The Secret of Leading to Connect across Cultures – with Natsuyo Lipschutz

Pam Harper (00:00): Our guest today, Natsuyo Lipschutz, says that when you're leading across cultures, it takes more than simply learning cultural protocols to build trusting highly productive teams. What's the secret? Join us for Episode 211 of Growth Igniters Radio with Pam Harper and Scott Harper.

Chris Curran (00:28): This episode is brought to you by Business Advancement Incorporated, enabling successful leaders and companies to accelerate to their next level of success on the web at businessadvance.com. And now here's Pam and Scott!

Pam Harper (00:45): Thanks, Chris. And welcome everyone. I'm Pam Harper, founding partner and CEO of Business Advancement Incorporated. And sitting right across from me is my business partner and husband, Scott Harper.

Scott Harper (00:58): Hi everyone. We're so glad you joined us. And as always, our purpose here is to spark, do insights, inspiration, and immediately useful ideas to help visionary leaders accelerate themselves, and the companies of course, to their next level of game, changing innovation, transformation and growth. You know, Pam, no matter what's happening in the world, so many companies of all sizes depend upon effectively working across national boundaries. There's import, export, international divisions partnerships. So many, many relationships.

Pam Harper (01:31): Yes. And yet we tend to take them for granted. You know? I'm thinking about this morning, I had waffles on a waffle maker that had instructions in three different languages, blueberries from New Jersey, coffee from Tanzania... It's a global world just to eat breakfast!

Scott Harper (01:53): That's true. And all of these things -- as you talked about -- they require business relationships. And yet, leading across cultures across different international boundaries, that can be pretty challenging and more than just simply learning cultural protocols.

Pam Harper (02:09): Exactly. That's why we're speaking today with Natsuyo Lipschutz. She's widely recognized as a leading strategist for elevating global leadership and cross-cultural communications. She's also a TEDx speaker and five time Toastmasters International Speech Contest winner. She's also author of the Amazon bestselling book, The Success Blueprint. Now, Natsuyo is managing principle of her strategy consulting firm, ASPIRE Intelligence. She's also an executive consultant for Breakthrough Speaking, which is a global public speaking consultancy. In addition, she serves as the first Asian board director at the National speakers Association New York City Chapter. You can read much more about Natsuyo's backgroud by going to growthignitersradio.com Episode 211, and scrolling down to her bio. Natsuyo, welcome to Growth Igniters Radio.

Natsuyo Lipschutz (03:09): Hi, Pam and Scott. I'm so delighted to be here.

Pam Harper (03:12): And we're glad to have you. So before we do this, let's start out with a little bit about you. What was the major influence that led you to your own business focus?

Natsuyo Lipschutz (03:23): So I was born and raised in Japan. And I came to the US kind of accidentally. In early 1995, when I was a senior in college, I was introduced to the CEO of a large global company based in New York. He was visiting Japan for business and he invited me for breakfast. We talked about my college, my one year exchange student experience in St. Louis, my love for dancing and musical theaters. And at the end of our one hour breakfast, he asked me, "So where do you want to be when you graduate?" And I didn't know where I wanted to be, but I casually said, "Well, Mr. Chang, you're in New York, so -- New York." And then he said, "Okay then, come work for my company."

Scott Harper (04:11): Wow.

Natsuyo Lipschutz (04:14): Yeah...

Scott Harper (04:14): Talk about networking.

Natsuyo Lipschutz (04:16): I know. And I have no idea that it was a job interview. And I had no plan as to how long I was going to stay in New York. And I definitely didn't imagine that I would immigrate to this country. So it was kind of accidental that I was not prepared to make a transition across the ocean. Now fast forward 27 years, I'm now a cross-cultural communication strategist and professional speaker. And my own personal cross-cultural journey, especially a lot of mistakes I made, was the major influence that led me to help global companies to succeed cross culturally and to help global leaders to communicate effectively beyond differences.

Pam Harper (04:57): So it was the learning curve, Natsuyo? Yes?

Natsuyo Lipschutz (05:00): Oh, definitely.

Scott Harper (05:01): Wow. So Natsuyo, you say you've had mistakes and missteps. We all do. What's the biggest challenge that other people, leaders especially, have when they are trying to lead across company cultures?

Natsuyo Lipschutz (05:18): The number one challenge that stands between you and your culturally diverse counterpart is common sense. We all have common sense, right? And especially as we grow up, we built up our own layers of assumptions. And your values might be influenced by your family, your friends, colleagues, or society you live in, or even the company you work for. And you start to look at things or at your world as if you are wearing multiple layers of glasses on top of each other, but you don't know you're wearing them. And that becomes your common sense. In a cross cultural situation, just because the same language is spoken, doesn't mean that your message is clearly heard. And your common sense may not be so common. And we need to remove these layers of common sense, assumptions, unwritten rules, our ways of how things are done and start communicating effectively beyond our differences.

Pam Harper (06:16): Is there a quick example or a story you might share with us because it sounds like you've had a lot of real experiences with this?

Natsuyo Lipschutz (06:26): Yes, actually, like I said, I have a lot of mistakes and a lot of stories to tell. But one of my biggest mistakes was with a Japanese person. You may be surprised, but cross-cultural mistakes could happen between Japanese and Japanese or American and American. So let me take you back to 2005. Soon after I started my own strategy consulting firm in New York, I was hired by Mr. K, a 65 year old retired government official who's now the chairman of this four century old Japanese company. And Mr. K had his strategy all laid out, but he wanted to make sure that his strategy is going to work in the US. So one day he called me over and then he said to me, "You're hired." Short and simple.

Scott Harper (07:20): Okay.

Natsuyo Lipschutz (07:21): And by that time I had been in the US for 10 years already. I became American enough to understand how things work over here, yet Japanese enough to understand how things work over there. Little did I know that I still needed to learn how to bridge our differences, even between a Japanese and Japanese. Now, as soon as Mr. K hired me, I contacted an extensive research and analysis as I always do as a strategy consultant. Then I say to myself, "Uh-oh, his strategy is not going to work. And I have to tell him that. Well, if I explain the new strategy in details, he'll understand. No problem." Problem.

Pam Harper (08:07): Oh. Uh-oh.

Scott Harper (08:09): Oh, yeah? What happened?

Natsuyo Lipschutz (08:11): So I put together a very detailed presentation explaining why his strategy is not going to work and why mine would. It was very logical and no room for argument. And I was so confident that Mr. K would say, "Thank God I hired you."

Scott Harper (08:28): Somehow I think it's going to turn out differently. So go on.

Natsuyo Lipschutz (08:31): Really? I had no idea. I was really, really confident. So I attached my masterpiece presentation in email, put Mr. K in the recipients field and CC'd everybody. Now, next day I received the shortest email from Mr. K. Just two words, "Call me."

Pam Harper (08:54): Uh-oh. I don't want to hear that.

Natsuyo Lipschutz (08:58): Well, the two words I said to myself was, "Oh yeah, he loves my presentation." So I called him right away. Then he gave me another two words, "Come today." And I'm thinking, "Hmm. Interesting." Now, if you came with me later that day, you would've seen Mr. K sitting in the big burgundy leather chair behind his antique desk. And his voice cuts through the air. "Who do you think you are?"

Scott Harper (09:34): Uh-oh.

Natsuyo Lipschutz (09:37): And I said, "I'm your consultant. You hired me. Who do you think you are?"

Scott Harper (09:40): Uh-oh.

Natsuyo Lipschutz (09:40): In my head.

Scott Harper (09:40): Ha. Okay.

Natsuyo Lipschutz (09:44): Just in my head. And instead I said, "Well, it seems like you need more clarification. Let me explain. According to my research..." And then he gave me two more words that I never forget. "You're fired."

Scott Harper (10:00): Ooh.

Pam Harper (10:01): Ooh.

Natsuyo Lipschutz (10:01): So in just a few months, I went from, "You're hired" to "You're fired." So you may be wondering what happened, right?

Scott Harper (10:10): Yeah.

Pam Harper (10:10): Mm-hmm.

Natsuyo Lipschutz (10:11): Looking back to this incident 17 years later, I can now decode it because I discovered what I call the three As, the three step process of effective cross cultural communication. So let me explain. So going back, Mr. K kept giving me two words, right? "You're hired. Call me. Come today. You're fired." And these are what I heard, but it was only the tip of the iceberg. I was completely misconstrued with what I thought. Why? Because I didn't understand there was more hiding below the tip of the iceberg. So what was hiding? What was his, why?

Pam Harper (10:54): Okay. I'm going to do something here and we're going to put dramatic tension into this because we need to take a quick break. But hold onto this. Natsuyo is going to share more about the three As. Stay with us.

Scott Harper (11:11): This is Growth Igniters Radio with Pam Harper and Scott Harper. We're brought to you by Business Advancement Incorporated. We're on the web at businessadvance.com. And as always, we focus on enabling visionary CEOs and C-suite leaders to accelerate the momentum it takes to achieve game changing innovation, transformation, and growth.

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Scott Harper (11:54): And to access our full catalog of over 200 podcast episodes, go to growthignitersradio.com. And to learn more about us, go to businessadvance.com About Us.

Pam Harper (12:18): Welcome back to Growth Igniters Radio with Pam Harper, that's me, and Scott Harper. Today Scott and I are speaking with professional speaker and cross-cultural strategist Natsuyo Lipschutz about leading across cultures. Natsuyo, tell us how people can find out more about you, your work, and your book.

Natsuyo Lipschutz (12:38): Yes. I have a website, www.natsuyolipschutz.us. Or you can find me on LinkedIn or Instagram.

Pam Harper (12:46): And you can also find out more by going to growthignitersradio.com Episode 211, and scroll down under resources and we will have some links.

Pam Harper (12:58): So when we last left off in the first segment, you were about to tell us what the three As were and the secret of leading across cultures.

Natsuyo Lipschutz (13:11): Yes. So I mentioned what I heard and saw was only the tip of the iceberg. What I didn't know was there was more hiding under the surface. So what was hiding and what was Mr. K's why, that's where we are left off. So Mr. K was probably thinking, "You're hired because I need you to reassure to my team that my strategy is correct." And, "Call me and come today because we need to talk privately about what you did wrong." And, "You're fired," I got that one. But he was probably thinking, "You embarrass me in front of my team. You don't know your place. You're disrespectful. You're fired." That's the why, the rest of the iceberg I did not acknowledge.

Pam Harper (14:01): It's interesting how often these misunderstandings come up. Your story was so compelling. We don't know that we're just wandering into something like this. How do we actually avoid misunderstandings?

Scott Harper (14:20): Because we don't want them.

Pam Harper (14:22): I don't want them.

Scott Harper (14:22): We have the best of intentions.

Natsuyo Lipschutz (14:24): Especially in a cross-cultural situation, it's important to know that we always face differences in values, opinions, or communication styles. And yet we often apply our own familiar why to judge what we see or hear. But this would cause a huge misunderstanding, mistrust and miscommunication just like I shared my own experience. So the first step of the three As is, this is probably the most challenging part, is to acknowledge that their why may be different than yours. And it sounds simple, but because of all these layers of lenses, it's so easy for us to think, "Oh, this person should be thinking this way. That's wrong. That's not right. That's not the way I do it." So acknowledging that, "Oh, this person thinks this way. That's different than mine." Just leave it like that. So that's the biggest challenge.

Scott Harper (15:28): So this brings to mind something that happened to us actually. We were working with an international client. One of the team leaders that we were talking to, we'd suggested a meeting. And he said, "Oh, that might be difficult." Yeah. Well, we didn't understand was he meant, "No way."

Pam Harper (15:51): That's right. We're thinking, "Difficult? We can make it easy for you." You know? And it was not what he was saying at all.

Scott Harper (15:59): Yeah. And so different cultural norms, different ways of expressing things, we managed to untangle that, but it could have gone much worse.

Natsuyo Lipschutz (16:08): Yeah. Well that's difficult. An example always happens between a Japanese and non-Japanese companies actually, especially Western companies. We Japanese often say, "That's difficult" to be nice and polite and not disturb the harmony of that group, but it actually means... So what's hiding under that iceberg is, "Well, it's difficult for us to do, but I don't want to hurt you. I don't want to offend you. I want to maintain the harmony in this group. So I'm saying no in a very indirect way, but it means no. So please understand." So that's what's hiding under the surface.

Pam Harper (16:50): And yet the whole thing with cultural protocols, there are plenty of books out there, courses, you could go online I'm sure, and they wouldn't talk about this kind of thing.

Scott Harper (17:01): [inaudible 00:17:01] "Do this. Do that."

Pam Harper (17:01): The kinds of things that you are talking about, would they?

Natsuyo Lipschutz (17:04): Right. They don't.

Pam Harper (17:05): And why do they not do this? I mean, it sounds like what you were talking about is so much beyond what the typical cultural protocols are.

Scott Harper (17:16): Just makes sense. Yeah.

Natsuyo Lipschutz (17:16): In a nutshell, the effective cross cultural communication skill requires adapting into different style, but in books and blogs and articles, they may share their version of best practices. But at the end of the day, everyone is different. Everyone is uniquely different. So there is no cookie cutter approach. That's what makes cross-cultural communications challenging. But if you follow the three As, there is a point of reference as to how you can go about effective cross-cultural communication. So you get better and better every time you use the three As.

Scott Harper (17:58): You mentioned the three As. What is it behind these that unlocks the secret of discovering these hidden differences that you're talking about so you can do better at creating that connection, that trust?

Natsuyo Lipschutz (18:12): It's about the three As allow you to really refine your analytical skills and adapting ability.

Pam Harper (18:21): So Natsuyo, you've talked about the three As. You started with acknowledging, because acknowledging clearly is something that is hard for people to do. You were sharing your story. Well, why would I think that? Why would he think that? But let's talk about analyze.

Natsuyo Lipschutz (18:38): Yeah. So after you acknowledge, the second step is analyze. And according to an American anthropologist, Edward Hall, our communication styles are categorized into two types, high context and low context. Understanding and analyzing where you are and where they are will immensely help you to the third step, adapt. So let me explain briefly about high context and low context. In a high context culture, they rely on context. And it's not necessary or even inappropriate to spell everything out too explicitly. In a low context culture, they rely on verbal messages. There is no room for inferences. They are more explicit, logical and direct. And remember, Mr. K kept giving me two words. So his communication style heavily relies on context, which makes him very high context. There was huge room for interpretation. But if you shared the same context, high context communication would work quite efficiently because you don't have to say much, they'll understand you.

Scott Harper (19:49): Ah, it's that shared background in body language and all that stuff, right?

Natsuyo Lipschutz (19:54): Right. But I use my own assumptions, wrong ones, and thought, "He couldn't wait to hear more about my strategy." So what does that make me? Low context.

Pam Harper (20:08): Okay.

Natsuyo Lipschutz (20:09): I took his words at the face value and I communicated my strategy in such details against Mr. K's plan even though he was very logical. Well, I spelled everything out clearly and logical and explicitly. On top of that-

Scott Harper (20:24): And publicly.

Natsuyo Lipschutz (20:25): Yes, publicly. Yeah. I CC'd everybody to be super transparent. And I treated everyone equally, no hierarchy. Everyone gets the same information. So that's very low context.

Scott Harper (20:38): Okay. So this brings to mind, Natsuyo, something. So much communication nowadays is done through Slack or text or email. If you're working across cultural boundaries, that might be a real minefield because you strip out so much of the other context. Would you say that's right?

Natsuyo Lipschutz (21:02): Yes. I agree with that.

Scott Harper (21:03): So what do you do about that?

Natsuyo Lipschutz (21:05): Well, those messages were written messages, emails, or texting, or even social media. They tend to be very low context. You get to the point, right? But there is a way to get connection with the other party in emails or in writing by maybe simply including some greetings at the beginning or mentioning something personal and, "Oh, well how was your weekend? Oh, I did this and that." And that may break the ice a little bit. So you don't have to go lengthy about it.

Pam Harper (21:43): And so much of global business of course is not happening in real time. If you're leading, often it's hours and hours apart. Sometimes it's fortunate when you can actually connect in person. You have that ability... We're talking about establishing trust. But these are just some of the things to keep in mind. Yes?

Natsuyo Lipschutz (22:06): Yes. And we were talking about global business here, but this is one thing I really want to emphasize because I often hear many people say, "Well, my company isn't that global. My business doesn't deal with overseas so cross cultural communication doesn't really apply to me." But cross cultural difference is not just about country and country difference, right? A huge communication mistake happened between me and Mr. K. We're both Japanese. So like I said earlier, at the end of the day, we all have different values, opinions, or communication styles, and we form our own unique culture.

Pam Harper (22:45): So the secret then really to discovering the hidden cultural differences so you can create deeper trust and connection is... Drum roll.

Natsuyo Lipschutz (22:55): That is the final A, adapt. So once again, whether you're dealing with global counterpart or maybe someone across your desk or different departments, different companies in a domestic business, you need to be able to first acknowledge the difference and analyze where the difference is and how big, and when you analyze the communication gap, the final A is adapt. Now, depending on the situation, whether you are speaking one on one or presenting to a culturally diverse audience or facilitating discussions in a diverse group, there are different techniques.

Pam Harper (23:33): Okay. Well, what we're going to do is talk about that in the next segment. Right now we're going to take a quick break. And then when we come back, Scott and I will speak more with professional speaker and cross-cultural strategist, Natsuyo Lipschutz, about immediately useful ideas for adapting your communication to lead across cultures. Stay with us.

Scott Harper (23:59): You are listening to Growth Igniters Radio with Pam Harper and Scott Harper. We're brought to you by Business Advancement Incorporated, where we focus on enabling visionary leaders to dramatically increase momentum for game changing growth. We're on the web at businessadvance.com.

Pam Harper (24:16): Have you ever wondered, if so many CEOs think it's important to lead for business transformation and long term growth in a rapidly changing world, why can it be so challenging to break the orbit of the status quo? As an author and advisor divisionary CEOs who often face mysterious pushback to their big ideas, that was the question that sent me on a long search for answers. So what's the secret of the great leaders? The visionary leaders I call growth igniters, the ones who are able to ignite game changing business growth over and over again? What's their secret? They're able to embrace the leadership paradoxes that can naturally emerge in uncharted territory. How do they do this? That's what I share in my keynote, How Growth Igniters lead for Tomorrow Starting Today.

Scott Harper (25:04): Go to pamharperspeaks.com today to find out more about Pam's keynote and her availability to speak at your next leadership event.

Pam Harper (25:24): Welcome back to Growth Igniters Radio with Pam Harper and Scott Harper. Over the last two segments, scott and I have been speaking with professional speaker and cross-cultural strategist Natsuyo Lipschutz about leading to connect across cultures. Natsuyo, remind us how people can find out more about you, your work and your book.

Natsuyo Lipschutz (25:45): You can find me on my website, www.natsuyolipschutz.us And you can find me on LinkedIn and Instagram. And also my ebook called that 6 Cs Effective Storytelling in Business will be released on Scribd, that's S-C-R-I-B-D.com on July 12th.

Pam Harper (26:07): Okay. And you can find out more information and links for this episode by going to growthignitersradio.com Episode 211, and scrolling down to resources. So we're at the part of the podcast where we talk about the immediately useful practical ideas. And in this case, it is for leading to connect across cultures. In the last segment Natsuyo, you were going to tell us a little bit about adapting. So let's talk about adapting. Let's start out and we'll talk about this one at a time, these ideas, but an immediately useful idea for deciding what to adapt in your communication without sacrificing your own values and beliefs. This is hard, I think.

Natsuyo Lipschutz (26:57): First and foremost, ask good questions. So good questions uncover what's hiding under the tip of the iceberg. People are more willing to answer good questions. These questions encourage the other person to think deeper or dig deeper into themselves, look for answers within, and volunteer the information. So good questions bring out not just hidden information, but quality information. That helps you to determine what to adapt in your communication without sacrificing your values and beliefs and your relationship and group harmony.

Pam Harper (27:34): So let's take a concrete example. If you could go back and relive that experience with Mr. K, what would be a good question?

Natsuyo Lipschutz (27:43): Yeah. Well, first of all, we want to consider high context, low context and adapt the way you ask good questions. So Mr. K was very high context and I was very low context, right? So if I were to ask a good question to Mr. K, I would adapt my good question in a very high context way so I'm more implicit and group focused. So for example, I could say something like, "Mr. K, your strategy is very effective in Japan. I wonder, what bottlenecks we might have to overcome in the US? What expertise can we learn from you?" So this way, Mr. K would've felt well respected and gained a new perspective because he was thinking success, not bottlenecks. And with this adapted good question, Mr. K is now encouraged to shift his thoughts, think deeper into himself, look for answers within and volunteer information as if a new idea just came up in his head on his own, but you actually influenced him with your good questioning technique.

Scott Harper (28:56): Okay. And of course, I can imagine that even if the very first thing he said, "You're hired," what kind of question could you have asked that would have made it easier for you to give him more of what he really wanted?

Natsuyo Lipschutz (29:09): Yeah. I could have asked a question like, "So what's your goal through this project? And what's your scope?"

Scott Harper (29:17): What does success look like?

Natsuyo Lipschutz (29:18): Yes, yes, exactly. So all these questions. I mean, I'm saying good questions. A lot of people say that, "Oh, there is no stupid questions," right? Maybe there's no stupid questions, but there are bad questions, light questions, heavy questions and good questions.

Scott Harper (29:37): So what's an immediately useful idea to keep in mind when you are adapting speeches? Because we talk to people or different stakeholders in all sorts of situations. You're not necessarily interacting directly with them, but you're giving a speech. How do you adapt that communication so you can get a better cross-cultural connection?

Natsuyo Lipschutz (29:59): Focus on what I call one big message. So I used to think that a great communicator is a content rich speaker, but too much content will only confuse them. Especially if you are speaking to a culturally diverse audience, they may need more time to digest your messages, right? And what's important to realize about effective cross cultural communications when presenting or speaking is that less is more. And just because you know more, doesn't mean you have to show more all at once. So no matter what kind of presentation or speech there is always one important point that you want your audience to take away, and that's your one big message. And the key to find your one big message is to first find a point of contact between your own perspective and their perspective. And when that point of contact is found, we can adapt our message by narrowing down on the key information, scraping off what doesn't resonate with them, then zero in on the message concisely to 10 words or less. Again, less it's more. So that's one big message.

Pam Harper (31:13): Okay. So it really comes down to, you cannot have the speech that you give across the company for across-

Scott Harper (31:23): The purpose.

Pam Harper (31:24): The purpose. You have to make sure... Well, it's a good idea to make sure that you are adapting that.

Natsuyo Lipschutz (31:30): Right. And what message is really important for them, the listeners, to take away. It's not about what you want to say, but of course you have to find, like I said, the point of contact between your message and their message. And when you find that point of contact, that becomes a really strong one big message.

Pam Harper (31:54): Very helpful. The third immediately useful idea here, something having to do with connecting with partners who can help you bridge the cultural gap. If somebody is looking for a partner to help them through this, what is the most important characteristic of that partner? Is it that they're super skilled in the culture, the exact culture? Or is it more about the process?

Natsuyo Lipschutz (32:24): It's more about the process. You can't fully understand the different culture, right? It's like mastering that language. Well, as you can hear, English is not my native tongue, but I can still communicate my message clearly enough with simple terms, very simple vocabulary. So it's not about the full understanding of the language or the culture, but you need to understand your why and what is it that's driving you to do a certain things or to say certain things, your reason for being and why anyone should even care about what you have to say. And you may be a natural storyteller, but the ability to capture people's hearts through storytelling and get them to listen, take action, buy from you, or buy into you, requires skill, creativity, and strategy. And you also don't have to be a superhero to deliver powerful stories, but you do need the right tools and processes.

Scott Harper (33:31): Uh-huh.

Pam Harper (33:32): Okay. Well, you've given us a lot to think about. Natsuyo, here we are at the end of the episode. Can you leave us with some final thoughts on the secret of leading to connect across cultures?

Natsuyo Lipschutz (33:43): Yes. I would like to invite all of you to challenge yourself. So next time you experience a communication gap, instead of judging from your own layers of common sense, try to remove your lenses and be a little more curious, curious to learn more about that person, curious to see what's in that gap like a treasure hunt, and curious to find out how you can influence others if you learn to acknowledge the iceberg, analyze the communication gap and adapt your approach. And when you implement the three As, you will be surprised to find the fourth A, that is amazing.

Pam Harper (34:23): Okay. Well, Natsuyo, thank you so much for being our guest on Growth Igniters Radio.

Natsuyo Lipschutz (34:30): Thank you for having me.

Scott Harper (34:32): Oh, thanks, Natsuyo. And thanks to you out there for listening to Growth Igniters Radio with Pam Harper and Scott Harper. To contact us, get show notes and resource links for this week's episode, go to growthignitersradio.com, select Episode 211.

Pam Harper (34:48): Until next time, this is Pam Harper.

Scott Harper (34:50): And Scott Harper.

Pam Harper (34:51): Wishing you continued success and leaving you with this question to consider and discuss with your team.

Scott Harper (34:57): What can we do both as individuals and as a team to lead in a way that actually more effectively connects across cultures to create more trusting relationships with all of our stakeholders?

Chris Curran (35:09): Growth Igniters and Growth Igniters Radio with Pam Harper and Scott Harper are registered service marks of Business Advancement Incorporated. All Growth Igniters Radio episodes are copyrighted productions of Business Advancement Incorporated, intended for the private use of our audience. Except as otherwise provided by copyright law, all other uses including copying, editing, redistribution, and publication without prior written consent of Business Advancement Incorporated are prohibited. All rights reserved.