Developing International Managers
By: Michael Pitfield, Henley Management College (UK)

In studying the growth and diversity of international companies and the way in which they manage their global operations, what emerges is that there is a growing need for managers with international experience and ability. Such managers need to possess such competence if they are to operate successfully for the benefit of their companies in the international arena.

At Henley Management College a research project has recently been completed which investigated the competence possessed by successful international managers. A recent forum on the topic concluded that on a sound base of competent managerial ability generally, certain factors need to be added to ensure international management success. The UK's Institute for Personnel and Development's Guide to International Management Development is another background source for these conclusions.

These additional competence factors are:

1. Familiarity with a Variety of Cultures

Experience of multi-cultural exposure - a background of working longish periods abroad and, in addition, frequent working visits to overseas operations contributes significantly to the ability of a manager to operate successfully in an. international environment. Length of time is a key factor here as is actually working with rather than simply looking at the local company. Superficial "tours" of overseas operations are seen as having little real benefit.

2. Real Experience of Different Cultures

Genuine cultural contact in the host country is felt to be a very important aspect of international managerial development. Really working with colleagues in an overseas country is important, not just "visiting" them. Preferably managers working abroad should have their families living with them (rather than staying alone, in a hotel or company "bachelor" flat). Staying in the home of one of the company's local managers is a desirable alternative. Getting to know the city by walking around, travelling by metro or other local transport is preferable to going everywhere by taxi, or company car. Being "cocooned" -from the culture in which the company is operating locally will never build multi-cultural experience.

3. Acceptance of Mobility

Readiness for mobility is identified as an increasingly difficult problem for companies to face. Organisations report that it is extremely difficult now to get people to move at all, even within a country, let alone overseas. Managers are much less willing than in the past to accept that the company will make career decisions for them. Issues relating to property prices, children's schooling and the lessening of "overseas allowances" (for example should Europe now be considered a "home" posting and thus not be eligible for expatriate payments?). These circumstances all make, it difficult for managers and their families to accept the upheaval of moving, at the company's behest, especially if this is to be a pattern in the manager's career. This means that companies have to be prepared to handle sensitively the problems. For example, handling dual career difficulties where moving a manager can clearly inhibit the career development of a spouse requires managing the pressures and conflicts that can result. The extent of company provision of support for families and personal circumstances can be a deciding factor in achieving acceptance of a move.

4. Cultural Sensitivity and Flexibility

The most successful international managers have to be those who have ready sensitivity and flexibility in connection with different management cultures, for example:

-- recognising that the purpose of a meeting can differ in different countries. In Germany, the purpose of a meeting has traditionally been an opportunity to inform participants of decisions that have been made. While in France, the process of the meeting - teambuilding and bonding - can be more important than decision taking. In Britain, a meeting usually takes place to thrash out a solution to a problem.

-- understanding that, while in the United States or Britain first names are acceptable amongst work colleagues, it can be a quite different matter in Germany. There the agreement to use their first names is a very significant stage in the development of a friendship that may never actually be achieved in the workplace; hence the use of formal titles and surnames is often preferred.

-- accepting how attitudes about time can differ between countries - half an hour late may be unacceptable in Britain but perfectly all right in Spain, Italy or Ireland.

--- recognising that business can be conducted in a different way in the Middle East and similar cultures where hospitality has to be demonstrated and accepted first of all, then a relationship of friendship and trust has to be developed. This in itself may take several encounters before anything of a business nature is even mentioned.

-- realising that the balance of work and social relationships can differ markedly between different cultures, In most European and North American companies, asking a new business contact about their spouse and family is usually seen as an expression of empathy, friendship and interest. In much of the Middle and Far Fast it can be interpreted as a deeply offensive intrusion into personal matters that has nothing to do with business relationships.

Ethical issues can present a particular problem. What is deemed corrupt, immoral or unethical in one culture, may be perfectly acceptable and the normal way of doing things in another. This is particularly the case with financial and business transactions in some countries where a "commission" is expected. In these countries, the "commission" is an ordinary part of the business transaction. For people coming from other cultures, however, it is frequently termed "bribery" and "corruption" and is condemned accordingly. Such circumstances present a special problem for major organisations that have, in a high profile way, adopted particular moral codes.

5. Knowledge of Languages

Language ability is important. The general feeling is that successful international managers should, in addition to their mother tongue, be able to speak English and at least one other language (for those managers who are native English speakers it should be English plus two others; the English they use should be "foreigner friendly" and not full of idioms, acronyms and "slang"). Ability to speak other languages does not mean being fluent in them for business purposes - English being the international language of business, it is most likely that it will be used. Rather, it is important to have some words of other languages to use socially, to express thanks, gratitude and admiration and above all to demonstrate that an effort has been made to move towards the culture of the host country. Similar investment should be put into learning the history, geography and other aspects of the country.

6. Information Technology Communication Skills

Given the growth and importance of the mobile, go anywhere type of international manager, high level IT skills are recognised as being important for general communication.

"Buy In" or "Grow Your Own"

There is much debate about whether managers possessing these global capabilities should be "bought in" or not. The conclusion seems to be that people within the organisation may well possess some of these skills already and that they should be identified. Thus, management development activity should concentrate on building on this base to develop them as international managers. In other words "grow your own".