They are coordinators, communicators, problem solvers, and (ideally) interculturally competent: international managers. Increasingly, cross-border tasks at internationally active companies are being assigned to them in order to cope with the growing complexity of management.
What tasks does an international manager have to tackle? What requirements must they meet and what expectations do they face?
International managers are primarily selected on the basis of their professional qualifications. They perform their duties with extensive specialist knowledge, but the necessary cultural background knowledge is often overlooked when filling positions. However, understanding different cultural mentalities is extremely important for successful cooperation with business partners from abroad.
In this context, it is completely wrong to assume that good English skills are enough to overcome all challenges. Mastering the respective national language for international tasks should not be underestimated. Certain nuances of communication can only be conveyed and understood in the native language. Even a basic knowledge of the local language helps to create a pleasant atmosphere and show that you treat your conversation partner with respect and as an equal.
In addition to 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. Every person is influenced by the prevailing values and views of their own cultural circle, and international managers are no exception. In business interactions, one's own cultural background should never be transferred to the conversation partner. It is much more important to view a situation from the perspective of the other person, regardless of one's own perception and assessment.
case study
The following case study shows you what mistakes an international manager can avoid if he understands the mentality and culture of his negotiating partners.
Thomas L. is an international manager and is leading cooperation negotiations between a German plant manufacturer and a Russian company.
In an initial meeting, he explains the upcoming procedures to his Russian colleagues, outlines milestones, and defines processes. Since his Russian colleagues do not object, he assumes that both sides are in agreement.
A few weeks later, upon inquiry, he learns that the cooperation partner has not implemented the agreed steps and processes, or at least not as agreed. The Russian colleagues justify this with unexpected circumstances. Thomas L. is disappointed and wonders whether this behavior is due to unreliability. With the necessary knowledge of the Russian mentality, Thomas L. could have avoided this situation.
The lack of objection from the Russian colleagues simply means that nothing has been decided yet. The very process-oriented execution of the explanations also does not correspond to the more person-oriented Russian mentality. With the necessary cultural knowledge, Thomas L. would also not have mistakenly assumed that the cooperation partners would inform him of delays on their own initiative. Concealing or glossing over negative events is part of the pronounced 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. did not consider that he also had to factor in the time needed to build and maintain the business relationship.
With the right preparation for the cultural characteristics of his Russian negotiating partners, Thomas L. could have avoided this unpleasant situation.
How good are your intercultural skills?
Put your own intercultural competence to the test with our self-assessment. Our test does not assign a score on a scale, but rather aims to raise your awareness of the various dimensions of intercultural competence.
professional competence
How well do you know your own culture? Are you aware of the prevailing values and norms? How well do you know the culture in your target country? What values and norms apply there? What is the historical background of the target country? Are you familiar with the special features of the target country?
List the most important 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 destination country and what numerical value they would have there.
social skills
How do you deal with stress? Could you resolve conflicts in the destination country in accordance with local cultural expectations? Do you like the destination country and its inhabitants, or do you have a negative attitude toward them?
self-competence
Are you aware of the paradigms that shape your worldview? Which paradigms are culturally determined, and which are subculturally determined? To what extent do these paradigms influence your self-image?
decision-making authority
Take a step back and analyze your own culture. Can you take an independent perspective? What conclusions does this analysis lead you to draw about the destination country? Do these conclusions help you to consciously shape your encounter with the culture in the destination country?
In summary, it can be said that every country has its own economic, social, and cultural characteristics. In addition to language skills, it is very important for every international manager to be aware of these characteristics in order to work successfully with business partners abroad. If you take into account the aspects we address in our blog post, it will pay off in your everyday 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 accessedHERE.
In addition, personnel consultant and bestselling author Sergey Frank has already presented in aHANDELSBLATT COLUMN how companies can best conduct themselves abroad.
