On Doug’s first trip to visit Campbell’s Mexican production facilities during his tenure as the new CEO, he held a large group meeting with employees. In his earnest but brash way, he pressed them to engage in candid dialogue with him. It didn’t go well. The employees were visibly uncomfortable and it was clear that they felt the forum was disrespectful. Doug later learned that the employees thought it was inappropriate to speak so openly to leadership in a group setting. He apologized to the local management and acknowledged his lack of understanding. It was an early — and humbling — lesson in the importance of cultural fluency.
3 Ways to Improve Your Cultural Fluency
Cultural fluency in leadership is critical for building trust, and is a competency that has been linked to financial performance, out-of-the box thinking, and increased productivity. So why don’t more corporate leaders possess this skill? Often, they want to, but it is difficult for managers to diagnose their own blind spots, and even trickier to fix the ones they see. But for leaders to engage their workforce to deliver maximum value, they must learn how to fully utilize the talent of all employees, not just those who are similar to themselves. To become more culturally fluent, start by reflecting on your behavior. Obtaining external expertise to benchmark both your personal and organizational cultural competence can help. Second, remember to act with intent. Be curious and open to learning a new way of managing. As a leader, you must be willing to adjust your approach to others. Never assume that others will adapt to you. Finally, practice. When conflicts driven by cultural differences arise between you and a team member, clear the air by talking face-to-face. Focus on listening deeply and using non-judgmental observation. Make it clear that you want to work with them to find a resolution, and in the end, make your team stronger.