Leading Internationally: There are not too many books about leading internationally and the majority of books on leadership are written by individuals with either an American or British background. Built into many of these books is an assumption that leadership is the same wherever the culture of those being led are located. While there is considerable overlap in what different geographic cultures regard as good leadership, when leading internationally you need to verify that your leadership style fits the cultural expectations of those you are leading.

Six Questions To Ask When Leading Internationally

There are often no clear cut answers on the type of culture to expect when leading internationally; however, you can adapt your leadership style as you become more aware of different cultural interpretations of leadership. The following six questions will help you to become more aware of the leadership style you should adopt when leading internationally.

Question One to Leading Internationally:
Which comes first – personal relationships or fairness?

In Anglo-Saxon cultures the fair application of universal rules, irrespective of the relationship you have with the individual, is regarded as creditable. However in other cultures the relationship you have with the individual is regarded as paramount. For example, in the culture you operate in, if a mother reported her criminal son to the police, would this be regarded as a positive or a negative thing? Which comes first, the rule or the relationship? What impact will that have on your leadership style?

Question Two to Leading Internationally:
Where are they looking – the future or the past?

American culture is generally very future orientated, while in other cultures like in the Middle East, the past has greater resonance. For leaders this is a key question, as a vision that resonates with past glories will have greater traction with a past-orientated culture. Your exhortations for a bright future need to be recognizable within the organization’s history.

Question Three to Leading Internationally:
How do they feel about risk – exciting or a threat?

Not all cultures feel the same way about risk. Many people are risk adverse, whatever the culture, but in some cultures, change as an opportunity is a hard sell as they are strongly risk adverse. As a leader, you need to understand their risk appetite and stress the continuity of the change (we are already doing it, we just need to do it a bit more) rather than the benefits of a new way of working.

Question Four to Leading Internationally:
How do they see relationships – open or localized?

This is a common challenge for expatriate managers – where do work relations end and private ones begin. Inviting your team to your house for a BBQ may go down well in some cultures but in many others this would be at best inappropriate or at worst sheer torture. Where do work relationships end? This issue includes calling people at home or at the weekend. This may be acceptable in one culture but an invasion of privacy in others.

Question Five to Leading Internationally: 
How do they see hierarchy – flat or with clear differentials?

Failing to understand the accepted culture can create difficulties for you as a leader. Some cultures do not discriminate between hierarchy – no special parking places, no separate lunch facilities. In others, there is a clear distinction. Breaking what is expected of you can lead to a loss of respect that is hard to undo. Demanding a different treatment in a non-hierarchical culture may result in tension. Similarly, being one of the team when you are expected to be separate may lose you respect. What is their approach to hierarchy?

Question Six to Leading Internationally:
Which do they prioritize – the individual or the group?

I once tried to bring in an individual bonus scheme into a culture which prioritized the group. However, everyone was given the same rating by the managers and therefore the same relative bonus. What is most important to your team? Individual recognition or the success of the team? This can affect numerous decisions including promotions, salary structure and public announcements of success. Many cultures are not comfortable with western-style individualism and the team can actively or passively undermine initiatives that do not prioritize the team.

Leading Internationally: Summary

Remember, there is no right answer with cultural questions, especially when leading internationally. Culture is merely “the way we do things round here.” However, the biggest driver for change is contact with other cultures (that means you!). Ask yourself these questions, or even better, discuss them openly with your team. Avoid generalizations based on nationality (what culture does a French manager with an MBA from the US working in Singapore have?) but base your understanding on observation and discussion. 99% of all cultural clashes can be resolved through discussion. Be open, observe, discuss and adapt your leadership style to the culture you are working in.

Lets keep the conversation flowing. What hints and advice do you have to leading internationally? Please leave a comment below.