Maximum Change, Inc.

Philip Foster to instruct course in Bogota Columbia

maximumchange — Sat, 21 Apr 2012 03:53:20 +0000

Philip Foster, Regent University GLE doctoral student, will be teaching in Bogota, Colombia on May 17-20. He will instruct a module on “Leading and Managing a Small Business” which is a module of an entrepreneurship development program Regent is conducting. The program

in Colombia is a service learning abroad programs sponsored and supervised by the Office of Global Affairs and the goal of this program is to create opportunities for Regent students to serve abroad to enhance their global competencies and serve people and organizations around the world and serve as mini international internships for our students.

Excerpts of announcement from Regent University.

Sergio G. Matviuk, Ph.D.

Executive Director of Global Affairs, Regent University

Press Release: Maximum Change TV Network Announced

maximumchange — Mon, 09 Apr 2012 14:54:36 +0000

Maximum Change, Inc., a leadership coaching and consulting firm announces development of new Internet Television Network to Launch in July 2012.

FOR IMMEDIATE RELEASE

April 9, 2012
Murfreesboro, Tennessee – Maximum Change, Inc. a Leadership Coaching and Consulting firm announced the development of a new Internet Television Network – Maximum Change TV.

Maximum Change TV is designed to offer intelligent, inspiring, motivational, and educational programming focused on helping individuals, families, leaders, professionals, organizations and nations achieve Maximum Change.

Internet Television is an emerging service that delivers video content over the internet to TV sets and other devices such as game consoles, Blu-ray players, PCs, smartphones and tablet computers. By 2016 it is estimated that there will be over 580 million of these devices and by 2020 an estimated 1 billion devices will be deployed with over 75% of the world’s population receiving their information and entertainment via internet television.

The Maximum Change TV network will be available July 2012 through devices such as ROKU and via maximumchangetv.com. Roku devices provide streaming HD streaming video instantly from the internet to your TV. Roku presently boasts over 450 channels and over 4 million devices and growing.

Maximum Change TV is currently seeking content providers for show topics such as: parenting, cooking, indie music, church sermons, outdoor activities, training, documentaries, education and much more. Contact Maximum Change for rate information or to submit content proposals.

Maximum Change is a full service coaching and consulting firm dedicated to elevating individuals and leaders to the next level since 2005. Maximum Change offers leadership development, critical and strategic thinking, team building, training, communication, short and long term projects, talent management, planning and much more. Maximum Change serves clients around the globe offering services that create Maximum Change and growth in the organizations they serve.

Organizations seeking a consult or more information on the Maximum Change TV, may contact Maximum Change, Inc. via the company website at http://www.maximumchange.com, email: info@maximumchange.com or call 615-216-5667.
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PRESS RELEASE | Senior Partner Joins Maximum Change, Inc.

maximumchange — Thu, 05 Apr 2012 00:16:56 +0000

Maximum Change, Inc., a leadership coaching and consulting firm welcomes new Senior Partner.

FOR IMMEDIATE RELEASE

April 3, 2012
Murfreesboro, Tennessee – Maximum Change, Inc. a Leadership Coaching and Consulting firm has named William H. Bishop as a Senior Partner.

Mr. William, ‘Bill,’ Bishop joins Maximum Change with over 24 years of combined experience in business administration, project management, leadership training, mentoring, and curriculum development. Bill is a veteran of the United States Navy, where he ascended to the rank of Chief Petty Officer in seven years. During his naval service, he successfully formed, trained, coached, and led integrated, cross-functional teams across a variety of platforms and combat situations to achieve complex mission objectives in support of Operation Iraqi Freedom, Operation Enduring Freedom, and assigned national tasking.

Bill served as a leadership facilitator and later as a program manager for one of the Navy’s three enlisted leadership development programs at the Center for Naval Leadership, where he designed, developed, and revised the Navy’s enlisted leadership curriculum taught at 25 sites worldwide with an annual throughput of 30,000 service members. His dynamic and energetic style made him a highly sought and engaging facilitator. He is a prolific author and has been featured in Talent Management Magazine, Leadership Advance Online, and Proceedings. Mr. Bishop holds an MBA from Regent University; was educated through Harvard University’s Executive Education Program; and is presently a Doctoral student at Regent University with an anticipated graduation in 2015. He is a Certified Master Training Specialist and a Lean Six Sigma Yellow Belt.

Philip A Foster, President/CEO of Maximum Change, Inc. said “Adding William to our team expands our service offering in the key areas.”

Organizations seeking a consult may contact Maximum Change, Inc. via the company website at http://www.maximumchange.com, email: info@maximumchange.com or call 615-216-5667.
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Considering high-context vs. low-context cultures and its impact on cross-cultural leadership communications.

maximumchange — Fri, 16 Mar 2012 18:35:54 +0000

Communicating in your own native language is difficult enough. Add to this the nuances of differing cultures and we have a rather complex matter. Such nuances create certain barriers to communicating in a cross-cultural setting. Today, more than ever, leaders must find ways to influence people in varying cultures. Further, leaders must begin to understand the implications of globalization and how the very patterns of thought are based on the individual’s culture of origin.

Edward Hall, considered one of the fathers of cross-cultural communication, wrote that human communication is non-verbal and always follows cultural and contextual patterns. In his book The Silent Language he introduced the concepts of high-context vs. low-context and polychronic vs. monochronic communication.

High-Context and Low-Context Cultures

Hall presented the argument that in high context cultures ideas are not spelled out nor defined in detail and that in low-context cultures require details. High-context cultures assume that the people we speak to understand the context of our message and that the implied ideas of our message are not spelled out in any detail. High-context cultures such as China and Japan receive information about the meaning of messages based on the setting in which the message is communicated. In high-context environments individuals who share common implied meanings prefer communicating in more indirect or covert ways through nonverbal communication and meanings. A low-context culture would consider high-context cultures to be somewhat passive aggressive in their communication styles.

Hall defined high-context cultures as: covert and implicit; messages are internalized; strong use of nonverbal coding; reserved reactions to messages; distinct in-groups and out-groups; strong interpersonal bonds amongst members; high commitment among members and time is open and flexible.

Low-context cultures such as Great Britain and Germany use their words to embed greater meaning and their messages are more direct when speaking. Hall defined low-context cultures as: overt and explicit; messages are plainly coded; message detail is direct and verbalized; message receivers reactions are on the surface; flexible in-groups and out-groups; interpersonal relationships are more fragile; commitment is low; and time is highly organized.

Polychronic vs. Monochronic communication

In a polychronic culture we find individuals more likely to engage in multiple activities at the same time. They are more likely to become restless in the absence of differing stimuli. Typically Latin, African and Asian cultures are seen as polychronic. According to Hall, polychronic cultures are evident by: fixed appointments at short notice; individuals allow for plenty of time between appointment; agendas are determined at the start of a meeting; participants avoid rushing meetings; and they do not restrict themselves or impose self-imposed deadlines.

Conversely, a monochronic culture will most likely have specific precisions related to time, agendas, and dealing with one thing at a time. The United States, Canada, Australia, UK and any other Anglo-Saxon countries are considered monochronic. Hall’s monochronic cultures include: fixed appointments weeks in advance; agendas are sent in advance of meetings; individuals arrive on time; meetings begin at the agreed and appointed time; meeting participants keep to given schedules, deadlines and agendas; and it is common for individuals to interrupt in order to obtain clarity and understanding of something.

When leaders fail to understand the communication styles as presented through the high-context and low-context cultures, serious difficulties can arise for them when dealing with individuals from differing cultures. Global leaders must begin to find ways to understand and improve their communication skills.

Improving Communication Skills

To improve communication skills we must first understand the mechanics of communications. In 1967, the now famous research by Mehrabian and Ferris noted that communication is typically 7 percent verbal (words), 38 percent vocal (Para verbal) and 55 percent facial (body language).

When considering both high- and low-context cultures, they each hold different delivery and receptions of verbal and non-verbal messages. Considering the Mehrabian and Ferris research, high-context cultures rely heavily on facial/body language to interpret messages while low-context cultures are more likely to utilize all coefficients of the communications process. Add to these mechanics the polychronic and monochronic communication processes and you’ve added an additional layer of complexity to the messages being communicated.

For example: in a monochronic culture would presume that a polychronic culture was disinterested in the message being sent because they are multitasking while the message is presented. Likewise a polychronic culture might believe a monochronic culture to be strict in their approach to communication. Additional considerations would be in how the culture approaches appointments and time. While some may find chronic lateness to be on time, other cultures might receive this as rude. Understanding these deeper nuances as the sum of the communication process is important to interpreting the messages being presented.

Given these complexities, we cannot simply define communication as the act of conveying information through the combined effect of simultaneous verbal, vocal, and facial attitude communications. Listening skills are essential to good communication, but we must consider how the interpretations of such conveyed information is achieved. When we consider the nonverbal dimensions of intercultural communication we much confront the differing cultural behaviors. These cultural nuances become essential to the overall success of the leader from within the culture they operate.

Conclusion

How we view and interpret culture is based predominantly on how we see the culture through our own cultural lenses. Cultures are defined by the very filters and lenses by which we base our decisions. Considering the lenses by which we view the world we can begin to consider the worldview of others. It becomes essential for global leaders to adjust their filters and lenses to include other cultural attributes. Because thought is understood to be culturally based, we begin to view members of the culture differently and notice that they do not think the same way we do. When global leaders begin to adjust these filters they find that language is not just about communicating with individuals but becomes the very reflection of the culture from which they operate.

At its most basic level, becoming a cultural leader is about human relationships and less about economics, finance and productivity. To best integrate into a given culture, global leaders must apply certain competencies to their approach to global expansion. Becoming a competent global leader requires vigilant study and understanding of culture and its many attributes. These complexities of geography, language, customs, values, traditions, laws, ethics and national psychology are interpreted through varying lenses of cultural bias and the leader’s ability to understand and connect with the cultures in which they operate.

The secret formula appears to begin and end with the leader’s ability to connect and build trust with those in which they may have need to influence. Building trust, while a complex matter, is achievable in most all instances. Trust begins with an understanding of power distances and the defining of the culture as either high- or low-context.

When we begin to develop our intellectual and emotional competencies for cultures we open endless possibilities for connection and expansion into markets and cultures otherwise not possible decades ago. It becomes clear that understanding cultural nuance is essential to success in any culture. The greater challenge is in understanding what those nuances are and how to effectively utilize them.

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Philip A Foster, MA is Founder/CEO of Maximum Change Inc. Elevating leaders and their organizations to the next level since 2005. Master Certified Coach, Philip A Foster, MA and his associates facilitate effective positive change by helping organizations, leaders and individuals in high demand — design and implement strategies that maximize focus and deliver results. Specializing in Organization and Strategic Leadership.

Persevere. Be Grateful. Be Productive.

maximumchange — Thu, 01 Mar 2012 19:43:26 +0000

Lately I’ve had people ask “how do you do it all?” After all I am a full time coach/consultant with clients around the world, I speak; write blogs and books, tweet constantly, am a doctoral student and working toward launching a television network (Maximum Change TV) and lest I forget that I have a wonderful woman and two fantastic kids in my life.

Yes, I am busy but I wouldn’t have it any other way. I am a student of those around me – I study people. I listen to what they say and how they say it. What I hear from them sounds something like this… *sigh* “I am soooooo busy!” *sigh*. In this economy, the fact that you are busy is a good thing, isn’t it? I try very hard to not sound ungrateful at my busyness. The truth is that those who complain about being busy are probably not productive. The reality is this; I persevere at being productive in all that I do. I don’t know how I am going to accomplish everything before me, but I do know that if I persevere with a grateful heart I will not only enjoy the journey, I will appreciate the rewards so much more.

Rather than focusing on all that has to be done – I focus on the potential available to me each step of the way. I am grateful for the opportunities I have. I believe that when we are grateful, our outward appearance changes. We appear happier and more in tune with the world. What I have found is that a sure person; a happier person will attract people to them.

So, today and everyday… persevere, be happy and grateful and believe that you will concur all that you set out to. It all begins with a decision!

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High- and Low-Context Cultures and Power Distances

maximumchange — Sat, 25 Feb 2012 20:16:48 +0000

Literature provides argument that cross-cultural communication is a complex matter. Edward Hall argued much of the human communication is non-verbal and always follows cultural and contextual patterns (Katz, 2006). Hall further argues that there are two key concepts: High-Context v Low-Context and Polychronic v Monochronic (Babel, n.d.).

High-Context communication assumes that the people we speak to are wise to the context in which our message is set and ideas are not spelled out in detail (Babel, n.d.). In high-context cultures such as Japan and China most of the information about the meaning of a message is contained in the context of the setting in which the message is given (Hackman & Johnson, 2000, p 300). Group members make assumption that they share common meanings and prefer indirect or covert messaging that relies heavily on nonverbal codes and understanding (Hackman & Johnson, 2000, p 300). Alternately, a low-context culture such as Germany or Great Britain embeds much more meaning in the words that make up their verbal messages and they speak much more directly to the message recipient. (Hackman & Johnson, 2000, p 301).

Another important attribute to consider in the development of a cross-cultural communication strategy might include what Hofstede defines as Power Distance or the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally (Tamas, 2007). Hofstede argues that all societies are unequal and within high power-distance cultures, the inequality is considered to be a natural part of their world while in contrast, low power-distance cultures are uncomfortable with differences in wealth, status, power and privilege (Hackman & Johnson, 2000, p 302). Leaders can run into difficulties dealing with other cultures when power distances and nonverbal cues are ignored.

References:

Katz, Lothar (2006). “Book Review: Edward T. Hall. The Silent Language.” Leadership Crossroads. Retrieved February 17, 2012 from leadershipcrossroads.com.

Babel (n.d.) “The Silent Language” Babel Language and Cultural Consultants Monthly Newsletter. Retrieved February 17, 2012 from babelgroup.co.uk.

Hackman, Michael Z. and Johnson, Craig E. (2000). Leadership. A Communication Perspective. Prospect Heights, IL: Waveland Press.

Tamas, Andy (2007). “Geert Hofstede’s Dimensions of Culture and Edward T. Hall’s Time Orientations.” Retrieved on February 17, 2012 from tamas.com.

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Running the Race can be Exhausting

maximumchange — Fri, 10 Feb 2012 00:01:06 +0000

As a professional coach I hear this all the time… I’m exhausted! I mean, who isn’t exhausted these days? Many of us are working hard, putting in long hours and then there is the family and civic responsibilities.

I get it we are all tired and to be honest I could use a vacation. But even when I am on vacation I am thinking of my to-do list. So how do you shut it off and focus on something else? For me, it starts with a decision that my smart phone, email in box and the never ending to-do list can wait. When my son asks me to spend time with him – I listen and where at all possible I will drop everything and spend that precious time with him. Why? Because what I put into my family will last much longer than the action item on that list. I determined a long time ago that there are non-negotiables in my life that start with my faith and extend to my family. I realize that many don’t always have as much luxury to put things on hold at a moments notice. But, you certainly do have the ability to control many aspects of your life by making a decision. Make a decision on what controls your focus. For some, there life is a stream of get up, go to work, come home late, kiss the spouse, vegetate on the coach and go to bed late.

Some ways to take back your life:

1. Eat a good breakfast each day and snack on healthy foods throughout the day. Moderate lunch and a good dinner. Diet is important to how you feel.

2. Exercise – even walking the steps at work is better than no exercise at all – but, if you can run, walk or actually go to the gym 3 to 5 times a week where possible.

3. When you get home, eat a sit-down meal with your family as many times a week as possible. Turn the phones and television off and spend time focused on your spouse and kids.

4. Read or spend time talking to your kids before bed.

5. Spend time talking to your spouse. Tell them the highs and lows of your day. Tell them your joys, sorrows and frustrations form the day. This is not about dumping on your spouse or telling them where they went wrong. This about sharing the inner-most feelings you have. Verbal intimacy builds emotional intimacy which grows the chances of physical intimacy.

6. IF you spend a lot of time with the television when you get home – I would strongly encourage you to have your cable shut off. Television is the one thing that sucks the life out of families and relationships. Spend time with your spouse.

7. Go to bed at a decent time WITH your spouse.

8. Take a power nap on the weekends. Now that you don’t have TV in your way you can get some rest. If you have an office and can get away with it – close and lock the door at work during lunch time, turn on the do not disturb on your phone – silence the cell and power nap for 15 minutes.

9. When on vacation – shut the phone and email off altogether or make an agreement with yourself and your family that you will only check your messages once a day.

Trust me when I say that I believe in work hard – play hard… I work very hard… but when it is time to shut things down and spend time with the important aspects of my life – I am 1000% in it.

Life is a marathon – you cross the finish line only when you pass from this life into the next. My personal retirement plan – when I am dead, I am retired. Until then I am going to live out my life with as much purpose as possible and I will always default to focusing on those things that are most important.

What decisions do you need to make to put your life back into balance?

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Developing the Global Leader – Transitioning Leaders and Their Organizations to a Global Environment.

maximumchange — Sun, 29 Jan 2012 22:16:29 +0000

Entering the 21^st century we find a time of unprecedented globalization of business and economies. The advent of the Internet and other technologies are linking individuals across cultures and creating collaborations unheard of in centuries past.

Through this reality, leaders must understand the impact a globalized economy brings to the doors of their business. Accessibility of information and goods via theInternet opens doors for nearly every business to compete globally. As the global economy arrives and leaders step forward into the global arena, they must understand geography, language, customs, values, ethics, varying laws and national psychologies will all determine their success within the global marketplace. Leaders and their organizations must learn to move beyond their worldview and open themselves to the complexities of cultures, geography, laws, customers and languages that await them.

Leaders who take the time to become culturally literate will best develop relationships that positively impact their organization. Developing relationships is essential to the success of any leader who seeks to operate in the global context. Developing relationships builds respect, trust, and creates understanding. Developing relationships of trust creates freedom amongst the followers to self-initiate solutions to problems without delay or confusion.

Cultural Barriers

Barriers to success exist in nearly any business environment. Operating within a global context adds new layers and challenges related to languages, customs, values, traditions and laws. Challenging these barriers will certainly create friction and will ultimate affect our ability to listen and understand the viewpoints on those we lead. Lack of understanding creates frustration, mistakes and deters trust and relationship building between the leader and their followers.

While English is considered the global language of business, differing language still creates barriers to effective leadership within the global context. Language as part of the human experience symbolically links individuals to assumptions, rules for interaction, and even expectations. When a leader shows effort to understand and speak the local language, they develop deeper connections and relationships with their followers. Learning the language displays a good faith effort to embrace the culture and engage the followers at a deeper level. When a leader removes any possibility of perceived arrogance, they open themselves up to honest dialogue and appreciation by their followers.

Learning local customs and language is helpful; however there is no easy fix to these barriers. Jay Galbraith, in his book Designing the Global Corporation, explains that the leader must live in the context of structural indeterminacy which states that “no single structure is the answer when dealing with complex business models that must respond to cross-border business opportunities, demands for local citizenship, and cross-border purchasing or efficiencies.” Add to this any attempt to force entry into a culture without adherence to their local customs, languages, and so forth will limit the ability to operate within the context of that environment.

Organizational Adaptations – Competing globally

Much can be said for the individuals who attempt to understand and seek greater familiarity within a given culture. This is accomplished through an ability to create emotional connections with followers. Emotional connection is best achieved through sincere interest in the local language, customs, food and other cultural attributes as well as skillfully listening and responding to needs. For example, time is more fluid in the Latin culture with punctuality more forgiving than their American counterparts. Arriving early within a Latin culture is considered rude and when leaders understand this cultural difference, they are better able to assimilate into the culture and less likely to offend. Food is also a great way to level barriers as it is. Food levels barriers because each culture holds great pride in their food and enjoying a meal with members of your host country builds relationships and much deeper level.

To compete globally, leaders must learn to effectively adapt to the cultures they operate within. Doing so builds trust and a lasting loyalty. Adaptation occurs through a leader’s curiosity and desire to not only learn but embrace the culture. While we are all humans on one planet, there is such complexity that we must learn new ways to observe and interact with the environment form which we operate. The human condition appears to be sublimated to our ability to desire and achieve relationships with others. It is through this relationship that we build understanding, mutual respect and trust.

Conclusion

Leading in a global context is a complex matter rooted in an ability to understand and connect with the culture and its people. When we connect with individuals within a given culture, we improve the quality of our decisions by developing close relationships and loyalty with the people. Leaders are better able to develop and avoid unnecessary risk and emotionally connect with the people for whom you lead. Unfortunately emotional connectedness requires more than effective listening skills and language. Leading in a global context requires understanding of not just the people but the context of their worldview, customs, local conditions and laws.

To develop as a global leader requires humility, inquisitiveness and the earnest desire to build honest connections with those who serve the organization in foreign places. At the end of the day, the successful global leader is more interested in building rapport long before they consider the bottom line. Successful global leaders understand that quality relationships are developed over a longer period of time.

Literacies of Global Leadership – The art of understanding and connecting

maximumchange — Sun, 08 Jan 2012 22:24:57 +0000

Having traveled a bit outside of the United States, there is some sense that cultural differences are challenge enough without having to lead an organization within them. Organizations must deal with worldviews that make assumptions of how things area rather than how they should be (Sire, 1997, p 16). Beyond worldviews; complexities in geographical terrain, language, laws, and customs should all be considered.

Understanding terrain aids in developing and looking for opportunities for the organization to develop relationships and pursue knowledge which can translate into an impact within the marketplace (Black, Morrison, and Gregersen, 1999, p 51). Considering the terrain of a country aids in managing high levels of uncertainty and balances tensions in the global marketplace (Black, et.al, 1999, p 87 and 95). Such tensions as customer demands, employee practices, government policies, production technologies, and competitor responses differ greatly between countries (Black, et.al, 1999, p 95-96).

Language, Customs, Values, Traditions and Laws are all part of what James Sires called cultural relativism. Cultural relativism relies on the ideal that culture will preserve itself when threatened (Sire, 1999, p 87). Cultural language barriers, for example, can severely restrict the ability to listen and effectively understand (Black et.al, 1999, p 119). Black et.al (1999) argues that any absence of cultural sensitivity will result in mistakes and may hinder emotional connection with those within the culture in which you operate (p. 120).

Understanding people within a given culture requires familiarity with local conditions (Black et.al, 1999, p 121). This understanding highlights the context from which people develop and express viewpoints and thereby improve the quality of decisions made (Black et.al, 1999, p 121-124).

Global leadership is a complex matter appearing vastly rooted in an ability of leaders to understand and connect with the culture and its people at a deeper level.

References:

Sire, James W. (1997). The Universe Next Door. Third Edition. Downers Grove, IL: InterVarsity Press

Black, J.S., Morrison, A.J. and Gregersen, H.B. (1999). Global Explorers. The Next Generation of Leaders. New York, NY: Routledge.

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January 1, 2012 – HAPPY NEW YEAR | Maximum Change to succeed in 2012

maximumchange — Sun, 01 Jan 2012 14:41:14 +0000

For whatever reason, many believe they can go it alone. You might believe that you can read enough books, go to more seminars, and get another degree to succeed. While there is nothing wrong with self-growth in those and other ways, it is not a sure way to success alone.

To reach an even higher potential more quickly you will need an outside, unbiased person to help you to succeed. Serious athletes, executives and high profile individuals understand the value of working with a coach or consultant. These professionals would never go it alone and why should you? You deserve to achieve all you’ve desired in life and a coach/consultant should be part of the process.

Coaching/Consulting can be of tremendous value to anyone. Most people would rate their lives at about a six or seven and settle for that. If you’re ready to do what it takes to achieve more in 2012 and start living at a nine, ten or even eleven, then contact me today.

Maximum Change offers a customizable solution tailored to your specific needs. We offer one-on-one coaching and mentoring to individuals and organizational leaders as well as consulting services in a number of areas. Our professional team has over 100 years of collective experience.

Contact us today for a FREE consultation. http://www.maximumchange.com or call us at (615) 216-5667 Monday through Friday.

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