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Take a Chamce on Me

I read a really interesting piece referencing work by Fariborz Ghadar, director of Penn State’s Center for Global Business Studies. He makes the case for sourcing and nurturing talent from different talent pools. From broadening outreach efforts and relationship to find top candidates across all dimensions of diversity, to training for managers in inclusiveness and objectivity to ensure they expose new talent to a full array of experience and opportunities, Ghadar argues that companies that fail to leverage and nurture diversity in their employee base: “will find themselves poaching talent to offset scarcities in the quantity and quality of talent in their narrow pipelines.”

Many of us often pride themselves on our ability to think outside the box.

But does this extend to how we think about talent within our workforce? When we make assessments about who is suitable for a role, do we consider the full array of functions where talented people with transferable skills could bring value and difference to our teams, regardless of whether they might take a little longer to come up to speed? Or do we simply look for people who are an easy fit?

Or to put in another way: when you make decisions or assessments of others, are you aware of your biases or of the filters you might be applying? And do you ever challenge them?

To put it simply, continuing to do the same thing with the same people might well see us miss out on new and different results.

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Getting Past the Global: A Chat about Virtual Teams with Arnaud Boue

Collaborative communication is a challenge we all face, especially when we need to communicate globally.  Many of us  know all about the difficulties of working across borders and time zones: with the best will in the world, it can sometimes be a recipe for confusion, exclusion and missed opportunities.

With this in mind, I decided to ask one of Cisco’s virtual collaboration veterans for his take on how to work as a global team, and get it right.

Arnaud Boue is a Cisco Finance Business Manager.  In 2010 he was invited to work on the design of a WW team looking at how to deliver world-class Business Intelligence Services.

His initial approach was, as he puts it, “fairly standard”. He’s the first to admit that things started going awry straight away: “It’s all too common to fall into the trap of miscommunicating common goals, especially when you are working with a multi-national team.  If you don’t ensure that everyone is properly briefed, people usually start to work regionally, not globally.”

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