How to transform yourself into a cosmopolitan manager<\/p>\n
A.B. Susanto, Managing Partner, Jakarta Consulting Group<\/p>\n
Today, globalization has affected not only businesses but
\ncareers and professions as well. Take, for example, the case of
\nprivate and state-owned companies that have been privatized or
\npurchased by foreign investors. Their employees and managers have
\nsuddenly to adapt to a new situation: teamwork with foreign
\nexecutives. This situation demands that they quickly turn into
\ncosmopolitan managers.<\/p>\n
Another similar story is about a manager of a local,
\nfamily-owned company. His worries stem from a brand-new and
\nunfamiliar situation where he has to adapt to new expatriate
\ndirectors and managers -- some are his new superiors, while the
\nrest are his new colleagues -- placed by the foreign investor who
\nhas recently acquired the company. He has not much choice except
\nto transform himself into a cosmopolitan executive.<\/p>\n
Rosabeth Moss Canter, a management guru, wrote that for a
\nmanager to become cosmopolitan, he or she ought to have the "3
\nCs" - an abbreviation for Concept, Competence and Connection.<\/p>\n
"Concept" refers to a revamped capability of intercultural
\ncommunications as well as negotiations in a pluralistic
\nenvironment. Naturally, speed, transparency and flexibility are
\nalso important elements of the skills involved in bridging all
\nsorts of cultural differences to create a harmonious
\norganizational synergy. Needless to say, flexibility also
\nincludes cultural understanding and sensitivity.<\/p>\n
Be confident and positively assertive, without resorting to
\ndefensive or overly aggressive attitudes, is another key
\nsuggestion. During the first few weeks -- often dubbed as the
\n"honeymoon" period -- both sides tend to be highly tolerant. This
\nis the period when you should try to find out as much as you can
\nabout the new mind-set coming from a totally different culture,
\nso that you are better prepared when the "honeymoon" is over and
\ndifferences emerge more clearly and "honestly".<\/p>\n
"Competence", obviously, comprises both hard and soft skills,
\nwhich, in this entirely new situation, have to be enhanced and
\nmore adaptive. Similar to concept, both skills, especially soft
\nskills, such as interpersonal, presentation etc. have to be
\ninfused with a new soul to match current requirements.<\/p>\n
The third "C", or characteristic of a cosmopolitan manager, is
\nhis connection. It should not only be an extensive network but
\none that is highly selected to render better results and to
\nmaintain a harmonious relationship with all contact persons.<\/p>\n
Connection is also closely related with the manager's lobbying
\nability, which is crucial to the success in furthering his career
\nin this global situation. His highly persuasive efforts in
\npresenting his well-processed ideas for a positive response is
\nobviously one important prerequisite.<\/p>\n
As a lobbyist, besides vast knowledge and great insight, he
\nhas to arm himself with interpersonal skills that will make him
\nan active listener and assertive presenter.<\/p>\n
Rather than fearing the globalization onslaught on your
\ncareer, instead of moping, roll up your sleeves, revamp your
\nattitudes and transform yourself into a successful cosmopolitan
\nmanager by using the above "3 Cs".<\/p>",
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