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The Mindful International Manager

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The Mindful International Manager

How to work effectively across cultures

Kogan Page,

15 mins. de lectura
10 ideas fundamentales
Audio y Texto

¿De qué se trata?

It’s a small world, but international executives must learn to manage the big differences within it.

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Editorial Rating

8

Qualities

  • Applicable

Recommendation

Globalization and technology are making a small world even smaller. Yet cultural differences still exist. International managers have to recognize those distinctions and harness them to get the most out of their global employees. Consultant Jeremy Comfort and professor Peter Franklin provide basic pointers on how to become “mindful” of aspects of culture that, if ignored, could derail your business. The authors practice what they preach: Their plainly written guide is free of jargon and accessible to non-native English speakers, and it provides an essential overview of a complex, multifaceted subject. Seasoned international executives may find the book’s contents to be old news. Nonetheless, getAbstract recommends its concise and informative tips to frequent business travelers, expatriate employees, managers leading culturally diverse teams and anyone looking to get a better grip on doing business globally.

Summary

Small World, Big Differences

Understanding the cultural differences among the people you work with is not enough; you also must use those differences to reach your business goals. The ability to move from awareness to performance requires “mindfulness.” Derived from Buddhist teachings, mindfulness allows you to recognize and intentionally use the “knowledge, skills and attitudes” you bring to a cross-cultural situation. This self-awareness opens the doors to understanding how others behave and communicate.

“Mindful international managers” share the following characteristics:

  • They recognize that “context and process” can be as important as results.
  • They help interactions with culturally diverse people flourish by listening, simplifying speech, “paraphrasing,” verifying what’s said and noticing “nonverbal behavior.”
  • They acknowledge their own “cultural and individual assumptions, values and norms.”
  • They understand that different cultures present alternative ways of doing and behaving.
  • They notice the culturally diverse aspects of the people with whom they interact.
  • They perceive others’ perspectives and feelings.

About the Authors

Jeremy Comfort founded York Associates, UK. Peter Franklin is a professor of international management at Konstanz University of Applied Sciences, Germany.

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