A Tale of Two German CEOs: The Simple Step that Can Make or Break Cross-Cultural Management

Although the saying, “opposites attract,” may be true in some cases, most of the friends you have probably have similar traits or interests to yourself.

A similar background.

Similar values.

The same language.

The same culture.

Because we like “sameness” in our friendships, expats and international managers might find it difficult to forge hearty relationships with those of other cultures.

In fact, they may fall into one of the three categories of expats who stick to themselves.

Our preference for sameness is due to our favoring the familiar over the unfamiliar, the known over the unknown, and comfort over discomfort.

We tend toward sameness because it reduces potential friction or conflict.

Initiating a friendship with someone from a different cultural background, therefore, can seem like a hurdle. And maintaining one looks more like an obstacle course. 

However, in a cross-cultural environment, as an expat or foreign manager, one must be able to bridge the divide, overriding these initial levels of discomfort in order to build and maintain friendships with people of other cultures.

CEO Hans

Let’s revisit our favorite German CEO, Hans.

Hans relocated to Switzerland to become the CEO of a major Swiss company that belonged to a German group.

Only, Hans fell short: he had no interest in integration.

Not only did he not wish to culturally integrate, but he had no desire to become part of the local business community either.

His goal was to build his career in Germany.

His disinterest in getting to know people and detachment from the culture was blindingly apparent to his Swiss employees.

Instead of coming together cohesively, the company unraveled.

Cut to a few years later. It became apparent that Hans was floundering in Switzerland. So the German group acted accordingly.

Enter, Karl.

CEO Karl

Karl was sent to take Hans’ place.

This German CEO immediately set out to make local friends in Zurich. He demonstrated a true interest in Swiss culture and cultivated a local network of business contacts and personal friends.

As a result, the environment of the company shifted dramatically. The atmosphere was no longer terse or tense, and the employees felt more engaged with each other, their boss, and their work.

Karl understood that in order for businesses to succeed, a common business culture must be built.

And that started with him.

He had to lay the foundation upon which to build, and he did this by taking action, encouraging demonstrations of respect and understanding across cultures – and throughout the company.

Mid-level and senior management worked together much more fluidly – all because Karl chose to take this fairly simple step of showing his openness to the new culture and to new friendships.

While not everyone is a people-person like Karl, fortunately, there are strategies to help you build and maintain cross-cultural friendships, no matter your personality type.

We’ll discuss these strategies in the coming weeks.

Adapting: The Second Step in Cross-Cultural Management

Over the last few weeks, we’ve laid out the first step of cross-cultural management: acceptance.

Accepting another’s culture, values, and norms as different than your own, while foregoing judgment, accepting ambiguity, tolerating actively, and explaining yourself is the best way to get your toes wet in a new culture.

But we have yet to talk about wading into the shallows of the culture in the form of adapting.

If you dig in your heels at acceptance, then your degree of cross-cultural integration is limited. 

Doing so will certainly help you blend into your host culture, particularly as a manager;  however, at some point, you will find that you must adapt to some aspects of the new culture, or you’ll be forever an outsider.

As the German manager did in his Swiss company, taking your integration a step further by altering your behavior will make the culture accept you.

This is called adapting.

Adapting

First of all, how is adapting different than adopting?

Adapting involves changing your behavior but not your values.

For instance, you are being hosted by a country that bows in greeting as opposed to shaking hands.

As a courtesy, you adapt to this behavior. You bow.

But no doubt, your values haven’t changed; shaking hands is still your preferred greeting based upon your values.

Working across cultures, you might choose to accept and adapt those behaviors whose values are valid and do not impose on your own.

After all, a change in values involves a significant life-altering transformation. More often than not, that takes time.

While such a transformation may come, depending upon how long you remain in your host country and how impacted you are by their culture, until that impact happens, small adaptions will show your hosts that you respect their culture and are making an attempt to integrate where you can.

Cost/Value

The bottom line when deciding what to adapt to and what to simply accept is drawn by the personal cost to you versus the value behavioral changes may add to your life in this new culture and your success as a manager.

Does adhering to the culture’s dress code come at a significant cost to you? Does the value of “fitting in” outweigh whatever cost that may be?

Those values and norms which are not in direct contradiction to your own culture’s should be easy enough to adapt and should be what you actively implement first.

Although the behavior may feel unfamiliar (greeting your French colleague by a kiss on both cheeks, for instance), after normal processing, such behaviors will feel more or less natural.

In fact, give it time, and you may not even notice you’ve adapted to another culture.

Next week, we’ll discuss the type of adaptions that you will notice and how to get over that discomfort. Stay tuned.