The Foreign Executive’s First Step: Assessment

Imagine your first day at the office in a new host country; meeting staff, understanding conditions and settling in. You are a foreigner in an existing situation that you were chosen for. That’s why you’re there.
This is one of many possibilities that an executive or manager could face and without the proper preparation, there are many issues that can lead to one thing; trouble.
Many organizations with strong cultures and excellent metrics in place have trainings that prepare their people for just these situations. So why is effective communications and strong relations so difficult to achieve. There is no argument that in today’s global environment, quality communication and real bonds are important to bridge the distance gap. But over and over again, executives come to the foreign office and everyone is smiles and intimidated and does what the power person says. Everything seems to go perfectly. But look six or seven months down the road and tensions mount and disconnects persist.
What’s missing? What can be done? What is the answer to bring everyone on board, progressively?
Many times, we travel to deliver or implement policy. But we must remember that a policy does nothing by itself. The executive must say that it’s her/his personal responsibility to get it done. But that’s not enough.
Although it invites respect and acceptance, there needs to be a bridge to connect you, the foreigner with power and the people in the local organization. By asking a few targeted questions, you can pull yourself closer.
1. What do you need from me to help your work in the organization?
2. When do you need this help?
3. In what form do you need this help?
You must get yourself immediately involved in the organization. Of course, you must respect the hierarchy, but there are people who can give you deep insight into the reason you are there. If the people respond with vague and meaningless answers, you know that a serious problem exists, either with authority and the lack of a flowing hierarchy or no one really knows or is willing to commit to what’s going on. You will find out many things from these questions.
There was an executive from a very large non-profit organization that came to her new post and proceeded to stay in her office and merely shoot emails and find out very little about her new reports and the others in the office. She did call for meetings every Tuesday, but they were only brainstorming and reporting sessions.
Soon the office became fragmented and separated. The good and important work of the organization basically stopped and there were even negative results concerning the organization’s purpose and mandate.
This can always be avoided by the leader asking her/himself, ‘How can I contribute to making this organization a success. It does take courage, dedication and a belief that a contribution can be made. But above all, knowing what people need from you, when and in what form, clarifies what needs to be done, immediately.
When you have the opportunity to work abroad, remember that you will be inheriting an existing situation that may not be clear on the surface. If you don’t discover it and deal with it fast, you will be in trouble. Being clear in your communication style and showing respect will save you more than the time spent trying to get information through hearsay and roundabout questioning, it will save you considerable and valuable financial investment.

The expatriate needs to get started fast and fully understand the situation upon arrival. By finding the key people to ask a few key questions, you will be able to make an immediate positive impact and impression.


John Astor is the President of Astor ICS, specializing in helping expatriates communicate successfully and avoid critical missteps that can ruin their company's reputation as well as their own.