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".