This approach encourages open communication and
collaboration and may give managers insights they can use in the future.
ENHANCING DECISION-MAKING THROUGH AUTHENTIC DIALOGUE Sarah emphasises the importance of creating a reflective and safe space for communication. Central to this approach is deep listening and allowing individuals to speak their truth, even when it is uncomfortable or unpopular. Authentic dialogue encourages genuine engagement and fosters mutual understanding, ultimately leading to more productive conversations and better outcomes. “In workplace settings, reading the room is a key
leadership skill,” she explains. “It is important that a leader in a group setting is sensitive to the underlying issues and understands what is going on in the team dynamics. This can be particularly important if a conversation is starting to get stuck or beginning to derail. If the leader is attentive to that, then they can intervene earlier and more skilfully in order to refocus the conversation and get it back on track.” She adds that being truly listened to can foster
cooperation and reduce resistance, especially when team meetings turn tense. When individuals feel heard and valued, then they are more likely to engage constructively, even in challenging situations. Avoiding difficult conversations allows issues to
fester, leading to unresolved grievances and damaged relationships. These unresolved issues can negatively impact both individual wellbeing and organisational performance, creating an environment where people struggle to thrive. With the rise of hybrid working arrangements,
where some employees work remotely while others work in the office, authentic dialogue becomes even more challenging. The lack of real contact between team members, especially during informal interactions, poses a significant obstacle to effective communication and rapport-building.
WHAT ARE THE BENEFITS OF EFFECTIVE DIALOGUE IN INTERNATIONAL SETTINGS? The benefits of effective dialogue include:
• Building rapport: Using active listening, genuine curiosity and asking open-ended questions.
• Suspending judgement: Managers should strive to create a supportive and non-judgemental atmosphere where people feel able to express their concerns and needs without negative consequences.
• Impact on performance metrics: Effective dialogue in high-performing teams correlates with positive outcomes, such as profitability and customer satisfaction ratings.
• Enhanced wellbeing and satisfaction: Cultivating effective dialogue leads to improved wellbeing and satisfaction among international managers and team members.
BUY YOUR COPY:
NOW WE’RE TALKING: HOW TO DISCUSS WHAT REALLY MATTERS
Sarah Rozenthuler Published by Pearson
https://tinyurl.com/2s4ad43r
• Working with people who are neurodivergent: International managers need to be sensitive to the needs of neurodivergent team members. Creating inclusive environments and encouraging open communication are essential for ensuring the full participation and engagement of all team members.
“In an international team setting, it is even more important to be attentive to what’s not being said,” Sarah says. “It is about being aware of the nonverbal cues that you can pick up on. With global teams, you need to be able to interpret those cues in a variety of different cultural settings. That deep sensitivity becomes even more important when working with people from different cultures.” In conclusion, navigating difficult conversations and
enhancing decision making in international organisations require a shift towards authentic dialogue. It requires skilful intervention by managers to create a safe space and find common ground, especially in group meetings. By embracing open communication, deep listening and honest expression, organisations can become more resilient and conversations more productive.
Watch Sarah Rozenthuler’s interview at the Think Global People & Relocate Awards:
https://youtu.be/S-NtjQQ-mwc
Below middle: Sarah Rozenthuler at the Think Global People & Relocate gala dinner and Awards ceremony in June
25
GLOBAL LEADERSHIP
DIALOGUE
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