They are coordinators, communicators, problem solvers and (at best) interculturally competent: international managers. More and more frequently, 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 they fulfill and what expectations do they face?
International managers are primarily selected on the basis of their professional qualifications. They fulfill their tasks with extensive specialist knowledge, but the necessary cultural background knowledge is often disregarded when filling the position. However, understanding different cultural mentalities is extremely important in order to work successfully with business partners from abroad.
In this context, it is completely wrong to assume that a good command of English can 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 interlocutor 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 sensitivity 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 dealings, your own cultural background should never be transferred to the person you are talking to. It is much more important to view a situation from the other person's perspective, regardless of your own perceptions and evaluations.
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 between a German plant manufacturer and a company from Russia.
In an initial meeting, he explains the upcoming procedures to his Russian colleagues, names milestones and defines processes. As the Russian colleagues do not object, he assumes that both sides are in agreement.
A few weeks later, when asked, he learns 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 justify this with unexpected circumstances. Thomas L. is disappointed and wonders whether the 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 his Russian colleagues only means that nothing has been decided for them yet. The very process-oriented execution of the explanations also 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 of their own accord. Concealing or glossing over negative events is part of the distinctive 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 take into account that he would also have to allow time for building and maintaining the business relationship.
Thomas L. could have avoided this unpleasant situation if he had been properly prepared for the cultural idiosyncrasies of his Russian negotiating partners.
What about 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 sensitize you to the various dimensions of intercultural competence.
Professional competence
How well do you know your own culture? Are you aware of the applicable 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? Do you know the special features of the target country?
List the most important business features of your home country and sort the features in order of importance from 1 to 10. Check whether the features 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 in line with local cultural expectations? 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?
Competence to act
Take a detached look at your own culture and try to analyze it. Can you adopt an independent perspective? What results does such an analysis provide you with for the target country? Do the results help you to consciously shape your encounter with the culture in the target 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 pay attention to these particularities 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 day-to-day work as an international manager. We wish you every success!
The complete series of articles "The roles of an international manager" by Sergey Frank has been published online in the Neue Zürcher Zeitung and can be accessed HERE.
HR consultant and bestselling author Sergey Frank also presented in a HANDELSBLATT COLUMN how companies can best conduct themselves abroad.
