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Week 5 & 6 — Transcript

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0:00Hey everyone, welcome to week five.
0:02Sorry that we um
0:05weren't able to meet last week because
0:06of our power. It was funny um power came
0:08on, I got everything done, sent it to
0:10you all, power went back out, didn't get
0:12it back until 5:00 the next day. So, it
0:16was a little little adventure. But um
0:18anyways, power's back on now, so I can't
0:20complain. And um unfortunately, I was I
0:23knew I was going to be unable to be here
0:25this week, so I apologize for that in
0:27advance. But [snorts] um
0:29this week is a little different. Um of
0:31course, we won't have our live session,
0:33so that's one thing that's different.
0:35>> [snorts]
0:35>> Um so, you're going to be able to watch
0:36this kind of on your own time. I
0:38encourage you to try to read and watch
0:40the videos that are part of the prep
0:42before um you watch this video if you if
0:46you get a chance. So, um one thing that
0:48might help you with today.
0:50And then
0:52um
0:53so, this week we're talking about two
0:55things, and that is culture and
0:57generation.
0:59This should only take you about me about
1:0120-25 minutes, so hopefully you have
1:03some time to watch this and then also
1:07get those recordings and um
1:09any of those readings done that you need
1:12to get done.
1:14So, by the end of this video, you'll be
1:15able to read cultural norms in a
1:17business interaction, evaluate a global
1:19marketing campaign,
1:21understand five generations at work,
1:24and know exactly what your two
1:27assignments are for the requirement. I'm
1:29also going to go ahead and talk about
1:31week six at the end, and that is your
1:35large presentation. There's no new
1:37material to cover in week six. It's
1:40mostly just to tell you about the
1:42presentation, so I'm going to go ahead
1:43and do that now. And then I will tell
1:46you at the end um about office hours for
1:48next week instead of an actual live
1:51session, so we'll talk about that at the
1:52very end.
1:55So,
1:57here's what you'll walk away being able
1:59to do. And that is first, identify how
2:02cultural norms influence communication,
2:04decision-making, and teamwork in a
2:06professional setting.
2:08And second, analyze a real-world global
2:11marketing campaign to determine the role
2:13culture played in its success or
2:16failure.
2:17And third, we're going to develop a
2:19concise, well-structured slide
2:20presentation on generational work
2:24preferences using AI tools. So, that's
2:26that part six or week six.
2:29Um outcomes two and three are exactly
2:32what your two assignments for this week
2:34will ask you what to do. So, keep those
2:36in mind as we go through.
2:40Let's start with culture. Erin Meyer's
2:42core idea is that the exact same
2:45behavior can send some send completely
2:48opposite signals, depending on the
2:50culture you're in.
2:52So, let's walk through those four
2:53dimensions. The first one is
2:55communicating.
2:57Some cultures are low context, explicit,
3:00and literal.
3:02When you say exactly where you say
3:03exactly what you mean.
3:05Others are high context, where meaning
3:08is implied and layered.
3:10And you're expected to read between the
3:12lines.
3:14Think about a US manager who says
3:16exactly what they mean versus a Japanese
3:19colleague who expects you to pick up on
3:21what is unsaid.
3:25Evaluating. Some cultures give direct,
3:28blunt feedback.
3:30Think of the stereotypical blunt Dutch
3:32style of this doesn't work, redo it.
3:37Others soften that same feedback
3:39considerably before it's delivered.
3:42Deciding.
3:44Some cultures favor fast, top-down
3:47decisions.
3:49Others favor a shout slower process
3:52of building group consensus before
3:55anyone moves forward.
3:58And trusting.
4:00In some cultures, trust is a is
4:02task-based.
4:04Built purely through demonstrated
4:06competencies
4:08in
4:09getting the work done.
4:12In others, trust is a
4:13relationship-based.
4:15Built over time
4:17through shared meals and personal
4:19connection.
4:23Here's the key key
4:25the key point I want you to take away
4:27from this. And that none of these are
4:29more professional than the other.
4:31They're just different defaults.
4:34And some
4:35most of the friction we run into with
4:37people from other cultures
4:39comes from assuming that our own default
4:42is the universal one.
4:49This next framework
4:50is the direct tool from your global
4:52marketing campaign efficiency discussion
4:55post. So pay attention here.
4:57So step one,
4:59your intended message.
5:01What was the campaign trying to say and
5:04to whom?
5:05Step two,
5:07cultural context.
5:09What norms, values, or taboos in the
5:12target market could shape how the
5:15message lands.
5:17Step three, adapt or standardize.
5:21Did the brand localize its message
5:24for different markets or one run one
5:28global version everywhere?
5:31And step four,
5:32outcome and evidence.
5:35What actually happened? Sales, backlash,
5:38praise.
5:39And what does it tell us?
5:43I'm not going to hand you a specific
5:46real campaign to analyze here. I want
5:48you to go find your own real example for
5:51the discussion post.
5:53This framework is just the lens you look
5:55through once you've picked one.
6:00Now let's shift to generations. There
6:03are five distinct generations that are
6:05actively in the workforce today.
6:07And each one was shaped by a different
6:10world.
6:11You have the traditionalists, those that
6:13were born before 1946.
6:16And yes, there are still a few in the
6:18workforce. They are shaped by loyalty,
6:21hierarchy, and formal communication.
6:24And then you have the baby boomers.
6:27They were born from 1946 to '64.
6:31They have a competitive drive and a
6:33strong preference for that face-to-face
6:35interaction.
6:38So, as we move further and further away
6:40from face-to-face,
6:42this generation has a hard time with
6:44that.
6:46Gen Xers, they're born from '65 to '80,
6:50roughly.
6:52They have independence. They have a
6:54work-life balance and a pragmatic
6:56streak.
6:58That Millennials or Gen Ys,
7:02excuse me, born 1981 to 1996,
7:07are purpose-driven, collaborative, and
7:09hungry for feedback.
7:12And Gen Zs, born '97 to 2012,
7:16are
7:18have a digital net native. They're
7:20entrepreneurial
7:21and big on transparency.
7:25One important caveat is that they are
7:28these are broad patterns, not fixed
7:30rules about any specific individual if
7:33they fit that age range. Not everyone
7:36born in that given range and fits their
7:38generational profile perfectly.
7:41Think of these as tendencies you might
7:44notice, not boxes to sort people out.
7:54So, how do we actually manage across all
7:56five of these at once?
7:58A few practical tips from Brian Tracy's
8:01take on this.
8:03One is adapt your communication channel.
8:07Some people prefer email or a formal
8:09memo. Others prefer a quick chat
8:11message.
8:13A Gen Z team member might want a Slack
8:16message for something a boomer colleague
8:19would rather get a phone call about.
8:22The fix is just to ask and not to
8:25assume.
8:28Recognize that motivating means
8:31different things to different people.
8:34Job security might matter more to one
8:37generation, while growth or flexibility
8:40matter more to another.
8:44Set shared expectations explicitly.
8:47Don't assume unwritten workplace norms
8:50are obvious to everyone on the team.
8:54And treat generational mixes as an
8:57asset, not a coordination problem.
9:01Pairing
9:02institutional experience with fresh
9:04instincts, managed well, usually
9:07outperforms a single generation team.
9:14Here's the thing. Culture and generation
9:17rarely show up one at a time.
9:20A remote team today might span five
9:22countries and three generations in a
9:25single stand-up meeting.
9:27Someone's directness might read as rude
9:30to a colleague raised in a high-context
9:33culture.
9:35A preference for asynchronous meet
9:38messages might look
9:40disengaging to someone who values
9:42face-to-face time.
9:45Neither read is wrong. They're just
9:48different lenses.
9:50The real skill isn't picking the right
9:52style. [snorts]
9:53It's recognizing which lens you're
9:55looking through and which one the other
9:58person's using.
10:07So, let's talk about your written
10:09assignment this week, the innovation
10:11bottleneck analysis in business acumen
10:13strategy.
10:15You'll be given a real data set covering
10:18three cross-functional teams over a
10:204-week period. Your job is to analyze
10:24patterns in innovation, productivity,
10:28figure out what's bottlenecking what's
10:30bottlenecking idea implementation,
10:33and apply the business acumen to propose
10:37strategies that prove team performance,
10:40trust, and innovation outcomes.
10:44One thing that I want to be up front
10:46about is the numbers in your data sets
10:48are your own. I'm not going to walk you
10:50through a worked worked example using
10:53the real data here because I want your
10:56findings to come from your own analysis,
10:59not from repeating something you saw in
11:01the video.
11:03The next slide walks through how to
11:04approach the analysis, not what the
11:07answer is.
11:14Here's how to work through it. There are
11:16four item four action items in order.
11:21One, data analysis, the quantitative
11:24piece. Compare each team's ratio of
11:27ideas implemented into ideas generated.
11:32Figure out who consistently lags behind
11:36and check whether that lag correlates
11:38with trust,
11:40leadership satisfaction, or
11:41demographics.
11:44And flag any concerning trends in
11:46response time or leadership satisfaction
11:49while you're at it.
11:51Two,
11:52business acumen evaluation,
11:55the qualitative piece. This is where you
11:57interpret the why and not just the what.
12:01Assess how communication style,
12:04leadership approach, or generational and
12:07cultural dynamics might explain a team's
12:10success or struggle.
12:13Consider how age, gender balance, or
12:16gen- generational mix could be shaping
12:19innovation and trust.
12:24Three, strategic recommendations.
12:28Propose two high-impact strategies for
12:31the underperforming team or teams.
12:35Each one needs to be justified
12:38both with evidence from your analysis
12:41and with a leadership, communication, or
12:43innovation theory.
12:46And four,
12:48the deliverable.
12:50A five-to-seven slide executive summary
12:53for a leadership audience with notes or
12:56a voiceover walking through your
12:59findings.
13:03That last part isn't optional. Narration
13:06or voiceover is requirement,
13:10not a nice-to-have.
13:12So, you have to either voiceover or do
13:14what I'm doing here and actually
13:17present it.
13:23So, let's just do a quick rundown of
13:25both the deliverables due this week.
13:28Your global marketing campaign
13:29efficiency discussion posts
13:32are due on Thursday, and then make sure
13:34that you are replying doing the replies
13:36by Sunday.
13:37And then pick a real campaign.
13:40Walk it through the four-step framework
13:42from earlier and share your read on what
13:45culture has to do with its success or
13:47failure.
13:49And then your innovation bottleneck
13:51analysis and business acumen strategy
13:54written assignment. That's due on Sunday
13:56for 100 points.
13:58Download your data set from Canvas. Work
14:01through the four action items that we
14:03just covered.
14:05And deliver it as a five to seven slide
14:08executive summary with notes.
14:12Make sure to check the grading rubric in
14:15Canvas before you submit it.
14:18And if you have any questions, of
14:20course, always feel free to reach out to
14:21me.
14:24Okay, so let's just recap.
14:27Culture shapes what feels normal in
14:29communication, feedback, and decisions.
14:32There's no single right style.
14:37Five generations may sit at the very
14:40same meeting, each shaped by a different
14:43era and a different set of expectations.
14:48Next, a single data point rarely tells
14:51the whole story. The real bottleneck
14:53usually turns out to be a process issue
14:57underneath the numbers.
15:00And
15:01AI [snorts]
15:02can draft quickly, but your judgment is
15:05what actually turns the draft into a
15:07report worth presenting.
15:09So just remember that last one
15:11especially. If you're going to use AI to
15:14help you do your analysis, to help you
15:16do your writing, make sure that it is
15:18just a draft that you are using to then
15:22create your report.
15:27Okay, so that takes us to week six
15:31capstone business project.
15:33And I will send this separately as well
15:36next week just so that you have it in
15:38front of you separate from this week's
15:41as well. So,
15:44there isn't going to be a
15:46live session for week six, but I will
15:49hold office hours during our regular
15:52meet time. And what I mean by that is if
15:55you have specific questions, if you are
15:58confused about the assignment, if you if
16:01there are things that you want to
16:02address before you turn your capstone
16:05project in,
16:06then I want you to come to that meet
16:08session and we can discuss them. There's
16:11no formal presentation that night. I
16:13want you guys to have this stuff well in
16:15advance so that if you want to start
16:16working on it sooner than later, you
16:18can. And then you can come in and ask
16:21questions on that Tuesday night next
16:24week or in two weeks, excuse me. Yeah,
16:26no, next week. Not this week, but next
16:29week.
16:30So, um
16:34So, it's a little different like I said
16:35because there's not any new content for
16:40week six.
16:42So,
16:44take a second and look at how much
16:46ground we've covered over this term.
16:49We've talked about leadership,
16:51innovation,
16:52presentation skills,
16:54communication,
16:57and cultural awareness.
16:59So, your capstone project is where all
17:01five of these actually meet in one
17:03deliverable.
17:05This project is your chance to bring
17:07everything together.
17:15Here are five steps to take from a raw
17:18idea into an executive ready pitch.
17:21Define,
17:23evaluate, propose, and present.
17:27We're going to spend a few minutes on
17:29each of these, so you know exactly what
17:32good looks like at every single stage
17:36before you get [snorts] started.
17:40So, we have
17:42to start with some defining with
17:44defining the problem.
17:46We're going to choose something real,
17:47your own workplace, your industry, or a
17:50company you know well.
17:52State it as a clear problem or
17:54opportunity, not a vague theme.
17:58Something like improve communication is
18:00way too broad
18:02to build a real proposal around.
18:04And make sure it is scoped small enough
18:08that you can actually solve
18:10it in a proposal.
18:12So, it's kind of twofold. You
18:15can't be too broad, but it also needs to
18:17be
18:18small enough that you can actually
18:21take care of the problem or come up with
18:23some sort of solution for the problem.
18:28>> [snorts]
18:28>> Then, generate it with AI.
18:31Give your AI tool real context.
18:34Is it Tell it about the industry. Tell
18:36it about the constraints. Tell it about
18:38your audience.
18:40Ask for multiple distinct options, not
18:43just one answer. And push it with
18:46lots of follow-up questions.
18:49Like, what would make this fail?
18:52Don't just accept the first answer at
18:54face value.
19:00Steps three and four.
19:02Now, critically evaluating.
19:05This is genuinely the most important
19:07intellectual step in the whole
19:09assignment. It's where your grade
19:11actually made.
19:13Anyone can generate an AI idea.
19:16The skills we're assessing is whether
19:18you can tell a good idea from a a weak
19:21one.
19:22So, ask yourself, where does the AI's
19:25idea hold up against real industry
19:27practice?
19:29Where does it miss context that you only
19:32you would know?
19:34And what would you personally add, cut,
19:36or change? And why?
19:39This is the most important part because
19:41we need to know how to use that AI as a
19:44tool in our toolbox, right? And not as
19:47our finished product. And so, when you
19:49think about these questions,
19:52think about what knowledge you have from
19:55working in your industry, or what
19:57knowledge you have from working from
19:59your in your company. And understanding
20:02that gives you that context that maybe
20:05the AI would miss.
20:09Then you're going to build the proposal.
20:12Structure it around the problem,
20:13solution, business impact, and ask.
20:17Make the recommendations feasible, and
20:20not just interesting.
20:22And write it for an executive.
20:24Make it concise,
20:26evidence-based, and confident.
20:29This is also somewhere where you can
20:30really use that AI to help you a little
20:32bit.
20:33Maybe you're not sure if it has enough
20:35confidence sound to it, or if there's
20:39enough evidence in it. You can upload
20:41what you come up with and ask the AI
20:43those questions, and then modify
20:46what you're going to do.
20:51Step five.
20:52Remember everything we covered a few
20:54weeks ago about reading the room and
20:57speaking like a leader?
20:59Your video presentation is exactly that
21:01skill, just recorded
21:05and sent in.
21:07Open with
21:08the problem in one sentence. Don't bury
21:11your point. Structure it using prep.
21:14Point, reason, example, point.
21:18Just like a strong commitment in a
21:20message in a meeting, excuse me.
21:23Speak to the camera lens, not to the
21:25screen.
21:27That's what reads as eye contact.
21:31Keep it tight and rehearsed.
21:34A confident 4-minute pitch beats a
21:37rambling 10-minute one every single
21:39time.
21:41And close with clear with a clear ask.
21:45What exactly do you want the executive
21:47audience to approve or do next?
21:53Separate from the project itself, you've
21:55also got a reflection paper. This is
21:58your chance to step back and look at the
22:00whole course, not just the last
22:02assignment.
22:04A proof A few prompts to start thinking
22:06about now, even before you finish the
22:09project.
22:12What idea from this course changed how
22:15you think about leadership or
22:16communication?
22:18Which module concept showed up most
22:21directly in your capstone project?
22:24Where did you rely on AI? And where did
22:27you override or redirect it and why?
22:30And what will you do
22:34or what I should say what would you
22:35actually carry away with you from this
22:39course into your next role or to your
22:42current team?
22:49All right, so this is the most important
22:50logistical slide of the entire course.
22:52So, let's just slow down for a second.
22:55Saturday is the last official day of the
22:58course.
22:59All required work, including the final
23:01project and reflection paper, must be
23:04submitted no later than on Saturday,
23:07August 8th.
23:09Work submitted after that day is subject
23:11to the late submission policy.
23:15So, don't wait until Saturday to start
23:17recording.
23:21Video presentations take longer to
23:23prepare for than your written work does.
23:26You want to script it, rehearse it, and
23:28then record it.
23:30And leave yourself a buffer day in case
23:33something goes wrong.
23:36And for those of you who had issues with
23:38the uploading the last time we did the
23:39video, make sure that you I think most
23:42of you figured out how to get that
23:44uploaded. If you need to, please contact
23:46the help desk for help with that as
23:48well. Sometimes it has to do with how
23:50old your computer is or if you've done a
23:52recent update. So,
23:54um they can walk you through those kinds
23:56of things.
23:58And last but not least, I want to say
24:00thank you for your engagement across the
24:02whole term.
24:03Bringing everything you've learned into
24:05this last project,
24:07it's yours to make count.
24:09If you've got questions, please, please
24:13tune in on that would be
24:15August 4th
24:18at our normal meeting time. So, 6:30 to
24:217:30. I will be on there to answer any
24:25questions that you might have.
24:27Um to go over anything. And if maybe
24:30there's a question that you don't know
24:31and somebody else is on there and
24:33actually asks it.
24:35I will leave my computer on or my I'm
24:37sorry, the Zoom on the entire hour.
24:40So, if anyone comes in and out, that's
24:42fine as well.
24:44Um so, just make sure that you don't
24:46have to. It's not a requirement to come
24:49and everyone will get the participation
24:50points for that week.
24:52Um but, please just make sure that if
24:56you have questions, that this is the
24:57time to get those answered.
25:00Please be sure to also fill out the
25:03survey at the end of the course. Um it's
25:06really important that we get those
25:07surveys back. We can make We make a lot
25:10of decision-based decisions based on
25:12those surveys and they are all
25:14anonymous. You don't have to worry about
25:17if you don't like didn't like me or I
25:19did something that you didn't like, you
25:20can still put that in there and I will
25:23know to kind of look at it, but I won't
25:25know who it came from.
25:26So, please make sure to do that as well.
25:29And have a great evening. Thank you.

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