How to transform yourself into a cosmopolitan manager
How to transform yourself into a cosmopolitan manager
A.B. Susanto, Managing Partner, Jakarta Consulting Group
Today, globalization has affected not only businesses but careers and professions as well. Take, for example, the case of private and state-owned companies that have been privatized or purchased by foreign investors. Their employees and managers have suddenly to adapt to a new situation: teamwork with foreign executives. This situation demands that they quickly turn into cosmopolitan managers.
Another similar story is about a manager of a local, family-owned company. His worries stem from a brand-new and unfamiliar situation where he has to adapt to new expatriate directors and managers -- some are his new superiors, while the rest are his new colleagues -- placed by the foreign investor who has recently acquired the company. He has not much choice except to transform himself into a cosmopolitan executive.
Rosabeth Moss Canter, a management guru, wrote that for a manager to become cosmopolitan, he or she ought to have the "3 Cs" - an abbreviation for Concept, Competence and Connection.
"Concept" refers to a revamped capability of intercultural communications as well as negotiations in a pluralistic environment. Naturally, speed, transparency and flexibility are also important elements of the skills involved in bridging all sorts of cultural differences to create a harmonious organizational synergy. Needless to say, flexibility also includes cultural understanding and sensitivity.
Be confident and positively assertive, without resorting to defensive or overly aggressive attitudes, is another key suggestion. During the first few weeks -- often dubbed as the "honeymoon" period -- both sides tend to be highly tolerant. This is the period when you should try to find out as much as you can about the new mind-set coming from a totally different culture, so that you are better prepared when the "honeymoon" is over and differences emerge more clearly and "honestly".
"Competence", obviously, comprises both hard and soft skills, which, in this entirely new situation, have to be enhanced and more adaptive. Similar to concept, both skills, especially soft skills, such as interpersonal, presentation etc. have to be infused with a new soul to match current requirements.
The third "C", or characteristic of a cosmopolitan manager, is his connection. It should not only be an extensive network but one that is highly selected to render better results and to maintain a harmonious relationship with all contact persons.
Connection is also closely related with the manager's lobbying ability, which is crucial to the success in furthering his career in this global situation. His highly persuasive efforts in presenting his well-processed ideas for a positive response is obviously one important prerequisite.
As a lobbyist, besides vast knowledge and great insight, he has to arm himself with interpersonal skills that will make him an active listener and assertive presenter.
Rather than fearing the globalization onslaught on your career, instead of moping, roll up your sleeves, revamp your attitudes and transform yourself into a successful cosmopolitan manager by using the above "3 Cs".