Understanding our cultural lenses
In a recent coaching call a client expressed how she was struggling to provide directive leadership when it came to members of her team who were male, or who were older than her.
Similarly, in a recent development session a leader expressed their frustration about one of their team members who always expressed things very directly – sometimes too directly – to those around them.
As we explored these issues further, both clients recognized that they were connecting with the deep roots of culture – the culture of the people they were leading as well as their own.
Culture, rightly, runs deep. It sits alongside our personality, character, passions and life experiences in making us the people we are. Our upbringing and formative experiences impact every area of our lives – the big things and the little things. It can shape how we view time, success, age, personal development, relationships, money, and risk. It can also influence our view of who generally speaks first in a team meeting, whose responsibility it is to do the washing up in the office kitchen, or even who should take the bins out at home.
We should celebrate our ‘multi-cultured’ society – the diversity brings a richness in experience, perspective, skills and behaviour. As we assume greater leadership responsibility, however, it can be helpful to consider how the cultural norms we bring with us dovetail with the places we live, the places we work and the teams we lead.
As Rooted Leaders, asking ‘where does a specific behaviour (mine, or someone else’s) come from?’ can be a great starting point, especially if we are seeking to build team behaviours that work for everyone. Are my assumptions about what ‘good behaviour looks like’ reasonable or just a reflection of my own cultural backdrop?
Questions for reflection:
Consider this quote from Matthew Syed, in Rebel Ideas: The Power of Diverse Thinking:
"We are oblivious to our own blind spots. We perceive and interpret the world through frames of reference but we do not see the frames of reference themselves.”
Do I exhibit any leadership behaviours that stem from my own upbringing that it would be good for me to be aware of/do differently?
Would thinking about the cultural context / upbringing of people on my team help me to understand their behaviour more deeply?