According to international business school Hult the markets that have demand for international managers currently are Panama, China, India, Poland, Russia, the UAE and much of Latin America. Some of these markets have easier visa requirements than others – something which is worthwhile to explore before sending off applications. Fluency in the native language also is a must for many employers.
But changing countries sounds easier than it really is as applicants need cross-cultural competency to be successful in a different environment. You need to be open-minded towards the new market and its culture and traditions and may have to adjust to the skill set required.
To negotiate deals and to work in another country you need to familiarise yourself with building up trust between the cultures. According to Erin Meyer, an Insead Affiliate Professor of Organisational Behaviour there is a big difference between cultures when it comes to building trust, and not understanding that can put a business relationship in peril. In an essay on Insead’s Knowledge website Meyer describes, how an acquisitions expert from Nestlé found himself in a challenging situation when he was negotiating a joint venture in China. The initial meetings with the Chinese executives didn’t go according to plan. Despite being friendly and transparent and providing all of the details the Chinese wanted, the Chinese business partners stayed impenetrable. After a frustrating week a Chinese business consultant enlightened them how to adjust their approach. They had to slow down, develop a relationship and friendship (something the Chinese call ‘guanxi’) before closing the deal. Some dinners and lots of socialising later the Chinese opened up and expressed their happiness at the prospect of a long-term relationship.
According to Meyer there are two basic types of trust: cognitive trust and affective trust. “Cognitive trust is based on the confidence you feel in another person’s accomplishments, skills and reliability. This is trust from the head,” Meyer writes. “Affective trust on the other hand, arises from feelings of emotional closeness, empathy or friendship. This type of trust comes from the heart.”
In cultures that are more “task-based,” such as the U.S., Denmark, Germany, Australia and the U.K., business people are searching for cognitive trust. Whereas in China, Brazil, Saudi Arabia and Nigeria for example building a relationship-based trust and therefore a personal bond is paramount. Managers from task-based societies need to understand that they need to invest more time and effort into booking restaurant meals or organising social events to socialise, get to know each other on a personal level and laugh together.
Read more atINSEAD Knowledge and HULT