as how to integrate change and manage complexity in a world that is more open, diversified, multiple, even fragmented.
My expertise is acknowledged and certified by leading organizations in the sector.