Fresh from the HuffPo: Corruption, Democracy, and the Search for a Better World

Readable in its original version in the Huffington Post here or below:

Wal-Mart is making the headlines with the FCPA corruption case it faces in Mexico. But anyone who has been on the ground trying to close business in countries such as Mexico, India, China, Russia, Venezuela, Nigeria and so forth knows corruption is a way of life.

Corruption is so entrenched in countries of weak governance that citizens of those nations are fully applying their entrepreneurial spirit toward non-law abiding activities. As my Brazilian employer often reminded me, “If you can’t change something, you have no choice but to join in.”

On the other hand, we have plenty of people (mainly politicians, attorneys, and academics) who have high moral standards and strongly believe corruption is wrong and thus must be eradicated by all means. Corruption is wrong, and it indeed harms the poor the most. But what is debatable and giving great grief to any international business developer is how we go about making the world a better place — and especially the lack of cohesion and drive found throughout the West in making it a better place.

Recently I sat on the plane next to a businessman from France who told me that the advancement of his company in the Middle East is going very strong. He was very proud of their new office in Tunisia and how it serves as a platform for doing business throughout the region. When I asked him about bribery and corruption, he told me point blank that of course his company pays bribes. There is no way around it, he told me. The culture and the business environment demand it. In his eyes, his company has no choice; his directors are going with the flow and being respectful of the local culture. “Listen,” he told me, “we are not there to change the world; we are there to create and deliver energy to billions of people who need it to get out of poverty.”

This conversation with my fellow traveler made me want to know more about the dichotomy found across the globe with regard to economic development and the tolerance of corruption: Will a better world come from the advancement of democracy and the eradication of corruption, or will it come from providing access to potable water, electricity, and technology to people who otherwise could not be heard, even if we have to pay bribes to do so?

My question led me to a lecture at Portland State University where Dr. Larry Diamond, a leading contemporary scholar of democracy studies and a Sr. Fellow at Stanford’s Hoover Institution, confirmed that, in his view and based on his lifelong study of failed states, it is the institutional deficit — the fact that politics is perceived as a self-serving tool, a right to loot–that causes countless governments to failure every year. Education (knowing how to read and write and apply judgment), followed by civic education, is what gives people the mindset needed to elevate one’s country and go beyond personal gain. Once citizens understand the mechanics of politics and how democracy tends to open opportunities for all, countries tend to be on their merry way. (Another great take on this comes from the World Value Survey Cultural Maps.)

Until the planet embraces democracy, we’re still confronted with the same dilemma: Should we sell to countries that have a culture of corruption? Rob Salkowitz, in his book Young World Rising: How Youth, Technology, and Entrepreneurship Are Changing the World from the Bottom Up, describes how having access to the Internet is allowing the “Net Generation” from weak and failed states such as Paraguay, Peru, Zambia, Uganda, etc., to bypass the corrupts with their business ideas and directly link to the outside world in search of opportunities. Thanks to technology, reliance on international organizations such as the World Bank, the International Monetary Fund, and USAID — whose aid is too often funneled and pocketed by the elite who interact with the IGOs — is no longer necessary.

My experience living and working in Latin America makes me bet that the company that brought wireless technology to Paraguay has paid its fair share of bribes to the local authorities. And it’s a fact that this moral concession is now allowing millions of people to have access to the world and apply their entrepreneurial spirit to create better opportunities for themselves and their compatriots, making us wonder if providing access to technology might be quicker and more effective than waiting for democracy to take roots in certain parts of the world.

The dilemma persists: Should the foreign company that perhaps brought wireless technology to Paraguay resist the bribe and say no to the business, delaying Paraguayans access to global business opportunities; or should have they “gone with the flow,” like my French traveler’s employer does in search of the better good?

It is now obvious that my question is of an ethical nature and grounded in the cultural values of the person who will answer it. In the United States, a country that is often perceived by others as the “police” of the world, we don’t hesitate to place embargoes on nations that behave in a way that does not align with our vision. We also created the Foreign Corrupt Practices Act, the strongest anti-bribery act in the world.

Other countries, including Canada, European nations, and Australia, tend to be more reserved when it comes to sanctions. Their cultural values make them believe that changes come from within and that an imposed resistance from the outside to corruption does not accomplish much. To those players, economic development and access to technology is proving (and confirmed at least in China) that there might be some truth to that.

Posted in Africa, B.R.I.C. Countries, China, Foreign Corrupt Practices Act, Foreign manager, France, Global Mindset, India, International Business Practices, International business travel, International Sales, Latin America, Managing People | Leave a comment

Published in Training Magazine: Training: The Solution to the Expat Challenge

http://trainingmag.com/content/training-solution-expat-challenge

The single more important reason expatriate professionals fail is not even themselves: It is their families.

ARTICLE | FRI, 05/04/2012 – 00:00

By Valérie Berset-Price

To succeed internationally, companies often have to rely on expatriate professionals. Expatriates, or “expats,” embody the corporate culture of the company, representing a bridge between the headquarters in the United States and the foreign subsidiary. Sadly, up to 75 percent of U.S. expat assignments fail, according to “Carry a Chicken in Your Lap or Whatever It Takes to Globalize Your Business,” by William Ayres and Bruce Alan Johnson.

Unfortunately, expatriates too often are selected for their technical skills and seldom for their ability to adapt to the host country. U.S. managers focus on the bottom line, see time as a commodity, and gauge efficiency by productivity. Those concepts are typical of the U.S. work culture, but not of many others. The Chinese look at “quanxi” (connections) as more important than money in the bank. Spending time nurturing relationships is thus an essential part of doing business in China.

Without cross-cultural training, U.S. managers on international assignments might pass judgment on the other culture, not understanding that the way the host culture behaves is attuned to what local businesspeople expect.

I met a woman who told me that she had tried to teach English in Seoul, but found the South Korean people to be mean-spirited and disdainful of Caucasians. When I asked her to give me some examples, she revealed how a South Korean colleague visited her apartment and accidentally broke a beloved vase. The colleague started laughing instead of apologizing. The English teacher was so upset by her colleague’s reaction that she kicked her out. Obviously, she had received no cultural training prior to her ESL teaching assignment or she would have known that laughing in many Asian cultures is a sign of embarrassment, not amusement. As a result of many misinterpreted cultural reactions, the ESL teacher felt ostracized and requested to end her contract early.

The truth: Not everybody has what it takes to be a successful and productive expat. Even with the right candidate, everyone needs training. But the single more important reason expats fail is not even themselves: It is their families.

While the idea of moving to a foreign country may appear romantic to some expat spouses, few people have the innate stamina to fully adapt to the host country. Moving to a foreign country is tedious. Embracing new cultural values, learning a new language, making new friends, adapting to a different climate and gastronomy all require a considerable effort that often is underestimated by expats and their spouses, and that is directly reflected in the level of failure U.S. companies experience throughout the world.

When Jane accepted her husband entering the growing international pool of potential expatriates at his company, she was excited. She envisioned her family living in Rome, London, or Paris. A year later, when Jack was offered a position in Bangalore, India, Jane refused to go. It took lots of convincing on Jack’s part for Jane to finally agree, but their five-year assignment ended after 13 months because Jane had given up. Moving Jack’s household to Bangalore and back cost the company a fortune. I believe the absence of training for Jack’s family was a significant factor in these failures.

On the other hand, Michelle’s husband was assigned to Seoul, South Korea. With twin toddlers in tow, it made for an intimidating move. Michelle, a world traveler, was excited, but she also had lots of apprehension. Moving with children was something they had never done. She decided to request cultural training from the employer, which granted it.

The training Michelle and her family received had an immediate payoff. Michelle was able to remain calm and controlled upon landing at the airport while locals grabbed her blond, blue-eyed children to show them to their Korean relatives. The children were photographed and given candies while the parents watched, amused. Without cultural training, Michelle confessed she would have been all BUT amused. She would have panicked and probably requested the next flight back to the States. Informed, she knew her toddlers would be a huge attraction, and she had been made aware that the risk of being kidnapped or poisoned was close to non-existent. Michelle and her family loved living in South Korea and are eagerly awaiting their next international assignment.

While it may not appear worthwhile to invest in cross-cultural training to executives who have never experienced culture shock, these examples show the difference it makes.

Here’s an example of a training module for expatriate adaptation:

Assess participants’ own Cultural DNA with regard to the different cultural dimensions(based on the work of Geert Hofstede and Solomon & Schell):

  • Egalitarian vs. hierarchical
  • Group vs. individual focus
  • Relation or transaction oriented
  • Direct or indirect communication style
  • Time orientation: linear or circular
  • Change tolerance: easy or difficult
  • Motivation/work-life balance

Expose participants to the model of “Cultural Sensitivity” of Milton Bennet (ethnocentrism vs. ethnorelativism):

  • Denial of difference
  • Defense against difference
  • Minimization of differences
  • Acceptance of differences
  • Adaptation to differences
  • Integration of differences

Learn about ways to build trust in the host culture:

  • Focus on intention instead of behavior

Seek partnership from a multicultural point of view:

  • Encourage dialog and kaleidoscopic vision of a situation

Learn about the precise culture of the host country:

Example of cross-cultural training for expatriate moving to South Korea:

  • Values: Confucius and how his doctrine influenced the Korean culture.
  • History: The many invasions Koreans endured and its complicated relationships with China and Japan.
  • Geopolitics: North Korea and the pitfalls to avoid when talking to Koreans.
  • Gastronomy and the concept of “home”: Food and its meaning, home invitation.
  • Language: What to know before you go, and where to take classes once in Seoul.
  • Medical care: The protocol of hospitals and pediatricians, the role of herbal medicine in Korean culture
  • Education: What to expect of international and foreign schools.
  • The expat community: Your choices on where to live, play, and make friends.
  • Travel: Korea by train or air with young (blond) children; what to see in the region.
  • Family support: How to hire a nanny and home staff.
  • A reading list of Korean and foreign writers who recount experiences of daily life.
Posted in Cross-Cultural Communication, Cross-Cultural Friendship, Cultural Intelligence, Cultural Wisdom, Distance Privacy, Foreign manager, Global Mindset, International Business Practices, International business travel, Korea, Managing People, Religion | Leave a comment

Fresh from the HuffPo: “Borders Frequented by Trade Seldom Need Soldiers”

Here is my latest blog, published a few minutes ago in the Huffington Post, in its original version or please see below:

It is true that when it comes to international business and cultural intelligence, I specialize in pointing out what our nation tends to do wrong. Today will be different, ladies and gentlemen. Today, we will take a ride on the positive side of things because I was fed a lot of hope last week while attending “ACCESS 2012: Africa, Middle East and South East Asia,” a yearly conference organized by the U.S. Commercial Services on business opportunities spotted around the world and hosted this year on the campus of Thunderbird School of Global Management (SGM), a vanguard international management institution.

So what made the conference so different this year? Enthusiasm, passion, and the proof, in Thunderbird SGM, that we have great resources and leaders to teach us how to act and behave in a way that engenders true partnership throughout the world.

Former Ambassador Charles Ford, now acting director general for the U.S. & Foreign Commercial Services, was one of the keynote speakers at the conference, and his delivery embodied the determination of the Obama administration in doubling our nation’s export within five years. His words reminded us that there is more to trade than money, echoing William Schurz’s powerful words that “Borders frequented by trade seldom need soldiers.”

Two panelists, Heather Byrnes from the U.S. Embassy in Ghana, and Lincoln Dahl from African Energy, come to mind when analyzing what we do right in terms of international endeavors. Byrnes loves Ghana, and her passion for this western African nation is contagious. She sees lots of business opportunities there, and her illustrated descriptions of the place ignited the audience, making us want to find reasons to travel to and do business in Ghana.

As to Dahl — a graduate of Thunderbird SGM and a former commercial officer — Africa is his whole life. While living in Zambia during his foreign service assignment, he realized that most Africans solely relied on generators and that most had trouble maintaining their access to power.

This gave him the idea that wind and solar equipment manufacturers should export their products to Africa. He contacted several Western manufacturers, providing them with hot leads and advice on how to do business throughout the continent. He quickly realized that nobody had interest in doing business in sub-Saharan Africa. Companies assumed they would never get paid and that the market Dahl described could not afford their products. Disappointed but not defeated, Dahl decided to import those products to Africa himself, creating in the process his own import company.

What is fantastic about Dahl is that he is one of the few U.S. nationals I have ever met who really understands Africa. While on the panel, he told us about the numerous business opportunities that exist in Nigeria and how thinking out of the box with regard to payment and delivery terms made him a millionaire.

Dahl is an exception in our country and a role model we must emulate. His time on the continent made him resilient, flexible, and patient while being quick on his feet. He understood many years ago that Africa can deliver if you learn how to adapt to its pace and know how to rely on the power of relationships.

Dahl is a generous human being who is determined to make a difference in the region while having found a source of income for him and his local staff. And it is that genuine investment in the region he serves and his love for the African population that resonate with his audience. He is invested in Africa for the right reasons, and he is in it for the long run. Dahl told me afterwards that he does not sell his devices anywhere other than Africa because he knows he might get addicted to the ease of serving other regions, which could distract him from his main cause.

Dahl’s disposition toward partnership in business and wanting to make the world a better place is quite typical of a Thunderbird graduate, which I learned while sitting down with Dr. Angél Cabrera, president for a few more hours of Thunderbird SGM at the time of our discussion. Managing with ethics — thus putting personal gain aside, resisting corruption, and the exploitation of the weak — are priorities to Cabrera, who even came up with an oath that Thunderbird’s students recite at graduation.

Cabrera, a native of Spain and an impressive polyglot, is a true globalist. As such, he disagrees with Thomas Friedman’s assumption that the world is flat. To him, the world is round, beautiful, and complex; managing amid such complexity requires a global mindset and the ability to lead with cultural intelligence.

Listening to Cabrera is inspiring. His soft and subtle Spanish accent renders his talk on internationalization even more real, but what makes him a great global leader is his ability to connect with people and motivate them into action. He is genuine, kind, and engaging. I have ordered the book he and his colleague, Dr. Gregory Unruh, just released a few days ago (Being Global: How to Think, Act, and Lead in a Transformed World), and I am eager to read it. I normally don’t like to be told how to do anything, but I suspect that Cabrera, a man who has been voted one of the most influential global thought leaders of our time, has a few things of importance to share with us as we forge forward into a century that is not always easy to grasp.

Posted in Africa, Cross-Cultural Communication, Cultural Intelligence, Cultural Wisdom, Foreign Corrupt Practices Act, Foreign manager, Global Mindset, International Business Practices, International business travel, International Education, International Marketing, International Sales, Managing People | Leave a comment

Fresh from the HuffPo: Have You Witnessed the Change?

Visible in its original version in the Huffington Post at this link or below:

On April 16, the Danish newspaper Jyllands-Possten announced that two Chinese competitors have considered Vestas, a large wind turbine manufacturer headquartered in Sweden, for acquisition. Upon reception of the news, Vestas’ shares, listed on the NASDAQ, rose by 9.3%.

A few minutes earlier, Alan Weiss, a consulting guru, sent his “Monday Morning Memo” to his tribe, informing them that “For most of the entire post-World War II period, there have been thee points of economic alliance: Japan, Europe, and the U.S. That is now clearly changing for the first time in a half-century to an emerging six points, with the addition of China, Brazil, and India.”

What is of interest here to note is that for the first time ever, investors have more confidence in a Chinese-owned company than in a European one, which truly puts in perspective how much things have changed in our world economy.

The truth of the matter is that most U.S. businesses have still not adjusted to that switch of paradigms. Countless industries still hope things will go back to the way they were 20 years ago, dismissing the surge of new economic powers such as those found in the B.R.I.C. countries. Countless business leaders refuse to acknowledge that those new economic powers are here to stay and rule and that their leadership style must adapt.

For many, it all came into perspective last October when Nicholas Sarkosy, President of France, asked China for economic assistance to resolve the euro area’s debt crisis. For some it seemed only fair to ask for help, as Europe generously provided assistance to many countries in need throughout the world for countless years. To others it was admitting defeat and silently acquiescing that the transfer of power had indeed taken place. People were not ready for that. It was too soon. They were still finding comfort in denial.

This same denial also exists within the International Monetary Fund. As elections to elect its new boss approach, many world economists concur that it is time for countries others than Europe and the United States to head the IMF. Over its 65 years of existence, the organization has been led by 11 Western European bosses, with the U.S. systematically hosting the second-highest post in command.

Economist Liam Halligan makes a great case against another Westerner heading the IMF in his column in The Telegraph: “After all, the emerging markets now account for four-fifths of the world’s population and almost half of global GDP. Since 2008, they have also commanded a higher share of world trade than the West. After years of economic out-performance, these countries now have around three-quarters of the world’s currency reserves and, in stark contrast to debt-mired Western countries, generally boast healthy sovereign balance sheets.”

This being said, the election date is June 10, 2012, and the French finance minister, Christine Lagarde, is very well positioned to inherit the post against Mexican Central Banker Agustin Carstens.  The transfer of power is imminent, but we keep delaying it because the West keeps hoping for a miracle to take place.

To me, what all this says is that the West needs to adjust its paradigms and learn to play with the rest of the world: no longer in a relationship that is hierarchical and where the West is on top, but rather equilateral where powers between East and West, South and North are fairly shared.

This apprenticeship should not only take place at the government level but also at the level of the business community. This assumption that the West owns the key to success is passé. It is time to realize that we have lots to learn and will only succeed as a group by accepting the way others conduct business. We must resign ourselves to the fact that their method might be as successful as ours.

We also have to mourn the fact that doing business under moral criteria, such as embargo on countries that do not respect human rights or penalties on countries that do not respect environmental mandates, is also part of the past. China is the economic super power that has not embraced democracy and for whom moral values that are dear to the West are not part of the agenda. Looking at the development and investment China has in certain African nations that are still ruled by despots, one quickly realizes that the moral side of the equation is of little importance to those new powers. They don’t have time for that; they must snatch whatever is left to ensure their own growth, and they can’t get bogged down by anything that is not primordial to their economic success.

Adjusting is hard. Nobody likes change. But the ones who admit that the time to ponder over our options is long gone will be the ones who will partake to this new world economy. It’s time to move on and make do with the cards we dealt ourselves.

Posted in B.R.I.C. Countries, China, Cultural Intelligence, France, Global Mindset, India, International Business Practices, Latin America | Leave a comment

Published in Training Magazine: Training for International Travel

Training employees on cross-cultural paradigms has become of utmost importance to successful business dealings.

By Valérie Berset-Price

According to The Economist Intelligence Unit(Global Firm in 2020: The Next Decade of Change for Organizations and Workers), the next 15 years will be paved with serious challenges for American organizations as they enter the global arena to sustain their growth. Those challenges lie within cultural values that differ from one country to the next, quality standards that are not interpreted equally throughout the world, and the use of different languages to communicate.

While the ideal person a company would send on an international business trip would have an international background and display the necessary traits described in my previous article (“The Global Mindset,”http://trainingmag.com/article/global-mindset), not all companies have access to such expertise. Most U.S. mid-size companies may have employees who have never traveled abroad (only 37% of Americans own a passport) and who have had little exposure to the world. How do we train such employees to be the global ambassadors every company needs?

Setting the stage and psychologically preparing people for what they will see, how people around them may behave, and the type of behaviors they should personally embrace has a deep impact on preserving the efficiency of employees abroad. Consider this scenario: Carol, a young, talented communications professional was tapped to represent her marketing company at an international symposium in Cairo. Her directives seemed simple: Mingle with your international peers and bring back some new and fresh ideas that will be discussed in the forum by presenters from around the world.

Carol was flattered to have been chosen for this international assignment. However, she had no previous international experience and no idea what to expect while in Cairo. She felt out of place the entire week. She could not understand why men—who made up most of the attendees—would avoid her gaze and refuse to shake her hand. Moreover, she felt sick during the entire week, and could not attend many conference presentations. Carol lost confidence and retreated to her hotel room, where she watched American movies while nursing her upset stomach. Her trip cost her company close to $12,000, and no return ever came out of that investment.

While Carol’s story may sound extreme, many American employees can relate to her discomfort. What could her employer have done to make Carol more efficient in this setting? Professional cross-cultural training would have provided Carol with the following knowledge:

  1. Local history and customs: Knowing them has business value—when people are uncomfortable, they are not able to open up and relate to locals. Carol would have learned about Egypt’s cultural mores and would have been prepared for the disparity she witnessed while traveling throughout Cairo, avoiding thus a disorienting culture shock. A good cross-cultural class, in addition to emphasizing business culture, shows images of the city where people will go. A map of the city is displayed so people have a sense of where they will be, how big the city is, how the public transportation functions, and practical but “foreign” practices.
  2. Communication: Arabic is the spoken language of Egypt, followed by French. Armed with a few basic sentences and a mini-phrase book Carol would have shown Egyptians that she genuinely desired to communicate with them. Most cultures will respond positively when they see someone making an effort to communicate with them in their native language.
  3. Gastronomy: Cairo is a cosmopolitan city where many cuisines can be found. The local cuisine, however, is Arabic and not what most Americans stomachs can easily adapt to.
  4.  Greetings: Carol would have learned that in the Muslim world a woman should not extend her hand, look a man in the eyes, or greet him with a warm and engaging smile. All three behaviors could be misinterpreted as sexual advances. Instead, a woman would look down or away in his presence. Having been groomed on what to expect, Carol would have learned to anticipate men’s possible behaviors, as well as other unwelcome behaviors (such as crossing one’s leg to reveal one’s sole) and not feel rejected.
  5. Jetlag preparation: Carol would have learned about the 24 time zones that form the world and how jetlag affects the international traveler. She would have learned to adjust her watch to the host country as she stepped onto the plane, preparing her brain while in-flight to a different eating and sleeping schedule. She would have traveled to Cairo a couple of days ahead of the conference to adjust to her jetlag and also to familiarize herself with her new environment.
  6. Attire: The class would have taught Carol what to pack to attend a business function as a woman in a Muslim country. As such, she should have packed mid-calf-length skirts, long-sleeved blouses/jackets, and a scarf in her purse to drape over her hair when stepping outside of her hotel. In short, nothing fitted and revealing.
  7. Advance networking: Carol would have learned in her class to check with the conference organizers to ask if she could be put in contact with other women who might be traveling alone to attend the conference. Together, they could have visited Cairo to familiarize themselves with the area and its culture.

Training employees on cross-cultural paradigms has become of utmost importance to successful business dealings. Even for people who will never have to travel, the world often is present intruding through videoconferencing. It is, thus, essential to adequately equip your teams with the cross-cultural tools the 21st century requires.

Posted in Cross-Cultural Communication, Cultural Intelligence, Cultural Wisdom, Dining Protocol, Foreign manager, Global Mindset, Image Culture, International Business Practices, International business travel, Managing People, Religion, Religion and alcohol, Time Management | Tagged , , , , , , , | Leave a comment

Is Our Weak Economy Bringing Back Nepotism?

During my childhood, which took place in the French-speaking part of Switzerland, I often heard of sons replacing their fathers in their professional roles at work; of friends being hired to complete an engineering team; of daughters-in-law getting trained to do the accounting within the company.

Having worked all over the world, I can attest that hiring qualified friends and family members is the way to go in most cultures. In Europe, Asia, Latin America, Africa, and Australia, recommending a friend or family member for a position implicitly means the person has already been vetted to demonstrate the same type of values as the person who is recommending him. A family member has similar interests regarding success as the person recommending her, as in most cultures, people care more about the well-being of the group (the family) than the individual (the self). And because friends and family members are under the scrutiny of the group at all times, hiring within one’s network guarantees the person will perform and do his best to make the group successful.

I was never made aware, until I came to the United States, that hiring friends and family had a name: a bad name, moreover. Here, and especially within large companies, that bad name is “nepotism.” A friend of mine used the term apologetically a few years ago when explaining to me that the fact that we were friends would not make me a good candidate for a consulting mandate her company posted. Her company has a strong “nepotism policy” in place; and even though I was the most qualified professional for the job, our relationship — which she felt had to be disclosed — would disqualify me. Friendship had for the first time become my competitor instead of my ally.

In North America, where the culture is strongly centered around the individual (with the exception of Québec) there is an aversion to nepotism, to the point where strong policies have been put in place at many corporations. That uniquely negative view towards friends and family in professional settings made me curious. I decided to learn more about the reasons behind this cautious stance.

The fact that Québec is the exception in North America was my first clue. It had to do with religion. English-speaking Canada is Protestant; Québec is Catholic. Sub-groups of Protestantism form the religious majority in the United States. Nepotism must have its roots in the Catholic Church and, as my research confirmed, in the Vatican and the Popes.

The etymology of the word “nepotism” pointed me in the direction of the “nephew” in Italian: il nipote. My research into papal matters and the role the nephews of the Popes played in the equation led me to a delightful book called Mistress of the Vatican by Eleanor Herman. According to Herman, Popes worked their way up through the clergy often coming from very humble backgrounds (Adrian VI’s father was a carpenter, while Pius V tended sheep before joining the clergy).

Because Rome in the Middle Age was such a dangerous place to live, the newly elected Pope would appoint his nephew (suo nipote) as his right arm and protector. Also, because most elected Popes were old, the Prince of the Church had only a few years to elevate his entire family to a level of recognized nobility. While sharing wealth was considered a Christian gesture, the way Popes did it — pillaging the Vatican’s coffers and increasing taxes on the poor to support their family’s ascension — was strongly condemned by the people.

It is no surprise that Martin Luther could convince his followers that the Body of Tradition (the different doctrines the Vatican created to justify its presence and power) was wrong. That is also where the concept of nepotism could be traced as officially getting a bad rep because it was associated with the abuse of power of the Catholic Church Luther trumpeted right and left.

North America, a continent inhabited early on by a vast number of people who had been religiously persecuted by the Catholic Church, saw these immigrants bring with them some resentment and strong dislike toward anything the Vatican did. Nepotism is one of them; and it is the reason, in my estimation, that the stigma around hiring friends and family still resonates so deeply within certain U.S. organizations.

This being said, I’ve heard that “hip” companies like Zappos and Google encourage their employees to date one another and seem to favor hiring within a tight network of people who get along with one another — people who respect each other as much outside of work as at work.

Globalization and the fact that talents may be sourced the world over, to not mention high youth unemployment, seems to have made U.S. nationals more aware of the need for inner professional support for friends and family.

All of this makes me wonder if the uncertain economical times we experience at home might be telling signs that there might be a place for il nipote in our culture after all.

Posted in Cross-Cultural Communication, Cross-Cultural Friendship, Cultural Intelligence, Cultural Wisdom, Foreign manager, Global Mindset, International Business Practices, Managing People, Nepotism, Religion | 4 Comments

Published in Training Magazine Yesterday: The Global Mindset

For those of you interested in reading the trilogy of articles I submitted to Training Magazine, here is the link to the first one; published yesterday: http://www.trainingmag.com/article/global-mindset

Or read the full article below:

The Global Mindset

Six components of a solid training regimen that highlights the basic needed perspective modifications for international success.
ARTICLE | MON, 03/26/2012 – 00:00

By Valerie Berset-Price

Based on recent articles published in The Economist (The Future of Jobs, September 10, 2011), the professional skills needed for tomorrow are no longer technical. Algorithms soon will replace the need for engineers, mathematicians, and financiers. But what computers will never replace is the ability to facilitate dialog across cultures. Developing a global mindset and leading with cultural intelligence are two phrases that are used more and more often by management teams, and that can be defined as making oneself understood where cultural differences are at play.

Professionals who lived abroad for several years have learned to develop a global mindset the hard way, often experiencing painful failures, being forced to re-evaluate the way they approach foreign markets. While there is merit in learning the hard way, failure can have a steep price tag and a demoralizing effect. Training employees and giving them the tools needed to develop the global mindset needed to succeed prior to engaging in international endeavors is by far the most effective way to conduct international business and retain employees.

To reuse the analogy coined by David Livermore, author of “The Cultural Intelligence Difference,” culture should be experienced as when driving on the left side of the road for the first time: with acute attention, with cell phone and the radio off. While too many American companies tend to conduct international business while on cruise control, leading to major misunderstandings that translate into lost business and career opportunities, investing in developing a global mindset is, without a doubt, the highway to success.

So how should one train to develop a global mindset? Here are a few components of a solid training regimen that highlights the basic needed perspective modifications for international success:

  1. Define your own cultural DNA: Learn what you are made of and what your cultural inclination is as far as time management; team playing vs. individualism; relationship vs. business driven transactions; separation between professional life and personal life; equality vs. hierarchical layers. By being effectively trained on how culture influences behaviors, Karen, a trained HR director at a global company in Santa Clara, CA, is able to motivate her French employees in reaching higher professional accomplishments by presenting them with something aligned with their cultural values: added vacation time rather than just a wage and bonus increase, which would be more appealing to most Americans.
  2. Recognize that speaking English fluently may not mean non-Americans embrace and respect American cultural values. Don’t assume that people understand what you mean and understand your context for professional behavior. Take how language shapes culture, for example, in the degree of irony and sarcasm and the type of metaphors Americans use. Training allows people who have never had access to learning a foreign language or the opportunity to live abroad to develop the capacity to see their own speech patterns through the eyes of a non-native English speaker. Prior to training, James constantly used sports analogies in speaking to international colleagues. James would say to Ingrid from Karlsbad, Austria, that he expected her to “go the full nine yards on this project.” But Ingrid counts in the metric system and, thus, does not know what a yard is; she is also unaware of American football rules. She never understood that her boss expected her to engage fully in that project and treated it as a regular one, giving it a less-than-high priority for too long. Taking a class that highlighted cross-cultural communication pitfalls and how sports analogies can get in the way of clear comprehension between people helped James realize he immediately should remove sports analogies from his speech.
  3. Expect the difference and learn how to compromise: Jennifer felt highly offended when interviewing Goce for a job opening in Macedonia. He kept interrupting her and even finishing her sentences for her. She assumed Goce was sexist toward a female manager and decided to not hire him. Had she received adequate cross-cultural training, she would have had the capacity to step away from her irritation and realize that Goce’s speech pattern is typical of males and females in Mediterranean countries and should not be interpreted as disrespectful of her. She would have been able to see him as the ideal candidate to develop that region, positioning her company for success.
  4. Think on global terms: An international team does not always operate on Los Angeles time. It takes turns in experiencing the pain of working within the 24 time zones we have throughout the world by moving the noon conference call from one location to the next. Noon in Bangalore one week, noon in Buenos Aires one week, etc. Training gives you the tactical tools to be productive and welcome globally, and avoid leaving the impression that you put Americans’ needs first. It helps you create plans and programs that are culturally aware and relevant, including with basic things such as when to host conference calls.
  5. Treat people’s cultural values with respect: It is regarded as naïve and unseasoned by foreigners, who take deep pride in the antiquity of their cultures and what they have given civilization, to have their perspective disregarded. In fact, in today’s global village, their point of view is as important as what has been empirically proven in a company laboratory or approved by an American Ph.D. holder running the company. Training provides the awareness that many cultures have preferences for solutions or remedies that are based on different beliefs and experiences That awareness make foreigners feel valued and respected as whole contributors to the company instead of employees who are solely technically competent or, even worse, affordable labor.
  6. Learn your history: Some countries have a troubled past—genocide, violence against women, disappearance of people, labor camps, personal or family histories marked by wars, economic collapse, and political extremism. Had the marketing team of the GAP been trained on leading with cultural intelligence, they would have realized that 1969 was not a year to link to a Chinese marketing campaign that plastered Shanghai with billboards. They would have been made aware that any marketing efforts start with some thorough fact checking and a campaign that translates appropriately from one culture to another.

The biggest challenge domestic companies encounter with regard to leading their operation with cultural intelligence is that few managers are innately aware of the components and subtleties of cross-cultural communication. Thus, it is only by being proactive and exposing employees and executives alike to cultural intelligence training that the internationalization of companies will take place.

In my next article posting April 12, I will talk about how a global mindset prepares you for your first international business trip.

Posted in Cross-Cultural Communication, Cultural Intelligence, Cultural Wisdom, Foreign manager, Global Mindset, International Business Practices, International Marketing, International Sales, Managing People | Tagged | Leave a comment