They are coordinators, communicators, problem-solvers and (ideally) interculturally competent: international managers. Increasingly, cross-border responsibilities within companies operating internationally are being entrusted to them in order to manage the growing complexity of leadership.
What challenges does an international manager face? What requirements must they meet, and what expectations are placed upon them?
International managers are primarily selected on the basis of their professional qualifications. You carry out your duties drawing on extensive specialist knowledge; however, the necessary cultural background is often overlooked during the recruitment process. Yet an understanding of different cultural mindsets is hugely important for successfully collaborating with business partners from abroad.
It is entirely wrong in this context to assume that a good command of English is enough to overcome all challenges. The importance of mastering the local language when working on international projects should not be underestimated. Certain nuances of communication can only be conveyed and understood in one’s mother tongue. Even a basic knowledge of the local language helps to create a pleasant atmosphere and demonstrates that you are treating your conversation partner with respect and as an equal.
As well as the necessary language skills, international managers should also be able to work well with people from different cultural backgrounds. This requires a great deal of tact and a high degree of empathy. Everyone is influenced by the prevailing values and views of their own cultural circle; international managers are no exception. In business interactions, one should under no circumstances project one’s own cultural background onto the people one is talking to. It is far more important to view a situation from the other person’s perspective, regardless of one’s own perceptions and judgements.
Case study
The case study below shows you what mistakes an international manager can avoid if they understand the mindset and culture of their negotiating partners.
Thomas L. is an international manager and is leading the partnership negotiations between a German plant engineering firm and a Russian company.
During an initial meeting, he explains the upcoming procedures to his Russian colleagues, sets out key milestones and defines the processes. As his Russian colleagues do not object, he assumes that both sides are in agreement.
A few weeks later, upon enquiry, he learns that the partner organisation has either not carried out the agreed steps and processes, or has not done so as apparently agreed. The Russian colleagues attribute this to unforeseen circumstances. Thomas L. is disappointed and wonders whether this behaviour is down to unreliability. Had Thomas L. had the necessary understanding of the Russian mindset, he could have avoided this situation.
The fact that our Russian colleagues have not raised any objections simply means that nothing has yet been decided as far as they are concerned. Furthermore, the highly process-oriented nature of the explanations does not correspond to the more people-oriented Russian mindset. Furthermore, had Thomas L. possessed the necessary cultural understanding, he would not have mistakenly assumed that his cooperation partners would inform him of any delays of their own accord. Concealing or glossing over negative events is part of the deeply ingrained culture of saving face in Russia and many other Central and East Asian countries, in order to avoid painful confrontations for both sides. Furthermore, Thomas L. failed to take into account that he also needed to factor into the process the time required to build and maintain the business relationship.
Had Thomas L. prepared properly for the cultural idiosyncrasies of his Russian negotiating partners, he could have avoided this awkward situation.
How would you rate your intercultural competence?
Put your own intercultural competence to the test with our self-assessment. Our test does not assign a score on a scale; rather, it is designed to raise your awareness of the various dimensions of intercultural competence.
Professional expertise
How well do you know your own culture? Are you aware of the prevailing values and norms? How well do you know the culture of your destination country? What values and norms apply there? What is the historical background of the destination country? Are you familiar with the distinctive features of the destination country?
List the key business characteristics of your home country and rank them in order of importance from 1 to 10. Check whether these characteristics also apply in the target country and what numerical value they would have there.
Social skills
How do you cope with stress? Would you be able to resolve conflicts in the destination country in line with local cultural expectations? Do you like the destination country and its people, or do you have a negative attitude towards them?
Self-efficacy
Are you aware of the paradigms that shape your world view? Which paradigms are culturally determined, and which are subculturally determined? To what extent do these paradigms influence your self-image?
Decision-making competence
Take a step back and look at your own culture objectively, and try to analyse it. Can you adopt an impartial perspective? What insights does such an analysis provide regarding the destination country? Do these insights help you to consciously shape your experience of the culture in the destination country?
In summary, it can be said that every country has its own economic, social and cultural characteristics. As well as language skills, taking these characteristics into account is vital for any international manager wishing to work successfully with business partners abroad. If you bear in mind the points we’ve covered in this blog post, it will prove its worth in your day-to-day work as an international manager. We wish you every success!
The complete series of articles entitled „The Roles of an International Manager“ by Sergey Frank has been published online in the Neue Zürcher Zeitung and can be HERE can be accessed.
In addition, recruitment consultant and bestselling author Sergey Frank had already presented in a HANDELSBLATT COLUMN, on how companies should best conduct themselves abroad.
