Global operations demand executives who have a “soft touch” conjoined with their hard business pragmatism.

“While top performance usually is what gets global managers their international assignments, soft skills may be more important”

Be it in Chicago or Peking, networking entails ‘relationship’ and it is imperative that the global executive become aware of the cultural nuances of his overseas offices. It requires an ability to recognize how to draw value from differences much as one looks for the value of uniting principles.

“What is essential in a global environment is the ability to work with individuals, groups, organizations, and systems that are unlike our own,” she says. “We must also understand what differentiates people and what unites them. Understanding that tension—how are we alike and how are we different—is a critically important starting point.”

This article from Harvard Business School introduces three critical areas for effective global networking; Letting go of the headquarters mindset. Or,”No, you aren’t in Kansas anymore”. You can’t expect your Peking operation to mirror your headquarters at home.

Differences matter. It is wise to be schooled in those differences, be it culinary tastes, recreational pastimes, or office etiquette. Failing to appreciate and train your global manager in all the subtle cultural practices can prove to be an impediment to effective global networking.

Cognitive complexities. The ability to balance the corporate identity with the culture it is operating within, to maintain the philosophical posture of the company while not offending local sensibilities

“But teaching new global managers how to balance corporate philosophy with the unique circumstances of the local market is not easy; it requires an awareness of cultures in the midst of dynamic change. It also demands a healthy dose of independent thinking among some very unfamiliar surroundings. Inexperienced managers may end up clinging to the practices they know and, thus, fall prey to the “headquarters mentality” Teagarden warns of. Or they may succumb to a form of cultural intimidation in which they allow for whatever the local team is used to.”
fromThe Soft Skills of Global Managers