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Top managers from international companies in Romania change from time to time. So it is normal that new people come to Romania for key positions from abroad. Once arrived here, they have to find their way to a new playground they are not so familiar with. Especially during these COVID times, such a change is quite challenging. There are some key points to consider:

Intercultural differences

In my over 30 years of international business experience, I have seen many foreigners behaving the same way they do at home in their new environment abroad. Indeed, intercultural issues occur frequently, even in our modern times of global communication. How to motivate people? How to communicate correctly? What to say or not to say? Each country has its open or hidden rules. For example, in countries like Romania, people do not feel at ease expressing their opinion in a meeting. This behavior is often misunderstood and interpreted as agreeing to what the boss says. Especially in the German-Romanian context, managers have to understand and master the different mindsets of efficiency and emotional warmth, the latter being so much appreciated in Latin countries. If you know how to integrate both opposite approaches to work and life, you will get the best results.

Understanding the local system

So much can be destroyed at the beginning of an assignment if you show up with the wrong behavior. There may be a kind of arrogance or feeling of superiority that accompanies the person in his new job, abroad, especially when somebody moves from a richer into a so-called poorer country. The ”I knoweverything better” mentality will not work. On the contrary, it is most welcome when you spend some time understanding the local system in which you will work. How do things go here? What are the major protagonists inside and outside of the company? What are the pitfalls to avoid? I have seen on some occasions that local people are frustrated because they have hoped to be promoted on the job and then work against you. Some organizations have managed for some time without a chief and got used to it. If you join this system as a foreigner, don’t expect automatic enthusiasm. There may be a tough period in which you have to win their trust. In other organizations, there is a hidden power hierarchy that is not visible to you at first. Somewhere there may be a challenger to you that has more influence on people than you. Listen carefully to the signals you get, never listen to only one point of view. If necessary, confront people with your observations. The more you understand and observe, the quicker you will get into the driver’s seat. It is advisable not to adopt a standpoint that is suggested to you by a particular person too quickly. Make up your mind and choose your core team carefully.

Keeping contact with the head office

During the first months keep good contact with your superior or head office. It is important to convey the message that you are a reliable, trustworthy and efficient manager in the new system, that you have things under control. This of course also includes sharing some challenges you have or you see coming which are not yet known to your superior. Be aware that information from other sources in your local company may get to him, which are not exactly corresponding to your version. Make sure that you handle this the best way possible. It is good to have an active team that also communicates with experts from the head office, but this interaction should not be used to compromise your authority. Indeed, our life, may it be private or professional, is to a certain extent also a game of power, in which you take your space or not. The higher we move up in the hierarchy, the more challenging this game of power becomes.

In fact, each assignment abroad is an opportunity to grow professionally and personally. You just need an open mind and the courage to question your own beliefs and conditionings.

Dr. Michael Schroeder

michael.schroeder@linarson.com

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