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Executive Insights
The need to manage and lead multicultural workforces is becoming increasingly common — but it isn’t getting any easier. In this article IIC Partners COO Martin Vine shares his global experience in leading diverse groups.
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Leading multicultural work groups
HELSINKI — In any multicultural workforce, the ‘default setting’ between cultures is distrust, says former Brigadier-General Martin Vine, now Chief Operating Officer of IIC Partners, Executive Search Worldwide.
Distrust, based on misunderstanding, preconceptions or just plain prejudice, is corrosive to work environments and the achievement of objectives. Experienced leaders must, therefore, take effective action to build bridges between cultures, Vine told the Nordic Leadership Forum in Helsinki Oct. 6, 2008. |
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Vine’s message was immediately compelling for Scandinavian healthcare executives currently recruiting large numbers of well-trained Filipino healthcare workers to meet the increasing needs of aging populations in the Nordic region.
Passionate on the subject of cultural awareness, Vine’s interest developed over a series of international assignments with the British Army. These included command of a multinational force in Bosnia, service as a Military Attaché at the British Embassy in Washington D.C., liaison into Afghanistan and tours as Defence Adviser to Pakistan and security adviser in Iraq.
“People must be valued and respected if they’re to work effectively over the long term,” Vine says. “That can’t happen where cultures are allowed to grind against one another. Cultural distrust is the ‘default setting’ – it’s down to leaders to establish a different path.”
Meanings that seem clear between people of one culture are liable to misunderstanding across cultures, he notes. Describing a new leader as a “straightforward” person who “tells it like it is,” is welcome news in some quarters. In others it may be interpreted that the newcomer too easily shows all his cards, is undiplomatic, naïve or even simpleminded and not to be trusted.
“The message received is the opposite of the message sent,” Vine observes.
The key to preventing misunderstandings, he says, is to learn to “see the world through others’ eyes. You may not always like the view – but you need to understand it,” he says. A skill that takes years to develop in an individual will take time to foster within a workforce. It starts with “respecting people for whom and what they are,” not expecting assimilation.
“There has to be mutual respect and, for example, learning even a little of the other person’s language is a demonstration of respect and a willingness to meet someone else on their own terms,” Vine says. “A little goes a long way because even if you can’t hold a real conversation, you’ve communicated something more important.”
It pays dividends to learn about the manners, habits, customs and traditions of the other culture because understanding those things provides a deeper understanding of ‘what makes them tick.’ It’s helpful to remember, he says, that the further individuals travel from their home environment, the more they will value their customs and traditions. Accordingly, the recognition of these customs by others is especially meaningful.
Sometimes, differences must be seen in context. As an example, he says, developing nations may not have a publicly-funded social safety net and, understandably, place strong emphasis on family or tribal connections. “What we call ‘cronyism’ or ‘nepotism,’ they see as family values and common sense,” he says. “You may not approve of their system, but you need to understand and respect their perspective.”
In all this effort at understanding, he says, the impact of third parties can’t be overlooked. The Nordic healthcare situation is a perfect example because the best efforts of the two cultural groups within the workforce could still be severely undermined if patients are not properly prepared to accept the new worker group.
There are tendencies that can and should be profitably exploited. “People from diverse cultures bring rare skills and even rarer insights,” he says. “Properly encouraged, they can teach us new ways of doing things and they ask the big questions about why we do things the way we do.” But these opportunities will only be realized if leaders establish a fair and supportive workplace.
“We live in a world of rapid travel, free trade and open borders. Multicultural communities and workforces are the norm and leadership selection is crucial to success”, Vine says. “This is particularly so for the most senior leaders, who set the pace and establish the environment in which everyone works. Leaders must be culturally astute and insist that this quality is developed throughout their organizations.
“It’s important that this is active and not passive. You have to offer understanding before you can get it. It has to be a two-way street and it has to start from day-one, or distrust will fill the gap. Well-planned, honest and consistent communications – up, down and laterally – are indispensable to building trust and a sense of belonging.”
The identification of people he calls ‘bridgers’ – internationals with local experience, postgraduates with ‘hot house’ expertise in other cultures and locals with international experience – is essential to form a deep connection with a foreign workforce. He cited the value of bridgers across a range of different environments.
From his days in Bosnia he spoke of the value of expatriates – aid workers, police and diplomats – married to locals, Serbo/Croat speakers and possessing deep understanding of local sensitivities. From Afghanistan and Pakistan he praised specially selected, bright young officers and soldiers who, through learning Farsi, Pashto or Urdu and studying Islam, could interface with the population. And, from Iraq, he remembered brave, locally recruited, western educated officials – some connected across the Sunni/Shia divide - who delivered unique insight into the nuances of a confused, contentious situation.
“Bridgers are priceless and equally relevant in a multicultural commercial environment. Resolving misunderstandings and facilitating communications, they help you to avoid mistakes and get it right from the start, in places where it might have gone badly wrong.”
“At IIC Partners, we operate in more than 50 cities in 38 countries around the world. We specialize in recruiting executive talent across national borders and clearly understand the role that culture plays in achieving success – or denying it. Most importantly, each of our member offices is an independent local business with deep roots in the local community. We know what traits to look for in executives who can succeed across cultures and we understand how to help our clients find and secure them.”
To sum up he proposed the following keys to success in a multicultural environment:
- Identify and select empathetic, culturally aware senior leaders, who lead from the front.
- Recruit and develop junior leaders able to act as Bridgers.
- See the world through other’s eyes, anticipating and resolving friction.
- Ensure communications are honest, consistent and culturally sensitive.
- Build connections through language, culture and customs.
- Respect and reward special skills and family values.
- Encourage the workforce to question and propose alternatives; and,
- Don’t forget to take ‘third parties’ with you.
“Finally, sometimes, despite the best of intentions, your efforts will fail,” Vine says, “For these situations make sure that you maintain, foster and encourage a sense of fun throughout your organization. Humour is truly a great leveler, transcending cultural boundaries. Sensibly applied, it will conquer all!” |
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