Building Trust Across Cultures and Regions: Cross-Team Collaboration Journey
Shared by eTACSEN Managing Director Terence Yeung One team, six locations, and three nationalities - how can we build trust, resolve conflicts, and achieve efficient collaboration in a short time? Recently, we conducted a unique workshop with a cross-border team, focusing on tackling these challenges. As a leading retail group in Asia, this team has a diverse membership spread across multiple regions. We utilized the classic "The Five Behaviors of a Cohesive Team" model and delivered the workshop in both English and Chinese to ensure full understanding and engagement from every participant. Workshop Highlights: Building Trust: Through a series of interactive activities, team members opened up, shared personal experiences and values, and established a strong foundation of trust. Mastering Conflict: We guided the team to identify and differentiate between productive conflict and destructive conflict, and learned how to turn conflicts into constructive discussions and innovative solutions. Enhancing Cross-Team Collaboration: By simulating real work scenarios, team members practiced effective communication, clarified responsibilities, and ultimately achieved shared goals. I believe that this workshop not only deepened the trust among team members but also laid a solid foundation for future collaboration. Through effective communication and conflict management, I look forward to this cross-border team continuing to achieve efficient collaboration in a multicultural context, working together to meet more challenges and opportunities. If your organization is facing similar challenges and would like to explore how to address them further, please feel free to contact us.
“Ownership & Accountability” Training: China-Hong Kong Integration Team Seeks Positive Meaning in Crisis
Shared by eTACSEN Managing Director Terence Yeung Recently, I gave a training session on "taking responsibility" for a well-known investment bank. Half of the trainees are from the Mainland China and half are from Hong Kong. Although there are cultural differences, the wisdom of China-Hong Kong integration brings a different perspective to co-creation. One of the cases that struck me deeply: When you disagree with your boss and cannot reach a consensus after repeated communication, how can you face it with a positive attitude when you have to implement your boss’s (or other departments’) decision. 💡 Reflections on co-creation with training participants: We need to find positive meaning within ourselves. For example, in the face of seemingly unreasonable policies (such as the Finance Department introducing customer-unfriendly policies that lead to sales complaints and customer churn), we can still find positive meaning from it. ✅ Screening real partners: At this time, we can best see which customers truly trust us, those customers with solid relationships are worth cherishing! Responsibility is not only about being accountable for work but also about embodying our commitment to customers. This is the key to achieving corporate goals and enhancing performance. ✅ Building resilience: How can we minimize the negative impact under policy constraints? This challenge is an opportunity for improvement! This is similar to how companies choose to respond positively when facing difficulties. “Responsibility” needs to create value within constraints; and it requires creativity to find common ground amidst differences. Taking responsibility is no longer an optional skill but an important driving force for individuals and teams. By clarifying goals and ensuring effective communication, we can better respond to challenges and achieve common objectives. Looking forward to hearing your thoughts!
Unleashing the Power of Authenticity: Unlocking Team Potential with MBTI
Shared by eTACSEN Managing Director Terence Yeung I recently had the opportunity to facilitate an MBTI workshop with a finance team in a logistics company. The insights gained from this experience were very much worth sharing with everyone, underscoring the value of embracing our authentic selves and leveraging personality preferences to unlock team potential. Let me share two stories that emerged from this workshop: Finding Your Voice: How an ENFP Blossomed in an ISTJ-Dominated Team Mark, a member of the finance department, had initially tested as an INFP but later confirmed that he was actually an ENFP. Over the years, he had suppressed his natural extroverted and sociable tendencies to fit in with the predominantly ISTJ team. The team members' singular focus on work and lack of casual conversation left Mark feeling unvalued and disconnected. During the MBTI workshop, Mark was encouraged to share his true feelings with the team. To his surprise, the team members expressed a desire for a more lively and upbeat work environment, and they enthusiastically welcomed Mark's unique ENFP qualities. After this revelation, Mark immediately embraced his authentic self, bringing his trademark humor and energy back to the team. This story highlights the importance of creating an environment where individuals feel empowered to be their true selves. By understanding and appreciating each team member's personality preferences, organizations can foster a more inclusive and engaging culture, where everyone's contributions are valued. Unlocking Potential: Leveraging MBTI Insights to Motivate and Empower Mary, an INFP responsible for compliance in the company, was initially misunderstood by her superior, John, who assumed she must be an ISTJ due to her excellent performance in developing standards and ensuring adherence. However, I explained to John that the only person who can truly confirm their type is the individual themselves. I suggested that John look at the situation from a different angle. As an INFP, Mary likely sought meaning and the opportunity to help others, which may not have been fully fulfilled in her current role. I recommended that John explore ways to align Mary's work with her deeper desire to make a meaningful impact, such as by involving her in mentoring newer team members or helping her see the broader significance of her compliance work. Mary confirmed that I was correct, sharing that she often went for volunteer work on the weekends, as it allowed her to find the deeper sense of purpose she craved. This story highlights the importance of understanding employees' personality preferences and using that knowledge to better motivate and empower them, ultimately driving higher levels of engagement and performance. These real-life examples demonstrate the substantial value of embracing authenticity and leveraging MBTI insights within a team. By creating an environment that promotes diversity, encourages self-awareness, and aligns work with individual motivations, organizations can unlock the full potential of their teams and foster a more engaged, collaborative, and fulfilling workplace. I hope these stories provide valuable inspiration as you continue to develop your own teams and leadership practices. By embracing authenticity and leveraging personality insights, we can create more fulfilling and productive work environments.
MBTI vs DiSC: Differences and Applications of Personality Assessment Tools
Shared by eTACSEN Managing Director Terence Yeung Understanding one’s personality is crucial for career development and interpersonal relationships. I would like to share the key differences between two well-known personality assessment tools, Myers-Briggs Type Indicator (or “MBTI”) and DiSC, to help you choose the tool that best aligns with your needs and explore how they can be used in different situations. MBTI and DiSC are among the most popular personality assessment tools today. However, they have distinct differences in their theories and applications. Type Theory: Unveiling Your Unique Personality Tendencies MBTI is based on Type Theory, which primarily focuses on identifying to which type an individual belongs on a certain dimension and does not evaluate the intensity of that type. The scores in the assessment reflect the clarity of an individual's belonging to a certain type. This theory consists of four dimensions: Extraversion (E) or Introversion (I), Sensing (S) or Intuition (N), Thinking (T) or Feeling (F), and Judging (J) or Perceiving (P). By combining these dimensions, MBTI categorizes personality into 16 types. It facilitates a comprehensive understanding of one's innate tendencies and personal preferences, including how individuals acquire energy, interact with the external world, perceive information, and make decisions. MBTI offers valuable insights for personal planning and development, empowering individuals to adapt more effectively to the environment, make informed career choices, and enhance their overall selves. Trait Theory: Revealing Your Behavioral Style and Situational Responses DiSC is based on Trait Theory, which assesses individuals' behavioral styles to understand personality traits. Trait Theory examines the intensity of individual traits. For example, a high score in the "D" category indicates a strong Dominance trait. DiSC classifies people’s behavioral styles into four main types: Dominance, Influence, Steadiness, and Conscientiousness. It focuses on individuals' behavioral expressions and interaction styles in different situations. DiSC is known for its simplicity and offers clear classifications of behavioral styles, allowing individuals to quickly grasp their own and others' behavioral tendencies. It is widely used in team interactions and organizations, facilitating better collaboration, communication, and problem-solving. MBTI vs DiSC: Differences in Depth and Simplicity MBTI offers a higher level of sophistication by providing detailed classifications and descriptions of personal traits. Its comprehensive nature makes it particularly valuable for professionals seeking a deeper understanding of themselves and others. However, this complexity can present challenges when interpreting and comprehending the MBTI. The requirement for in-depth thinking and interpretation may make it difficult for ordinary individuals to retain the eight letters and sixteen types associated with the MBTI. This difficulty in memorization, in turn, hinders the practical application of MBTI in daily interactions, limiting its potential to enhance relationships and improve communication effectiveness. DiSC stands out for its simplicity and ease of understanding. It offers clear classifications of behavioral styles and uses concise and straightforward descriptions, enabling individuals to quickly grasp their own and others' behavioral tendencies. DiSC is highly versatile and intuitive, making it suitable for a wide range of audiences including the general public. Application Suggestions: Tools for Personal Development and Team Collaboration When it comes to personal planning and development, MBTI offers precise and personalized guidance, helping individuals understand their innate preferences, strengths and weaknesses. It provides valuable insights for career development and interpersonal relationships. On the other hand, DiSC proves more advantageous in team interactions and organizational applications. By understanding the behavioral styles of team members, individuals can enhance collaboration, communication, and problem-solving. DiSC's user-friendly nature allows team members to quickly grasp each other’s behavioral tendencies, fostering enhanced cooperation and team effectiveness. MBTI and DiSC are distinct personality assessment tools that differ significantly in theory and application. MBTI delves into an individual's unique innate inclinations, making it ideal for personal development. In contrast, DiSC focuses on behavioral styles and situational responses, making it a valuable tool for enhancing team interactions and organizational contexts. Regardless of the chosen tool, personality assessment aids in gaining a better understanding of oneself and others, leading to enhanced personal and team effectiveness. By embarking on a journey of self-discovery and selecting the personality assessment tool that best aligns with one’s needs, individuals can achieve greater success and fulfillment in both their professional and personal lives.
Inspiring Story in Talent Development
Shared by our Managing Director, Mr. Terence Yeung I wanted to take a moment to share some truly inspiring success stories from our recent high potential talent development program. It is my sincere hope that these stories will resonate with you and provide valuable insights that can be applied to your own organization. Allow me to take you on a journey of transformation, where experienced managers with over 10 years of experience from both Hong Kong and Mainland China were taken to the next level of leadership. Our client, a prominent property developer with a global presence, sought to enhance the leadership skills of their high potential talents and develop them into all-round leaders. Our trainers' bilingual ability and extensive experience in both Hong Kong and Mainland China was particularly valuable as it ensured seamless communication and understanding between the trainers and participants. This allowed us to navigate cultural nuances and tailor the program to meet the specific needs of each group. With this commitment to cultural sensitivity, quality of the program can be maintained across both regions. The results of the program were nothing short of encouraging. From the CEO to the supervisors of the participants and the participants themselves, everyone expressed their high praise for the program. We received heartfelt gratitude from the participants, who appreciated the valuable training they received. The supervisors witnessed remarkable changes and improvements in the participants' daily work, while the CXOs were impressed by the creativity and value they brought to various projects. We utilized a variety of learning methods to ensure practicality, enabling participants to apply their newfound skills in the workplace. Moreover, we incorporated action learning projects to maximize the return on investment for the organization. The program kicked off with the CEO and department heads, as well as supervisors from both Hong Kong and Mainland China, participating. This demonstrated the importance of the program and the top management's support for this initiative. To better understand the participants' strengths and weaknesses, we conducted a 360 leadership assessment, which served as a valuable reference in designing the workshops. The workshops covered a range of essential leadership topics, such as Leadership Self-Awareness, Strategic Thinking, Effective Leadership Behaviors, Change Enablement, Stakeholder Engagement, People Management, and Leadership Presence. Each topic was carefully crafted to address specific needs and challenges faced by leaders in today's dynamic business landscape. We believe in practical learning that yields tangible results. To reinforce the learning, we implemented action learning projects. Small groups of participants formed project teams and identified projects that added real business value to the company. They engaged stakeholders, sought buy-in and support, and implemented proposed projects. This not only allowed participants to apply their learning in a real business environment but also provided the organization with a better return on investment. Throughout the program, team coaching and one-on-one coaching were integral components. Regular catch-ups with the project teams ensured progress was on track and any issues were addressed promptly. One-on-one coaching provided participants with the opportunity to seek guidance on the application of their learning and resolve any personal leadership challenges they faced. We also actively engaged the participants' supervisors by providing mentoring and coaching training. Regular catch-ups were held to report on the participants' learning and progress. This engagement proved invaluable, as supervisors became more involved and supportive than ever before. The culmination of the program was a final presentation to the top management, including the CEO. Participants showcased the results of their action learning projects and shared their overall learning from the program. This not only demonstrated the top management's commitment to talent development but also provided an opportunity for them to gather creative project ideas and follow up on them. It was truly a celebration of growth and development over a one-year learning period. Throughout this journey, I have personally witnessed the profound change and growth in the participants. For example, one participant who initially struggled with delegation and team management successfully developed these skills, leading to improved team performance and organizational outcomes. These stories of personal transformation and professional growth have touched me deeply and reaffirmed the meaningfulness of the work we do. I am proud to share that we have received overwhelmingly positive comments from all stakeholders involved, including top management, supervisors of the participants, and the participants themselves. The success of this program has been a driving force for me, as I firmly believe that when you find meaning in your work, you never feel tired. I wanted to share these stories with you, as I believe they highlight the value and impact of our talent development programs. If you are interested in exploring similar services for your organization or would like to discuss the specific needs of your high potential talents, I would be delighted to arrange a time to speak with you further.
Unveiling the Essence of Effective Training
Shared by Terence Yeung During a recent exchange with senior management, I was inspired to reflect deeply on what makes training effective. With over two decades of experience collaborating with trainers globally, I have come to realize that there are differing understandings among trainers and clients about what training truly entails and how it should be evaluated. I wish to share my perspective with you and invite your thoughts on the matter. 1. Training Should Inspire, Motivate, and Teach Change Before delving into the specifics, it is crucial to ask ourselves: Why do we train? This fundamental question serves as the guiding principle for effective training. Training should serve the following purposes: Trainees should acquire or enhance knowledge, skills, and techniques that are useful and applicable to their personal or professional lives. This involves equipping them with practical tools and capabilities that they can readily utilize. Trainees should develop new ways of thinking that inspire them to make better decisions, exercise sound judgment, and add value to their endeavors. Training should ignite a spark within individuals, providing them with fresh perspectives and encouraging them to embrace positive change. Therefore, by its very nature, training should deliver value to the trainees. This value can manifest in both educational and thought-provoking ways, empowering individuals to grow and evolve. 2. Training Should Not Be Measured Solely by Energy and Engagement While participant engagement is undeniably important, we must not solely rely on the energy in the room or the level of engagement as the primary indicators of effective training. Research findings consistently show that high levels of engagement enhance knowledge retention and make learning more memorable, thereby increasing the likelihood of skill application. However, it is crucial to emphasize that engagement alone does not constitute good training if there is no genuine learning taking place. Consider the common scenario where the following conversation occurs: A: "How did you find today's training?" B: "It was excellent! The participants were highly engaged, and the room was filled with energy. It was a great session!" Unfortunately, such conversations often transpire even when the trainer fails to deliver meaningful learning points during the training. To illustrate this further, let's take an extreme example: If each participant were asked to share an interesting joke, the energy and engagement levels would undoubtedly be high, but the absence of genuine learning would render it ineffective as a training session. In my humble opinion, training without effectively transferring knowledge and skills to participants cannot be considered good training, regardless of high participant engagement. 3. Facilitation Involves More Than Inviting People to Speak Trainers often facilitate discussions and group activities, encouraging participants to share their thoughts. However, I have witnessed instances where even experienced trainers fail to extract meaningful training points after soliciting responses from participants or conducting group discussions. For example, a trainer might ask participants to discuss certain topics in groups and subsequently invite them to share their views. However, once each group presents, the trainer moves on with a simple "Excellent! Great sharing. Next," without fully unpacking and analyzing the insights shared. While it is commendable to encourage participants, a skilled trainer should also actively listen, understand, paraphrase, and connect the group's contributions to the desired training objectives. 4. Experiential Exercises Should Be Relevant and Purposeful Experiential exercises have gained popularity in training sessions for their ability to create energy and engagement. However, it is essential to ensure that these exercises are thoughtfully designed and aligned with the intended training outcomes. They should not be included solely for the sake of energizing the room. The debriefing phase following these exercises must be relevant, connecting the experiences to the training points and enabling participants to reflect, internalize, and apply their newfound insights effectively. 5. Trainers May Not Have All the Answers, but They Should Offer Their Views During training sessions, participants often pose questions related to the subject matter. While redirecting questions to the group can be a useful technique, it is equally important for trainers to share their own perspectives. Trainees seek the trainer's expertise and insights. Therefore, after hearing various responses, a trainer should express their viewpoint, providing a balanced perspective that combines the contributions of the group with their own knowledge and experience. In conclusion, effective training goes beyond mere participant engagement and energy in the room. It should inspire, motivate, and teach change while delivering tangible value to the trainees. Training should be a catalyst for acquiring new knowledge, developing essential skills, and adopting fresh perspectives. As trainers, we must strive to facilitate meaningful discussions, design relevant experiential exercises, and actively contribute our own insights. By doing so, we can create an environment that fosters genuine learning and growth. Remember, training without effective knowledge transfer cannot be considered successful, regardless of the energy and engagement levels. Let us continue to explore and refine our approach to training, ensuring that it truly serves the needs of our trainees and empowers them to thrive in their personal and professional lives.
