The Most Challenging Issue for Expatriate Managers
by John W. Austin
If one considers the potential operational problems in almost any organization-whether large or small, public or private, domestic or international-the root of many difficulties is often related to poor communication. In multinational organizations (and, in particular, for expatriate managers), this problem has unique aspects that are grounded in cultural misunderstanding. Before one can understand the complications brought by culture, however, it is important to first consider typical miscommunication incidents that occur in a domestic company where the culture is essentially uniform.
Communication Snafus
Examples of less-than-optimal communication abound in any organization. The following scenarios represent relatively simple problems that might challenge any company in which employees speak the same language and generally come from much the same background:
§ The manager wants a report but does not tell subordinates when it is needed or what should be included. The result: a late and incomplete report.
§ Marketing creates an advertisement touting the features and benefits of a product from the company's point of view rather than the customer's perspective. The result: a less than successful ad campaign.
§ Operations asks accounting for a report but fails to spell out the format. The result: a substandard report that does nothing to help operations run the business, and the belief that "accounting has no idea what's going on in the real world."
§ HR terminates an employee on the basis of inaccurate and/or incomplete information received from the employee's supervisor. The best result: the employee leaves the company in an unhappy state; the worst result: a lawsuit.
When a company hires employees that represent not one or two, but numerous nationalities, these scenarios become even more complicated. The following work situations are not uncommon in large multinational companies that have branch offices and subsidiaries scattered around the globe:
§ The work site has employees who use various spoken and written languages, although one common language is predominant.
§ A domestic manager, living and working overseas, reports to a "home office" manager who has little, if any, international experience.
§ A foreign manager supervises local-national employees.
§ A female manager oversees male employees in a male-oriented culture.
General Proactive Solutions
Individual culture-specific guidelines for social and business interactions can help an expatriate who is responsible for managing multinational employees. Although in-depth orientation to the nuances of the particular nationalities involved is critical, several general guidelines do exist for minimizing communication difficulties, regardless of the cultural demographics. In any organization, the following points should prove beneficial:
§ The work site has employees who use various spoken and written languages, although one common language is predominant.
§ A domestic manager, living and working overseas, reports to a "home office" manager who has little, if any, international experience.
§ A foreign manager supervises local-national employees.
§ A female manager oversees male employees in a male-oriented culture.
General Proactive Solutions
Individual culture-specific guidelines for social and business interactions can help an expatriate who is responsible for managing multinational employees. Although in-depth orientation to the nuances of the particular nationalities involved is critical, several general guidelines do exist for minimizing communication difficulties, regardless of the cultural demographics. In any organization, the following points should prove beneficial:
§ Create a working atmosphere where mistakes are expected and tolerated. The fact that mistakes are going to happen is contrary to the opinions of those who tout systems that produce 100 percent quality control and zero tolerance for error. However, understand that "expected and tolerated" does not mean repeated. If employees anticipate chastisement or dismissal because of a mistake, they will hesitate to make work-related decisions in a self-protective effort to avoid mistakes, they might hide the mistakes, or do both. These reactions are possible in Asian and Middle Eastern cultures where losing face is an enormous issue, as well as in a business environment that has few, if any, employee rights-and where an error can mean immediate dismissal or, at best, relegation to a lesser job responsibility.
§ Put almost everything in writing. The "paperless office" and the advent of e-mail have decreased the use of significant amounts of paper, which is unfortunate for employees whose primary language is not used within the company. Writing messages rather than relying on verbal interaction provides the employee with the opportunity to re-read the document for comprehension and also maintains a record of the issue when people leave the company or transfer to another location.
§ Write and speak in simple terms. Avoid using slang and colloquialisms, as they only seem to confuse matters for those unfamiliar with the language. Understand that even though a person may speak the predominant language used in the company, it may well be the individual's second or third language. Consequently, the employee may understand less than imagined. Also be aware that speaking and understanding a language are two very different matters.
§ Use graphics whenever possible. Graphics are important when reporting or presenting information to a multilingual audience. For example, detailed images in an instructional manual should clarify any ambiguity in the text. Or, when illustrating the size of a sales territory in, say, Southeast Asia compared to the company's European home base, superimposing a scaled map of Europe on the Asian region immediately presents a vivid comparison. Illustrations often make a point more clearly and quickly than words alone.
§ Monitor international communications. Initially, whenever possible, review correspondence sent by international personnel to domestic staff. Privately and gently correct the correspondence with those employees unfamiliar with the predominant language, thus helping to minimize grammatical errors and, more importantly, convey what the author intended. Be absolutely honest and use constructive criticism and praise, accompanied by humor, where appropriate.
§ Be respectful and courteous. Cultures vary in the degree of courtesy expressed and expected in social and business interaction. For example, an American reporting to a non-American (say, an Asian manager) would be wise to use manners that are reminiscent of the 1950s-a more cordial and gentle approach than the modern fast-paced U.S. culture.
§ Be aware of cultural hot spots. Some expatriate situations demand extra sensitivity-for example, a female supervising males in a male-dominated society or a foreign manager supervising local nationals. Make a point of understanding cultural expectations and cultivate mutual respect and commitment among the staff.
§ Be sure people understand. Ask employees if they understand what they have heard or read and then ask them to explain exactly what it was they understood-you may be surprised at the miscomprehension. However, if handled with respect, humor, and good taste, this type of interaction can work well and lead to better communication.
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