This article outlines the issues facing the team that is led by a foreign manager. In global teams, it is normal to have a manager who is from a different geographical location. This can be positive and negative impacts on the team.
Work Culture
The work culture of different geographical regions will be different. This also depends on the specific culture of each company. The average age of employees may differ across other countries. For instance, in West Europe, you could see a younger average. They’ll be able to make wise decisions. The reality is that in Asia or East Europe, the average age is likely to be lower, and they do not have to be able to make good decisions. They’ll need to accomplish things in a hurry, and a manager who comes from West Europe could slow things down, which could upset the team, for instance, the region of India. There are instances where age did not matter. In one example, a Boss who was from West Europe, in spite of him having reached retirement age, was able to be a source of inspiration and motivation for the young population in India through his efficiency and speed with which jobs were completed; decisions were made and so on. In another instance, a no longer a supervisor of West Europe had wholly slowed down the project, even though they were enthusiastic. The team was demotivated in just a short period of time. Keep in mind, however, that these characteristics aren’t generalized.
Expectation mismatch
This is a significant stumbling obstacle for both the manager and the team. The psychological makeup of the boss and team is entirely different. For instance, a boss in West Europe could assume that the same style of management at home will be different. If, as mentioned above, the average experience is more significant within West Europe, the team is not likely to require much direction and guidance. However, the same can’t be assumed for a less experienced team. Everyone will have their way of managing. But they must be willing to change according to the requirements for the entire team. For the boss who is from West Europe, this could mean more involvement during the day-to-day tasks of the project that the boss may not be accustomed to. If the manager isn’t competent enough to provide the needed direction on a day-to- base, then the team could be disengaged and could become inefficient and demotivated in the longer term. However, if the team has a lot of experience and a foreign manager can bring new perspectives by enhancing the accountability of the members of the group.
Task assignment and follow-up
The boss/manager must be able to adapt to the needs of the team. Certain teams may require specific assignments of tasks and follow-up while other groups might not need. There may be deadlocks, and no work will be accomplished If the boss thinks that there is no need for task allocation and team members feel that it is. I’ve seen these instances. When the team and boss are aware of the issue, time could have been wasted and result in project delays. Many groups expect the boss to perform a thorough follow-up. If this is not accomplished, the team could conclude that the work isn’t significant enough and important enough for them to finish in time. Sections are really missing the urgency.
Motivation
It is difficult for the boss from abroad to know what drives the team. It could be problematic for team members to grasp what the boss is looking for. There are bosses from other countries who believe that a salary is enough to provide motivation. However, that isn’t the case all the time. A good role and accountability can motivate employees, or the frequent interactions of the boss with employees can inspire, such as a note of appreciation, etc. It is crucial for the team members and the manager to be aware of each other’s way of life. It doesn’t matter the country a person is from; everyone would like to be assured that they are essential to the team. The boss must understand how a feeling of importance can be generated for each team participant. In western Europe, the scenario may be that a salary and security in a job could be enough to motivate employees; however, in Asian countries, this isn’t the case.
Language
This could create a massive issue for communication. Although English is the primary communication language, in many instances, there is a risk of miscommunication because of the lack of understanding. An international boss could employ a term that is literally translated from their native tongue; however, the meaning implied by the team may be totally different. The English language has different meanings in every country, based on the local language. It will take time for my boss and team to get the rhythm right.
Summary
A foreign manager with no prior knowledge of managing teams of a different culture requires guidance and assistance to comprehend the differences in teamwork and motivational elements. The team also needs to adapt in the face of a new manager. It is essential to have regular team interaction and personal interactions with team members. Boss and team members must be open to learning from one another.
