Beware of bias in emerging-market data

We want to believe that data is an objective input for strategic planning and operations. But any data can be biased, leading executives to make misguided investment decisions and putting a company’s reputation at risk. This problem is exacerbated in emerging markets. For example, organisations tend to use local governments’ historical data, which may reflect whatever agenda the government has. Don’t blindly trust data, even when it comes from a reputable source. Make sure that the data has been collected by sources with no interest in dressing up the numbers, and find out whether the figures were reviewed by analysts with in-depth market knowledge.

(Adapted from The Dos and Don’ts of Working With Emerging-Market Data, by Anna Rosenberg and Lauren Goodwin)

Not let feeling like an imposter hold you back

We’ve all had that feeling of being unworthy or unqualified to do something we’ve been tasked to do. The next time you feel like you’re in over your head, try these three things:

— Recognise the benefits of being a novice. When you’re not steeped in the conventional wisdom of a given profession or industry, you can approach problems in ways others haven’t thought of.

— Adopt a learning mindset. Focus more on what you’re learning than on how you’re performing. Don’t beat yourself up for making mistakes.

— Know that you’re not alone. If you’re feeling like an impostor, chances are that others in your situation feel the exact same way.

(Adapted from Everyone Suffers From Impostor Syndrome — Here’s How to Handle It, by Andy Molinsky)

Navigate political discussions at work

Talking about politics at work can be tricky: However strong your views are, you don’t want to alienate your co-workers. Here are some strategies for having a tactful, diplomatic dialogue.

— Focus on learning. Chances are, you’re not going to change your co-worker’s mind, so frame your conversation as a chance to learn about his viewpoint instead.

— Show respect. Validate the content of your colleague’s argument with phrases like, ‘I can see you care about this a lot’ or ‘It sounds like you’ve thought this through’.

— Seek common ground. To prevent the conversation from getting overheated, look for areas where you and your colleague are aligned.

— Deflect if necessary. If your colleague brings up politics, you don’t have to join the conversation. You’re not obligated to be candid about your thoughts and feelings.

(Adapted from Should You Talk About Politics at Work? by Rebecca Knight)

Set ground rules for behaviour in meeting

It’s helpful to start a meeting by agreeing on procedural rules, like ‘put phones on vibrate’. But ground rules that focus on behaviour, not just logistics, can help your meeting be even more successful. Here are a few to consider:

— State views and ask genuine questions. This rule discourages monologues and arguments, and encourages a conversation in which members seek to understand everyone’s point of view.

— Use specific examples and agree on what important words mean.

— Explain reasoning and intent. This allows members to understand how others reached their conclusions.

— Jointly design next steps. This ensures that everyone is committed to moving forward together as a team.

(Adapted from 8 Ground Rules for Great Meetings, by Roger Schwarz)

Identify globally savvy candidates

Most global companies are looking for leaders who can easily move between countries and cultures, take on assignments abroad and manage diverse teams. But they aren’t always easy to find. Start by looking at the candidates in your applicant pool who have lived abroad, and ask them about their backgrounds. Prompt them to discuss the knowledge and skills they have acquired. Did they launch a business or turn a struggling initiative around? What was the nature and depth of the contact they had with the culture? Did they travel there, live and work alone, manage a team and family? Asking these questions will give you a clearer sense of the candidate’s ability to understand and communicate with people whose backgrounds differ from his own.

(Adapted from What the Best Cross-Cultural Managers Have in Common, by Linda Brimm)

Published in Dawn, Business & Finance weekly, October 17th, 2016