Globalization of Leaders
Settling them in
Helping someone from another country settle in can be as challenging as going abroad and establishing yourself as a leader. In both cases, the interest of the organization comes first.
WHEN your organization goes global, sooner or later, you may need to welcome someone from another country into your team and help that person settle in and perform. It can be as challenging as going abroad and establishing yourself as a leader. It is your responsibility to help the new colleague overcome the hiccups, and, in the process, ensure the goals of the organization in going global are met.
Compromise as strategy
I was part of the team conducting interviews to recruit a secretary for the new German Vice President, who had recently taken charge in our organization in India. The candidate before us appeared to be the best option. The HR person was winding up the interview.
“So, do you have plans to get married shortly?”
“Do you think you will continue to work after marriage?”
As this line of questioning continued, I couldn’t help noticing our new German colleague getting increasingly restless. Abruptly, he excused himself and walked out of the room. After we promised the candidate to convey our decision soon, I went in search of the VP.
“How can you do this?” he was very upset.
“Do what?” I was puzzled.
“Asking all those personal questions. That is illegal!”
I explained to him that these were routine questions. But I could see his point of view.
Those questions were indeed illegal in Germany and he could not dream of going against what he knew and felt was right, so soon after taking charge in a different country.
We explained to our new German colleague why those questions were important both to the organization and the candidate. Finally, for the German VP, it was a matter of strategic compromise.
Leader before pal
It is not easy to be accepted by the team when you are in a foreign setting. So, it is commendable if you do manage to become friends with the other members. However, this cannot be at the cost of effectiveness.
I had another foreign colleague who was brought in to teach the Indian team, to get more streamlined, German way of running the factory. Over a short period of time he got so friendly with all the managers that he approached me one day wondering how he could be more effective without damaging his relationship with others.
I spoke to him and some of the other managers at length. I realized that in his enthusiasm to be on back slapping terms, he was ignoring his key responsibility. When he did slip into his expected role once in a while, he was eager to push his way without really trying to understand ground realities. Essentially, he was swinging between being an easy pal and a pushy boss.
Listen, learn, teach
I reminded him of what the organization expected from his posting to India. I also suggested a simple formula to do his work more effectively—listen, learn, teach.
Listen and observe what is going on. Understand what people are doing and learn why. Teach them the different way of doing a task that is closer to the standard the company expects. At least to start with, keep it close to the prevalent methodology. Keep pushing until you achieve as complete a transformation as possible for maximum productivity with least pain.
By the time he returned to Germany, he had registered the turnaround he was expected to achieve. And he still retained many friends in India.
Your turn
What is the most memorable learning experience you have ever had while working in India with a senior colleague posted from abroad?