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Intercultural Management

When speaking of their family-owned business, owners or management often refer to their staff or employees as “members of the family”. 
However, even in the best of families misunderstandings do arise. 
When this happens, I recommend reviewing your “intercultural management”, when switching into your role as a “parent”. In other words, mom or dad are going to have to intervene and put their foot down and bring the siblings back on track.

You’ve accompanied the subsidiary during growth. The establishment and staffing of the US-subsidiary was planned in detail and implemented. Up to now, everything went like clockwork. Both Headquarters and the subsidiary are successful and unique. Now it’s time to make sure both remain successful on parallel running tracks. Setting and monitoring their course early on, building an alliance between both locations.

The formalities of establishing a subsidiary are completed. The US-office is furnished. Employees have been recruited. Governmental rules and regulations adhered to. As a manager, you’re commuting back and forth to the States, to keep up on everything. Everything’s just fine.

I’d like to play the devil’s advocate here: Although you have your daily business under control, passing comments from your staff are becoming more discernible; “why don’t they understand?”, “we’ve explained that like a hundred times!”. Your employees are starting to invest their energy in a type of anti-communication.
Now imagine what would happen, if this anti-communication energy would be re-invested into the business? Surely you’re getting the gist of what I’m saying!

The old saying “time is money” still applies, in Germany as well as in the US.

Do you have money to give away?
If yes, I congratulate you.
If not, it’s time that we meet!