Luiza/multinational businessmen
By Inga Arianna Bielinska
Executive coach, trainer, writer, Inga Arianna Bielinska
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One might think that it is strange that in the modern world, where businesses are becoming more global and less limited by boundaries, regional factors such as personal connections, laws, and 'the way we make business here' still play a big role in how organizations behave. In fact, as the world becomes more global, these local distinctive features stand out even more.
Take Jordan, a director of operations for Eastern European markets, who is increasingly frustrated. He keeps repeating the same mantra at every leadership meeting: "The key to success is balance. The balance between international trends and their application in our local contexts. Each country has its unique culture and business practices. Please, we need to adapt to them." Yet, his team of managers struggles to find such equilibrium. They either strictly follow global practices, ignore local needs, or exaggerate specific circumstances, making it hard to incorporate global policies.
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Nowadays, organizations have roots in both their micro areas and the wider macro arena. To really understand what's going on in a company and truly develop a team so it is successful, leaders need to consider both these local and global aspects and coach team members to do the same.
Coach them, empower them, and encourage them to act on both levels. However, the idea of perfectly balancing global trends with local nuances often seems to be more idealistic than practical. It requires a deep understanding of trends and local execution and choosing what to do in a particular situation. Let's look at some practical strategies for leaders to help their managers navigate this complex business landscape.
Strategy 1: Internal Mentoring Programs With Global-Local Experts
One alternative is to establish mentorship programs on a global scale in your organization. Consider pairing managers with executives who have expertise in both global and local trade. These seasoned mentors can share wisdom as well as tips and tricks on handling international complexities and even offer guidance on succeeding in local contexts.
At the same time, the strategy of mentorship and hands-on international experience relies heavily on the quality of mentors and the nature of their skills. There's a risk of inconsistency in how these strategies are executed across different regions or teams. That is why such programs need close supervision to make sure that time investment on both sides bears fruit.
Strategy 2: Applied International Experience
Because nothing compares to real-world exposure, seriously consider offering your team opportunities like short-term international assignments, involvement in global projects, or collaboration with multinational teams. Such experiences are critical for gaining a firsthand understanding of global operations and appreciating local nuances.
Not all organizations, however, may have the capacity to support such initiatives. On the other hand, if they do have the capacity, it is good to remember that international assignments can be demanding and may disrupt the personal lives of employees. Working in unusual time zones could affect their work-life balance and might potentially lead to burnout or dissatisfaction. Therefore, make sure that you respect individual employee preferences and circumstances. Allow them to opt in or out of any optional initiative depending on their current life situation.
Strategy 3: Cross-Cultural Training and Education
Even if your organization has currently no resources or opportunities to send your employees for short-term international assignments, you might want to invest in their development. For example, stock your company library with books on the topics of cross-cultural communication and global business etiquette. Give access to e-learning modules on various cultures and market dynamics to facilitate self-paced learning. Consider inviting experts or guest speakers from different cultural backgrounds to share insights and experiences.
Even though it seems to be affordable, there are potential loopholes in this approach. Relying mainly on books and e-learning for cross-cultural training is less effective than immersive, interactive experiences. Knowing that time availability is usually the weakest link in initiatives like that, ensure that employees are motivated to engage because they will always choose day-to-day operational activities over nice-to-have learning. Without a structured program or incentives, participation in self-paced education may be low. It is good to remember that initiating change in your organization does not have to be overly costly and does not require grand gestures. Look at what is already available — internal mentors, e-learning or interesting global-local projects — and plan your transformation accordingly.
Final Thoughts
There is one crucial element in all of this: feedback. If you notice the first signs of effectively navigating local-global dynamics, make sure to recognize your team members and help them understand what they did differently this time. This way they can develop a self-learning mechanism.
Jordan, after investing in mentoring, eventually decided to focus on feedback. This way his team started to experiment with various approaches. Moreover, they introduced a 'Savvy Practice' item on their meeting agenda, when team members shared situations of successfully blended global and local strategies in countries they supported. This not only motivated the team but also served as practical, real-world examples for others to follow.
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