A summary of 'key' specialised competencies in addition to basic managerial skills, which are critical for personal success in the global market place.

Immerse yourself in the local culture.

Assignees should be willing (with some degree of trust and confidence) to work within the context that the company has his or her best career interests in mind. Issues relating to home and host country housing, dependent schooling and the reduction in overseas incentives are a few examples of the issues assignees and their families must confront.

Many times, personal circumstances may make it difficult to accept the disruption of relocating at the company’s request. The company should be prepared to address these sensitive issues. For example, if moving a manager will inhibit the career development of a spouse, managing the resulting pressures and conflicts of this situation can present a real challenge. Support for assignee families and their personal circumstances, and the ability of individuals to cope with such circumstances, are critical to success.

Familiarity with and experiencing different cultures

Host country cultural contact is a very important aspect of international managerial success. Actually residing and working with colleagues in a host location rather than being on a short-term business trip is extremely beneficial. Preferably, assignees should have their families residing with them rather than staying alone in a hotel or company flat.

Acquiring knowledge of the city by walking around and exploring, and traveling by metro or other forms of local transportation (rather than by taxi or company car) allows the assignee to gain a good understanding of the host country culture. Living in a 'cocoon' apart from the culture in which the company is operating will not help anyone grow from such a multi-cultural experience.

Language capability

International managers should, in addition to their native language, be able to speak English and at least one additional language (native English speakers should also be conversant in English plus two others). Vocabulary should be 'non native friendly' i.e., not containing idioms, acronyms and slang. The ability to speak other languages does not mean being fluent for business purposes, as English is the accepted language of business for the most part and will most likely be the language of choice.

However, it is important to have the ability to converse socially, to express thanks, gratitude and admiration and to demonstrate that an effort is being made to embrace the host country culture. A similar investment should be made into acquiring knowledge of the history, geography and other aspects of the country.

Cultural sensitivity

Successful international managers are those who possess the ability to exhibit sensitivity and flexibility in connection with differing management cultures, for example:

• Recognising that the purpose of a meeting can differ in different countries. For example, in France, a meeting may be called for the purpose of teambuilding and bonding rather than decision making, whereas in the U.K., a meeting usually occurs for the purpose of problem resolution, and in Germany, meetings are held to inform attendees of decisions which have already been made;

• Understanding that while in the US and UK first names are acceptable among work colleagues, circumstances are quite different in Germany. In the latter case, agreement to use first names is very significant in the lifecycle of developing a friendship and, in fact, may never be actually achieved, as Germans have a preference for formal titles and surnames;

• Accepting how attitudes about time can differ between countries, i.e., half an hour late may be unacceptable in the UK but acceptable in Spain, Italy or Ireland;

• Understanding that what may be deemed corrupt, immoral or unethical in one culture may be perfectly acceptable in another. In some countries, business transactions consist of a 'commission' component. For individuals experiencing this for the first time in their business dealings, this practice may be construed as 'bribery' and 'corruption' and is condemned accordingly. This may be a particularly difficult issue for those organisations and individuals that have, in a high profile way, adopted particular moral codes.

Information and technology skills

Given the growth and importance of the 'mobile go anywhere do anything' international manager, high level IT skills are recognised as being important for successful day-to-day communication.

The window of opportunity to acquire or refine these attributes is often a limited depending on the scope and length of an assignment. As such, assignees should take full advantage of each and every international opportunity afforded, and grow from that experience as part of the personal management development plan.

Finally, companies should consider helping their assignees with the acquisition of these attributes by providing appropriate support programmes and encouragement along the way. 'Growing your own' talent is always preferable to that of 'bringing in' from the external market place.

October 2003

Neil Krupp  is a practice leader with Deloitte & Touche's International HR consulting group in Chicago.

Reprinted from Global InTouch, the Deloitte & Touche e-newsletter for employees of multinational corporations. For more information contact Laura Gourlay at lgourlay@deloitte.com