Taking on a management role abroad is an intriguing career move, yet many underestimate the significance of understanding cultural nuances in the workplace for a successful international leadership role. What key aspects should you consider beyond the usual cultural stereotypes?
Becoming a manager abroad
Transitioning to a managerial role abroad presents unique challenges. Typically, when you're being managed, your primary focus is on meeting personal objectives. However, becoming a manager shifts this dynamic—you no longer prioritize your own tasks but instead focus on guiding others. This involves establishing relationships, motivating your team, driving change, providing effective feedback, earning trust, showing empathy, and granting the necessary autonomy for growth. These responsibilities multiply in complexity when you're operating in a foreign cultural context, pushing you well beyond your comfort zone.
Managing in a different cultural environment amplifies these challenges. Authority and leadership can be particularly difficult in a setting where managerial norms differ significantly from what you are accustomed to.
Cultural nuances can be subtle yet impactful, even between countries that share geographical proximity.
For example, consider the experience of a German manager working in the U.S., as noted in a Harvard Business Review article. He struggled for months to motivate his American team because he did not see the value in regularly praising employees for routine tasks. He believed that only exceptional efforts and specific achievements warranted commendation. However, his American employees expected frequent positive reinforcement for their day-to-day work as well. His reluctance to adapt to these cultural expectations around feedback nearly led to the disintegration of his team.
Examples of work culture differences
When managing across borders, it's beneficial to start with an understanding of broad cultural frameworks. These can provide a foundational guide that you will then need to tailor to the specific dynamics of the teams you lead.
This approach is grounded in the research of esteemed scholars such as Geert Hofstede and Edward T. Hall, who have extensively studied cultural differences in work environments. Their theories offer valuable insights into how cultural dimensions influence workplace behavior and management styles across different countries.
Communication styles
Effective management heavily depends on adapting to different communication styles. "High context" cultures, commonly found in Asian countries, heavily rely on non-verbal cues and the surrounding context of the message, with an expectation that these nuances are understood by others. Conversely, "low context" cultures, prevalent in Western countries, emphasize direct and clear communication where messages are straightforward and taken at face value.
Decision-making styles
Decision-making styles vary significantly across cultures. In countries like the USA, decisions tend to be made quickly, with a focus on individual responsibility and achieving results promptly. In contrast, other cultures favor a more methodical approach to decision-making, emphasizing thorough planning and in-depth analysis of the situation. For instance, in Germany, leaders should anticipate rigorous scrutiny and detailed discussions before any plan is implemented.
Attitudes towards hierarchy
Hierarchical relationships are deeply embedded in the workplace cultures of some countries, such as India and Japan, where employees expect managers to provide clear guidance and decisive leadership. Conversely, in Northern European countries like the Netherlands, organizational structures tend to be more horizontal, fostering open dialogue and collaboration among all levels of staff.
Team collaboration styles
Collaboration styles can vary dramatically across cultures. In countries like France, what might appear as confrontation is often just a form of collaboration; managers should expect and not be taken aback by lively discussions and open disagreements during meetings. In contrast, other cultures prioritize pragmatism and strive for consensus, where team harmony and agreement are valued over vigorous debate.
Approaches to work-life balance
Approaches to work-life balance vary significantly across cultures. In Nordic countries, there is a strong emphasis on maintaining an equilibrium between work and personal life, characterized by flexible working hours and a deep respect for personal time. In contrast, in countries like China or Japan, the boundaries between work and personal life are more fluid. Managers in these regions may not hesitate to send messages or assign tasks over the weekend.
Going beyond stereotypes and models
While cultural models provide useful references, reality is invariably more complex. Effective management requires going beyond these basic patterns and stereotypes. Managers must immerse themselves in the nuances of their specific work environment, understanding the unique dynamics and individual personalities within their teams.
Nuancing approaches
While deference to authority is a common trait associated with Asian work cultures, significant nuances exist. For instance, in Japan, managers often face extreme politeness and indirect communication styles. In contrast, although hierarchical respect is equally valued in South Korea, team members may exhibit greater spontaneity and openness in their interactions.
Understanding the specific background of your team
Identifying the unique characteristics of your team abroad is crucial. Some teams may be deeply influenced by the local work culture, while others might be less affected, particularly if team members have international experience. Assessing whether your team is predominantly local, cosmopolitan, or a blend of both is key. This understanding allows you to tailor your management style and strategies appropriately,
Practicing a clever mix
Adapting rather than abandoning your established managerial practices to fit the local cultural context is often more appropriate. An example discussed in a Harvard Business Review article highlights this approach: "An American manager, a proponent of participative management, mistakenly applied his preferred style in a setting where it was unfamiliar to the team. When he sought his new Indian team's input, they perceived his unfamiliarity with directive leadership as incompetence, which undermined his authority. Recognizing the misstep, he strategically adjusted his approach by blending his participative style with the team's preference for hierarchical structure. He requested three suggestions from each member, which he considered in his final decisions. This adjustment allowed him to engage his team in a manner that respected the local cultural norms and restored his effectiveness as a leader."
