Leadership Webinar Aug-2016 - Matthew Michaelson

Hello All and Thank you once again for attending the Webinar today. I hope it perhaps provided some items and suggestions that you can use in the conduct and success of your international projects! Please allow me to answer your questions here:

Amer Al Buttma: Q: What about the differences in culture. // Great question -- every PM must invest the time to ensure they understand the differences in cultures at the project location .. between employees, Nation hosts, on-the-ground Stakeholders, etc. Failure to do this thoroughly, with knowledgeable consult, could incur significant project risk.

Gurudeva Kalledevarpurada: what about work culture, hrs of work, transportation.// Certainly. These are all very important considerations, and should be outlined and reviewed in the Statement-of-Work (SOW) and/or Performance Work Statement (PWS). If they are not clear, one should inquire in writing to the client for clarification.

Prakash Shrestha: Question: How important is to get along with the local work culture including political, religious, social, etc in order to be successful in foreign projects? // It depends upon the situation and contract guidance for conduct of employees in support of the project work. If it's required for contract actions/support (and stipulated in the SOW) then certainly best professional relations are recommended. However, consider providing written guidance to employees -- ahead of time and with leadership approval -- to ensure they understand approved procedures to be followed, an understanding of local customs, contract limitations, requirements, etc.

Nehal Dixit: how to entertain teams stationed in various parts of globe without making it difficult for some over others, We have team working inn USA, India and Japan - I have been working in USA thus I feel my colleagues in India always have to work till late? is it fair? // Important question indeed. While working for the same company, a PM with employees in different locations needs to balance employee equity and fairness with the uniqueness of each project and project team. When establishing a semi-annual project "Hero" award item, employees in cold climates may appreciate a company fleece when others would enjoy pre-paid calling cards. If these have the same value, and this is messaged to the Team as such, this is one way to recognize differences and reward equitably. A PM must also work his/her own work schedule to best support project employees, but you also can't function 24/7. This should be considered with a Deputy PM, Task Leads, etc. to share leadership, empower, and re-energize.

Anshika Misra: Question: What about cultural differences?? work place ethics etc?? // Another great question. Work closely with your HR Manager to consider/emplace required annual trainings for work place ethics, specifics of cultural differences, functioning in the workplace, etc. These may be 'on-boarding checklist' training modules -- whether via web, slides, or in person -- to ensure employees' understanding of expectations before starting work.

Anshika Misra: Question: How to make your remote team member feel valuable especially when he/she is the only person working fron that location and you have never met... // The farther away an employee is the more important communications become. With phone, text, instant messaging, email, etc. listening often, having scheduled communications, valuing and scheduling vacation, etc. will all go a long way to making your team members know they're cared about even if not physically co-located with you.

Marco Medina Rodriguez: what is ODC? // Other-Direct-Cost (not Labor). Can include but is not limited to: travel costs, contract equipment, etc. Must be in writing and pre-approved as a contract entry, and often requires supporting documentation.

Blanca Garcia: what´s PIP? // A Performance Improvement Plan is a formal HR document (plan) that notifies an employee of leaderships' concerns in performance, attitude, etc. It details the employee's situation, outlines requirements for performance improvement (conduct, performance, etc.), and provides the employee a timeframe to demonstrate visible improvement. It is best reviewed by Legal and/or the HR Manager prior to issuance, and presented to the employee for review and signature. Failure to remediate performance following a PiP may impact continued employment.