Question

2. Brett is a successful leader in a global manufacturing organization, Maverick Industries with offices in Asia, North America and Europe. He graduated from University in Edmonton about 10 years ago, and was promptly hired with Maverick Industries and has been steadily promoted to increasing levels of leadership since then. Brett has never worked in the Asian or European markets but has recently landed himself in a Vice President of Global Manufacturing positon.

A. Why is it important for today’s leaders to develop cultural intelligence? Do you think a leader who has never had experience with people different from himself or herself can develop the ability to smoothly adapt to culturally different ways of thinking and behaving?

B. What is important for Brett to do to establish himself as an effective leader in his new role overseeing global manufacturing?

Answer 1

A) The business organizations in today's world are expanding or looking to expand globally. Moreover, those organizations which are based in one location often have to hire people from different cultures and backgrounds. Therefore, developing cultural intelligence is an important factor in ensuring that the business can deal with people from different cultures and use their skills for higher efficiency and growth in the industry.

A leader who has not had experience dealing with different people can adapt himself. Exposure helps in learning many lessons. I am sure if well-implemented, the leader can use the exposure and the experience to acquire skills that can help in managing a culturally different workforce with great efficiency.

B) Brett should understand the people who will be working form him and from what backgrounds and cultures they belong to. This can help in planning his initial days. He should also talk to managers who have experience in dealing with a culturally different workforce. This will help him in getting ideas about how to manage a different team.

Also, he should be open to his new team about his inexperience in dealing with people of a different culture. This would ease some of the tension between him and his team and he might even receive some productive feedback from the staff themselves about managing them efficiently.