Summary

 Introduction and Welcome 0:00

o Unknown Speaker introduces the session of industry dialog.
o Speaker 1, Dr. Sehrish Shahid, introduces himself as the course coordinator for the leadership course at MIT University.
o The leadership course is offered to students in Australia, Singapore, Vietnam, China, and online through RMIT.
o The purpose of the session is for industry leaders to share their thoughts on effective leadership practices.
o Dr. Shahid introduces Megan Pearson, an experienced communications advisor based in London, UK, with over 24 years of experience in
various communication disciplines.
 Megan Pearson's Background and Career Progression 1:07
o Megan Pearson shares her background, starting with her first role at Insurance Australia Group in media relations, internal
communications, and marketing comms.
o She moved to London in 2007, working in marketing comms for Coca-Cola, then in change management at ITV.
o Megan then worked in internal communications at Aviva Investors and returned to Coca-Cola for another change management role.
o She currently heads up media relations for EMEA at Bank of America, focusing on technology and transaction banking.
 Evolution of Leadership Views 3:49
o Dr. Shahid asks Megan about her views on leadership and how they have evolved over her career.
o Megan explains that leadership can come from any role and any level within an organization, not just senior positions.
o She emphasizes that showing leadership can involve behavior, initiative, and suggesting ideas.
o Megan's view of leadership has evolved from thinking it requires a senior position to recognizing that anyone can lead in various ways.
 Building Trust and Fostering Relationships 5:26
o Dr. Shahid asks Megan about prioritizing building trust and fostering relationships with team members and stakeholders across different
countries and cultures.
o Megan highlights the importance of understanding the audience and their priorities.
o She mentions the significance of small actions, like considering time zones for meetings and setting up video calls for the first meeting.
o Megan stresses the importance of being open about challenges, managing expectations, and providing honest but respectful feedback.
 Challenging Decisions and Conflict Resolution 9:11
 oDr. Shahid asks Megan about handling challenging decisions and conflict resolution in a diverse team.
oMegan shares an example of a press interview where a senior stakeholder wanted to join, but the journalist only wanted one person.
oShe explains the importance of being open about the benefits and impacts of decisions and focusing on project outcomes rather than
personal feelings.
o Megan suggests providing alternative opportunities for those who are disappointed by a decision and offering training or learning
opportunities.
 Cultural Differences and Communication Strategies 11:18
o Dr. Shahid asks Megan about the challenges of working with diverse cultural backgrounds and ensuring mutual outcomes.
o Megan emphasizes the importance of language and avoiding complex jargon that might not be understood by everyone.
o She explains that different cultures have different expectations on direct communication, some preferring a direct approach while others
prefer a softer approach.
o Megan suggests being mindful of these differences and adapting communication styles accordingly.
 Inclusive Leadership and Strategies 15:40
o Dr. Shahid asks Megan about strategies for ensuring inclusivity in team discussions.
o Megan shares examples of being inclusive, such as not referring to holidays that not everyone celebrates and using inclusive language for
LGBTQ+ individuals.
o She emphasizes the importance of being mindful of language and how it can impact different cultures.
o Megan suggests asking team members what they prefer and over-communicating to avoid surprises.
 Balancing Empathy and Strategic Decision-Making 21:03
o Dr. Shahid asks Megan about balancing empathy and strategic decision-making in leadership.
o Megan explains that being friendly but clear in communication can help strike this balance.
o She suggests staying true to oneself and being genuine in interactions.
o Megan emphasizes the importance of being authentic and transparent in leadership.
 Fostering Collaboration Across Cultures 23:26
o Dr. Shahid asks Megan about fostering a collaborative environment among team members from different backgrounds.

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 oMegan compares it to a sports team, where everyone plays to their strengths.
oShe emphasizes the importance of having a clear agenda for meetings and giving everyone an opportunity to speak.
oMegan suggests asking if there are any additional points to raise at the end of the meeting to ensure everyone has a chance to contribute.
 Advice for Aspiring Leaders 27:52
o Dr. Shahid asks Megan for advice for aspiring leaders.
o Megan suggests being proactive, meeting as many people as possible, and being open to new opportunities.
o She emphasizes the importance of being open to different things and learning as much as possible.
o Megan encourages aspiring leaders to find small ways to take the lead on projects and to be open to new experiences.
 Closing Remarks 30:10
o Dr. Shahid thanks Megan for her valuable insights and time.
o Megan expresses her gratitude for the opportunity to share her experiences.
o Dr. Shahid extends heartfelt thanks on behalf of the School of Management course team.
o The session concludes with mutual appreciation and gratitude.

Unknown Speaker 0:00

SHA Hello, everyone. Welcome

Unknown Speaker 0:10

to the session of industry dialog.

Speaker 1 0:13

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My name is Dr sehrish Shahid, the course coordinator for the leadership course at the School of Management at MIT University. This leadership course
is offered not only to students in Australia, but also in Singapore, Vietnam, China and RMIT online. So I would like to welcome you to another session of
global industry mindset on contemporary leadership. The purpose of this session is for the leaders from our industry partners to share their thoughts,
their experiences and knowledge on effective leadership practices. In this session, we'll talk about global leadership practices. It is my great pleasure to
welcome Miss Megan Pearson to this session today, and I will talk about Megan's background in a while. Megan Pearson is an experienced
communications advisor based in London, UK. She has over 24 years experience within both UK and Australia and a range of communication
disciplines, including media relations, internal communications and change management. Her previous work covers a variety of industries, including
change management, sorry, including investment banking, asset management, insurance, media and FMCG with organizations such as Coca Cola, ITV
coats, aveva, investors and insurance Australia group. Megan has a Bachelor's of Arts honors degree from Monash University, and receive a post
graduate diploma of public relations with distinction from RMIT University. SHA runs, currently serves on the RMIT UK Alumni Chapter. So next, I would
like to invite Megan to talk about her background and perhaps her career progression to leadership position within the organization. And I hand it over to
you, Megan, to talk about the bit about the topic for today, but for some obviously about your background.

Speaker 2 2:04
Okay, great. Now, thanks, sehrish. I'm really thrilled to be here today as an alumni of RMIT. It's really great to be sort of sharing the experience that I
have developed over the past few years and share them with the current students, and also think like RMIT, the everything that you learn in those
courses that really gives you a good foundation for your future careers. So so you're all off to a great start already. So after I graduated from public
relations, my first role was with insurance Australia group. And during my time there, I held a number of different roles, including media relations, internal
communications and marketing, comms. And then I moved over to London in 2007 which, which it's complete time is completely flown like it doesn't feel
like it's been that long. And so my first role here in the UK was in marketing comms, in with Coca Cola. Then I moved across to ITV, working in a change
management role. And then after the that that role finished, I worked with sort of Aviva Investors in internal communications. Then it Coots back bank
again in a change management role, and then that that sort of set me up for for my current role at Bank of America, and I currently head up Media
Relations for EMEA, for two lines of business, including technology and Transaction Banking.

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Speaker 1 3:42
Thank you so much Megan for sharing your experience, and because our topic for today is about global leadership practices, and I think your experience
and your profile fit in very well. But before delving into that, I wanted to just ask you, how do you because you have progress to leadership role, how do
you look at leadership like, has this evolved over a period of time, or was it something different when you just started, compared to now? Can you shed
some light on how you view leadership?

Speaker 2 4:13
Yeah, I think leadership can be something that you sort of show and and, I guess part part of Huwa, it can be something that everyone in an organization
can do. I think when I first started my career, I always thought, Oh, you needed to be really senior in a company, or have be a people manager to be a
leader, but actually leadership can come from any role and at any level. So showing leadership can be sort of something in watch how you behave, and
also if you sort of show initiative and lead a particular project, do. Or even like suggest ideas and things that that can be leadership as well. So I think my
view of of leadership is certainly sort of evolved over over my career, and

Speaker 1 5:12
that's wonderful, because I guess in our course, you also talk about how one can be a leader without having a positional title within the organization. And
that's good to see that it resonates with your experience as well. My first question, perhaps linking it to the topic, is more so to understand as a as a
global leader, how do you prioritize building trust and fostering relationships with the team members, stakeholders across different countries and culture.

Speaker 2 5:43

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Yeah, I think for this, it's really about understanding your audience and what is a priority for them that can be sort of really vital. And also it can
sometimes come down to the little things that can make, like, a really big difference for people and whether they see feel valued and seen like, for
example, even something as simple as thinking about time zones, if you're setting up a meeting or meeting to make a phone call to someone in a
different country, sort of actually having a look at, sort of what time It is in that where they live, and not scheduling a meeting which is either like super
early in the morning or really late into the evening can really be be sort of valuable, because it sort of shows respect for the other participants. And I think
also setting up a video call for the first meeting can be important. I mean, nothing beats sort of face to face interaction and being in person. But of
course, when you're working globally, that can't always happen. So if at all possible, setting up a video call for the first meeting can really help build a
rapport, but I think also understanding and being clear on sort of responsibilities and deadlines, so then people know when they need to deliver a certain
piece of work. And also, even if you have a challenge with, say, meeting a deadline or a particular piece of work, sort of letting people know straight
away and not being afraid that that you sort of don't want to hide and don't don't want to say that, because I think being open and then managing
expectations can really help build build trust with people and but of course, sometimes you need to give each other feedback whether Something might
not be suitable for a project, or if there's been a meeting which hasn't gone very well, I mean, you need to sort of provide feedback to an individual about
that. I think doing that in an honest but respectful way, and maybe not sort of doing it privately, sort of a not sort of over a group email or group meeting,
that sort of thing. So I think it's really about sort of showing respect to other people.

Speaker 1 8:07
Thank you so much for sharing those amazing insights. And I could resonate a lot with how we look at when we are in different geographical locations,
on how much one has to be mindful of the person's time and when we are starting on a new project with someone, how it's so important to set those
expectations, and perhaps being cleared in those expectations, I think sets the foundation for trust

Unknown Speaker 8:32

later on as well.

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Speaker 1 8:35
I would also like to ask like, can you share like, a challenging decision you had to make as a global leader, considering the diverse perspectives of
various stakeholders, how did you approach consensus building or conflict resolutions in those situations, especially considering when people like are
from diverse backgrounds, so perhaps your values might be different. Their values are different, and to come to a solution which is for both bodies. How
do you approach that? Yeah, and

Speaker 2 9:07
I think, in the world of media, that things can certainly, as you can imagine, come up all the time where people have different expectations or want to do
completely different things which might not suit the particular interview or piece of work, and a couple spring to mind, but there was one recently where I
had another senior stakeholder who wanted to join a press interview that that had been set up now, the person that was already doing the interview
already had the right knowledge and gravitas For this particular interview, and we also only wanted to include one person, and the journalist had actually
said they just wanted to speak to one person, but this other stakeholder sort of really wanted to be there, and felt like they that they should be there so
and then there's been other situations too, where I've had to pull an article before. Publication, which, of course, can be have, like, a huge impact with
your relationship with a journalist as well, which you really need to be mindful of. But I think sort of being it's always about being quite open about the
benefits, or maybe the impacts or negative impacts of something, and being clear about that and explaining it, but also making the decision or a change
about the work and not personal, so focusing specifically about the outcomes for the project or piece of work first, and I think, by explaining the benefits
of a change and why it's going to have more impact in the long run that can help. But also, for say, for example, the person that wasn't going to do the
interview, having an alternative of something that they could participate in, or we could look to do, helps, because if, obviously, if someone might be
disappointed by a particular decision, then sort of say, well, actually won't be able to do this particular thing this time, but there's something else coming
up, sort of over the next few weeks. Let's look at this. Or I know this journalist is looking to speak to someone about x, y, z, so, so why don't we set up a
meeting with them? But also, if you know, it might be a situation where someone might need to Venet some extra training, or some sort of learning more

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more knowledge. So maybe looking at that as well. So I think even coming back to what I was saying earlier, about sort of being kind of quite respectful,
yeah, sort of thing, thinking about that and sort of, I guess being quite, quite open and clear in your communication can be really valuable.

Speaker 1 11:47
Thank you so much for sharing that example and building on what you said. Do you think that people who are from diverse background, especially from
different cultures, and if they are coming together to do a project and they are at different locations, would that present a challenge to ensure that what
you are delivering, because at the end of the day, the goal is to have like a mutual outcome, and then to meet, for example, and if there are different
ways of working around that because of the different value system, different ways of working. In some societies, they are much more hierarchical in the
way they look at leadership, as compared to some organizations, which are more flatter. So so in those situation, as a global leader, if you're working
with those different counterparts, how, how difficult, or perhaps how, how it is possible to ensure that you communicate in a way where there is
consensus, yeah,

Speaker 2 12:45
so apologies for the viewers about changing between dark and light. It's actually the sun's actually come out here in the UK, which is very strange. So it's
kind of playing up with with light in the background here. So

Speaker 1 12:57
it's all good. I guess it's a shiny, shining,

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Speaker 2 13:04
so I think, I guess language, of course, is quite important with that, especially when people you might be speaking like you're you might be speaking in
your mother tongue or your first language, but other people may not be so being mindful of that, sort of, when you're you're speaking, speaking together,
but also when you're thinking about language, not sort of using sort of complex words or jargon that can have have an impact, because I know when I'm
learning a second language, you know, sort of, there's certain words you may not know. What can be quite clear. So guess being as clear as possible
about thing, but also terminology as well. Different countries can have different ways of referring something, like, for example, in media relations, like in
the UK, the like a background meeting means that, like, it's a meeting sort of sharing knowledge, and it's not for the purpose of generating quotes for an
article. Whereas in other countries, an interview can cover, like, everything from background meetings right to full interviews. But I think also some
different cultures can have different expectations on direct communication. Like some cultures can be, they actually expect people to be quite direct and
sort of be honest and say, No, this is what I want to do. Well, this is, this is what's what's happening, whether other countries might prefer the softer
approach and being sort of less direct, so being mindful of what, what people may may appreciate, or or what sort of might, sort of people might find, find
difficult to be on the receiving end of.

Speaker 1 15:02
Yes, I think that's such a wonderful thing that you've added, because sometimes it gets very difficult to read between the lines to find out what the person
is saying, and especially if you're coming in having a very different background and culture, like, for example, I come from a very different background to
the culture that I am currently working in and it took some time for me to adjust to the new place. And as a if a place obviously has a leader, was a very
inclusive approach to perhaps explaining things, it gets easier for the other people to also follow on and then perhaps build on that trust as well. So as
you're saying that communication plays an important role. Are there any strategies that you perhaps use with your team of people from different locations
to ensure that the message of inclusivity

Unknown Speaker 15:51

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shines

Speaker 1 15:54
within our discussions? Yeah, yeah.

Unknown Speaker 15:57

Certainly like be

Speaker 2 16:04
like, for, for the Christian culture, we had the Easter weekend, and like, people were in the UK, you have bank holidays to take time off, but then there's
other people in the office who I knew Don't, don't celebrate Easter, and when you're sort of chatting before the weekend, sort of, or what might be
happening, and even not sort of referring to them, or what are you doing over Easter if you know they may not be celebrating it. So just saying, Oh, what
are your plans over the bank holiday weekend? Or even like it might be the end of the year, or planning any trips during the holidays, rather than saying
sort of a certain related so I think being inclusive in that regard. I think also LGBT is also, again, quite sort of important for people. So even when you
might be sort of, I don't know if you're having a, I guess, more of a social chat, sort of being, being mindful of maybe saying, sort of your partner or so,
referring to they or or what have you. So I think it's Yeah, again, being about the language and sort of how, how you talking about certain things can, can,
can really be, be something that you should keep in mind.

Speaker 1 17:19

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Thank you so much for highlighting that. My next question relates back to one of the things that you were saying in the start, especially when you're
saying that, how do you review leadership? And you mentioned something about being a people leader, and as we have seen from literature and also
from practice, that it resonates a lot with servant leadership approach, where you emphasize the needs of other people, and perhaps as a leader, you try
your best to empower other people. How do you incorporate this approach that you have mentioned, especially the servant leadership and the people
leadership approach, into your global leadership practice when dealing with the diverse teams and stakeholders?

Speaker 2 17:59
Yeah. So after you start to work with colleagues for a period of time, you do get to know what their strengths are, what their roles actually entail, and also
what their expectations are. And I think sort of not micromanaging, sort of anyone can really be impactful with, with how people feel like they're
contributing, and how they're valued and also trusted as well, to do something so it might be like sort of letting people sort of sort of go to meetings on
their own, and just leaving them or leaving them to it, to kind of manage that. But even like asking people what, what they would prefer, which would you
like me to at the meeting, or would you you find to kind of go, go and do the meeting on your own? And it can work both ways. Like, for example, we
work with public relation agencies across Europe, because they have, like, good relationships in the country and also the local language. And I usually
leave them to it to set up a press meeting there. We always discuss the topic and everything beforehand, but they always sort of manage it on the
ground themselves. But it was actually quite recently, we held one via WebEx, and I said to the engineer, would, would you like me that? Because one of
the participants was based in London, and they said, Oh, actually, we would prefer you to be on the on the call for this one. So I guess it's sort of both,
sort of been discussing what people prefer and and what have you. But also, I think, not having too many surprises, or not having any surprises,
particularly for senior leaders, because when you work in the same office, you do have more ad hoc conversations with people. Then you say, Oh, I've
just had this update from you. A certain stakeholder and the deadlines change Tuesday or or what have you. But whereas, when you're working in
different locations and also different time zones, sometimes you can, as we're all human, you can forget to sort of let someone know piece of
information. So thinking about, sort of even over communicating in some situations, like just sort of sending a quick note if there's an update or, yeah,
just just letting people know updates of particular things can can really help that make sure that there aren't any surprises.

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Speaker 1 20:39
Thank you for sharing your insight on this, and I also wanted to ask your perspective on sometimes when, when we talk about that you're a people
leader, or you have a soft approach towards your your team, and perhaps emphasize a lot on soft skills, sometimes people also equate it to you being
overly nice or empathetic, and that that could also, in some cultural context, be looked at as a sign of weaknesses instead of a sign of that you might not
have what it takes to make a strong, strategic decision making. How do you think that there is a fine line that a leader could for somebody is an aspiring
leader to be empathetic, but at the same time, try to be a people person. Try to listen to what the person is saying. How one can strike a fine line
between that,

Speaker 2 21:31
yeah, that could be quite tricky and yeah, and also the terms of how it comes across, because you may not be thinking about or will you want to be
inclusive, or you want to make people feel appreciated, that I think it's about for me when, when I sort of communicating or leading on on various Things,
always think about friendly, but at the same time quite clear on things. And maybe there might be certain situations where you might be a bit more
sociable, a bit more have a sort of a friend friendly chat, but then there's others where you might not do that, and you can still have a meeting with
someone, but you can be kind of very professional and in that regard. So I guess it's probably knowing the situation and where it might be benefit to sort
of be sort of it, I guess, a little bit more ad hoc in that way, and whether you kind of like, think, actually, I'm just going to speak about the piece of work
and kind of be do that, but I think it's all about staying true to yourself. And people know, like, when you're being genuine, if that something doesn't sort of
sit right, that it sort of sits well with within you, then maybe, yeah, it's not going to work. So I think always in a workplace, you want to be, be yourself and
bring your whole self to work. So I think it's just being, I guess, staying true to what what you are as well.

Speaker 1 23:14

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I think that resonates a lot with how we view authentic leadership, also that you need to be transparent and perhaps like you're saying, being true to
yourself. And then I think that resonates with people, and people would like to follow somebody as a leader who are, who is true to what they're saying,
and perhaps deliver on the outcomes that they are, they perhaps believe on. And that also obviously bind followership as well. My last question is more
so to understand the role of collaboration. So collaboration across spotters and culture is increasingly common in global leadership. How do you foster
collaborative environment among team members from different backgrounds, ensuring that everyone, although you have touched upon that everyone
feels heard and valued? Yeah, I think it's a little bit

Speaker 2 24:03
like a sports team, in a way, where people, you have people playing to their strengths and in the different roles and sort of focusing on that. So it's
exactly the same in a working environment where you're wanting to collaborate. But I think, of course, meetings are probably one of the biggest ways
you sort of communicate to each other when you're collaborating. And think first, first of all, just having a clear agenda can can be very helpful before a
meeting. It sounds quite basic, but actually be surprised. There's some meetings you can turn up to whether there is no clear agenda with what's
happening, but it means people can prepare beforehand. So if they see if a particular topic or issue is going to be discussed during the meeting, then
and gives people an opportunity to prepare beforehand, especially if people might not be as vocal. And as others in the team, so it gives people a
chance to prepare what they want to say. But also with that agenda, that means you should mean that everyone in the group has an opportunity to
speak. But if you find at the end of the meeting, someone hasn't had a chance to speak as much as someone else sort of asking, or is there anything
else you'd like to raise or or talk about, or any other points that you wanted to bring up today, because we don't like video or conference calls can be
much harder for everyone to speak than if you're in the same room. So think sort of giving everyone a chat, chats to speak, sort of really helps in a
collaborative environment where people

Unknown Speaker 25:48

might might feel like they're being being caught, caught off,

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Speaker 2 25:54
yeah, just having a chance to speak at the end of it.

Speaker 1 26:00
Thank you so much for sharing that and building on what you said, that there are some people who perhaps are more SHA and because you have
different personality type, different motivational needs of the audience who's working for you, so perhaps understanding that is also super important. Do
you recall any instance where you have perhaps given like a separate time to someone speaking who might not be comfortable sharing their ideas
because they have just joined the team. Or perhaps there is a different team dynamic where other people have much stronger bond and they would like
to have a conversation with you, perhaps in a separate meeting. Do you recall instances like that, where you facilitated that and that has helped the
person as well?

Speaker 2 26:41
Yeah, I think especially to your point about if someone's just joined company and may not know, everyone, think even before the meeting, it can help,
even just to connect with them and to speak to them before having a bigger, bigger meeting, or even if you, if you can't, there isn't an opportunity to do
that, or, you know, time doesn't allow even maybe sending them a quick note just to kind of introduce use yourself beforehand. But I think, yeah, it can
help even just having a quick phone call just to talk about about some project or something. Or if you find at the end of the meeting, you kind of have it,
have your intuition, sort of says someone hasn't had a chance to speak as much as someone else. Maybe they're finding another time to meet with them
about something that relates to their piece of work. But also maybe in the next meeting, if it's a situation where you have regular meetings, then finding a
way that they can actually kick off the meeting and maybe on the agenda, the first item could be an update on something that they've been working on,
so thinking about other ways that they might be able to contribute in the future.

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Unknown Speaker 27:58
Thank you. SHA, so much for sharing that insight.

Speaker 1 28:00
My last question is not exactly a question, but just wanted to ask your advice on somebody who are is aspiring to be a leader, and they have, just like,
completed their bachelor's and wanted to pursue in their career and perhaps land a leadership role somewhere, like after two or three years. Are there
any tips that you'd like to give to someone or advice on how one can harness some of the skills, because we talk a lot about hard skills, technical skills,
and perhaps not give so much importance to other areas which are also crucial for leadership. So anything your last bits that you like to share with
somebody who wants to be a leader, and perhaps, are there any areas that they could work on, that you have learnt along the way. Yeah, I

Speaker 2 28:44
think being proactive when you first start a role, and meeting as many people as you can, and finding ways to learn about the company and what or
pieces of work or what what particular issues are about can can help, and also being open to different things, because there might be something where
which you hadn't actually thought about, and there's a future leadership opportunity. So I think just being open with your career and what might might
come up, but again, probably even comes back to what we're talking about at the very start, about what leadership means, and it might not necessarily
being in being in charge of something or being ahead of a particular area, because you can actually show leadership even within your first week of being
in a job. So thinking about, yeah, what, what it might be. And even on a project that you're working on, finding small ways that you could take the lead,
like you could put your hand up to say, to say, Oh, I'm happy to do some research on this particular area and bring it back to the group in the next
meeting. Or I'm happy to to organize a net. Working event for our group, or things like that. So being proactive and just being open to new things and
learning as much as you can can really help.

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Speaker 1 30:12
Thank you so much, Megan, for your valuable insights and for your time, and we truly appreciate the opportunity that you have given us to perhaps
share these stories, and I'm I'm sure that students would really resonate with these experiences, and it's truly remarkable. And on behalf of the School of
Management course team, we extend our heartfelt thanks for sharing your experience and thoughts with our students of leadership, and it would
certainly enrich their learning journey in this course. Thank

Unknown Speaker 30:41

you again for your time.

Unknown Speaker 30:42

Okay, thanks for having me. You.

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