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3 Skills every 21st century manager needs

The world has new challenges for the managers, a more globalized world, less hierarchical structures, and more technological process. New managers should cultivate new skills to tackle these new challenges. 1. Code Switching Between Cultures: Marco is Italian and work in Mumbai, Anat is Israeli working in the U.S. and Seungwoo is Korean and work in Shangai. They have problems to make their company work, they don't adapt to the form of work in their new country. They all have what is call "global mind-set", they are all managers who appreciate diversity and have international work experience, and also have specific cultural intelligence. What's holding them back? They don't have the cultural code-switching, that's the ability to modify behavior specific situations to accommodate varying cultural norms, it requires a capacity to manage the psychological challenges that arise when someone tries to translate cultural knowledge into action. To overcome this problem you have to follow these steps: a) Diagnose the challenges you face. b) Adapt your behavior to reduce your distress (make some adjustments that are appropriate in both settings). c) Fully appreciate the value of code-switching: This can be done in 2 different ways. i) Viewing your code-switching from the perspective of the other culture (view the impact you cause in others). ii) Focus on how the desired outcome aligns with your personal values. 2. Wielding Digital Influence: Shah is the founder of HubSpot, a web marketing company with an impressive online network, but what is more impressive is how he use this network. Most managers understand that technology is important but they don't understand how they can use this network to gather information and influence. To build an effective online network you need to focus in 3 things (Shah does it): a. Reputation: It's how you get people you've never meet to seek you, give you information and collaborate with you. In the internet you build your reputation by offering interesting content, drawing attention and motivating others to circulate your ideas. b. Specialization: Focusing on key areas of expertise. It involves demonstrating knowledge, establishing link with other experts and being willing to offer relevant information to others. c. Network position: Position themselves as bridges between otherwise unconnected groups, this can increase your influence. You can use your contacts as a source of feedback and to test proposals and strategies. 3. Dividing Attention Deliberately: People today is surrounded by technology and it's becoming more difficult to be fully concentrate in a task. A study shows that a modern worker switch tasks every 3 minutes, and that the source of distractions are internal rather than external. It's natural that workers don't stay full focus in one

task, so why don't we unlearn that skill of trying to be full concentrate? In some work place they shut this problem by just turning technology off, such controls do help some people to be more productive. Other study shows that a break to surf the web can provide a cognitive refresher that improves their productivity (9% aprox). In IBM the use technology to deliberately divide attention, their managers are more engaged in their virtual meetings, their attention is distributed more evenly and fluidly. A good 21st manager needs to figure out how to let multimedia work to everyone's advantage, the key is to create positive interruptions.