They are coordinators, communicators, problem solvers and (at best) interculturally competent: international managers. More and more often, cross-border tasks of internationally operating companies are assigned to them in order to cope with the increasing management complexity.
What tasks does an international manager have to face? What requirements must he fulfil and what expectations does he face?
International managers are primarily selected on the basis of their professional qualifications. They perform their tasks with extensive specialist knowledge, but the necessary cultural background knowledge is often disregarded when filling a position. Yet an understanding of different cultural mentalities is enormously important in order to work successfully with business partners from abroad.
Completely wrong in this context is the assumption that all challenges can be mastered with a good knowledge of English. Mastering the respective national language for international tasks should not be underestimated. Certain nuances of communication can only be conveyed and understood in the mother tongue. Even a basic knowledge of the national language helps to create a pleasant atmosphere and to show that one is treating one's interlocutor with respect and at eye level.
In addition to the necessary language skills, international managers should also be able to work well with people who have different cultural backgrounds. This requires a lot of tact and a high degree of empathy. Everyone is influenced by the prevailing values and views of their own culture, and international managers are no exception. In business exchanges, one's own cultural background should by no means be transferred to one's interlocutors. It is much more important to look at a situation from the perspective of the other person, independent of one's own perception and evaluation.
Case study
The following case study shows you which mistakes an international manager can avoid if he knows the mentality and culture of his negotiating partners.
Thomas L. is an international manager and leads the cooperation negotiations of a German plant manufacturer with a company from Russia.
In an initial conversation, he explains the upcoming procedures to the Russian colleagues, names milestones and defines processes. Since the Russian colleagues do not disagree, he assumes that both sides are in agreement.
When asked, he learns a few weeks later that the cooperation partner has not carried out the steps and processes set or has not carried them out as apparently agreed. The Russian colleagues explain this with unexpected circumstances. Thomas L. is disappointed and wonders whether the behaviour is due to unreliability. With the necessary knowledge of the Russian mentality, Thomas L. could have avoided this situation.
After all, the lack of objection from the Russian colleagues only means that nothing has been decided for them yet. Also, the very process-oriented execution of the explanations does not correspond to the more person-oriented Russian mentality. Nor would Thomas L. with the necessary cultural knowledge have wrongly assumed that the cooperation partners would inform him of delays on their own initiative. Concealing or glossing over negative events is part of the distinct culture of saving face in Russia and many other Central and East Asian countries in order to avoid painful confrontations for both sides. In addition, Thomas L. did not consider that he must also include in the process the time needed to build and maintain the business relationship.
With the right preparation for the cultural peculiarities of the Russian negotiating partners, Thomas L. could have avoided the unpleasant situation.
How is your intercultural competence?
Put your own intercultural competence to the test in our self-test. Our test does not determine a score on a scale, but rather aims to sensitise you to the various dimensions of intercultural competence.
Professional competence
How well do you know your own culture? Are you aware of the values and norms that apply? 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? Do you know the specifics of the target country?
List the most important business characteristics of your home country and sort the characteristics in order of importance from 1 to 10. Check whether the characteristics are also valid in the target country and what numerical value they would have there.
Social competence
How do you deal with stress? Could you resolve conflicts in the destination country according to the cultural expectations there? Do you like the destination country and its inhabitants or do you have a negative attitude?
Self-competence
Do you know the paradigms that determine your world view? Which paradigms are culturally determined, which are subculturally determined? To what extent do the paradigms influence your self-image?
Action competence
Look at your own culture from a distance and try to analyse it. Can you take an independent perspective? What results does such an analysis give you for the target country? Do the results help you to consciously shape your encounter with the culture in the destination country?
In summary, it can be said that every country has economic, social and cultural peculiarities. In addition to language skills, observing these particularities is very important for every international manager in order to work successfully with business partners abroad. If you pay attention to the aspects we address in our blog post, this will pay off in your everyday work as an international manager. We wish you every success!
The complete series of articles "The Roles of an International Manager" by Sergey Frank was published online in the Neue Zürcher Zeitung and can be accessed HERE.
In addition, personnel consultant and best-selling author Sergey Frank already presented in a HANDELSBLATT COLUMN how companies best conduct themselves abroad.
