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How to Build Strategic International Relationships
Just learning how to shake hands doesn’t make you culturally
aware. A few learned copy-cat mannerisms and a couple opening
lines will not put the global executive into the good graces of
their regional leaders. It used to be fine, considering the small
amount of time that leaders spent abroad. But more and more, as
we see top-level local management strategies that have transparent
relationships with each other for alignment and success, building
relationships that are strong and solid are absolutely essential
in today’s highly competitive marketplace.
In Japan, during the 1980’s boom years, foreigners were falling
over each other to grab some of the success that Japanese businesses
had created. Many managers learned a little bit of the language,
how to eat soup, etc., but they missed a great opportunity to
build real bonds. Unfortunately, those bonds could have also helped
the Japanese businesses during the ‘90’s.
Today, we are in the midst of a series of dynamics such as, rising
new economies, immediate access to customers and speed decision
making, so creating and nurturing long lasting connections is
a must. Maya Hu-Chan of the Global Leadership Development Center
so correctly states, ‘In my work with multinational corporations,
my global clients have often pointed out that building partnerships
is one of the most important competencies for global leaders of
the future’.
To develop powerful partnerships and prevent problematic situations,
integrate these five pieces of advice.
· Have a real interest in other cultures and learn about
them through food, the arts and music, literature and the areas
that give uniqueness to their place the human experience.
· Build partnerships wherever you go with ease. You never
force a friendship. You develop it. Become an open access point
of assistance to your host reports, superiors and especially those
horizontally. Encourage others to do the same.
· Listen, Listen, Listen! This may be one of the great
challenges for human beings, but it is an essential skill for
trust. Don’t just listen with your ears, but apprehend the individual
with all of your faculties. Go beyond their special behaviors
and reach for what they are trying to communicate.
· Never be patronizing. This may be very difficult for
some cultures that have been taught they are the best. Be careful
not to appear paternal or on a higher level than other people.
Also pay close attention to how you phrase comments about their
culture. This is also true for spouses of expatriates.
· Get out of your shell. The higher you go up in an organization,
the more insulated you become. Mingle with different people with
different interests and you will be well prepared to meet the
exciting challenges of interacting with all types of personalities
from all over the world.
By putting these five points into action will give you a basis
for working in all environments and with all cultures. Of course,
each culture has unique aspects that give them their own perspectives
on business and life, and we are all unique individuals with unique
behaviors, but having a real sense of how we can make deeper connections
profoundly helps us move forward together.
by John Astor
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