21

Engaging Senior Managers When You Have a Multinational, Cross-Cultural Project

IN DISCUSSING HOW to work with your sponsor and other executives on a multinational, multicultural project, let me first explain that I am coming from the perspective of a person from North America in general and from the United States in particular. While I lived in Toronto, Canada, most of my projects were initiated and managed from the United States. Therefore, when I suggest certain ideas or concepts, and you recognize that they may not work in your country, I would fully expect that. I would ask you to take the suggestions I am making and use your personal and professional judgment and experience to adjust accordingly.

Common Language for Business: English

I feel very fortunate that the universal language for business is English. As a result, professionals that I have worked with across the globe are very fluent in English—both speaking and writing it. So while that makes for certainty in many ways, it also should cause you to be aware of assumptions that you may be making that might not be true.

I have done several projects in the United Kingdom, where the native language of all involved is English. However, the assumption that all of us should understand one another can be misleading. A common example that I use to illustrate the point is the use of the word “boot.” I was in the company headquarters in Houston, Texas, and when someone in Houston used the term “boot,” it was almost certainly referring to footwear. However, if my colleagues in the UK were to use the same term in conversation, they were most likely referring to the storage space located in the rear of their personal automobile.

Now imagine a situation where the project team is composed of individuals from multiple countries, and English is a second language for many of them. The potential for misunderstandings or misquotes is much higher.

In these projects, I work very hard to explain the risks involved and to collaborate with my sponsor to secure the services of a communications specialist for the project. I truly believe that having an individual who is fluent in English and the dominant native language of the largest number of the project team is the best way to ensure successful communications.

My most important data in support of my request came from a survey I did for the world’s largest oil field services company. The goal of the survey was to discover the best way to predict a successful project. Therefore, I asked project managers from all over the world to give me their answer to the question: “How can you predict a successful project?” I admit my bias going into the survey led me to believe I would receive answers such as:

Good scope definition.

Clear business objectives.

Comprehensive contract and Statement of Work.

I did not get those as the most important factors (they were important, just not the primary factors). The most important factor cited by nearly three-quarters of the project managers was effective communications. If communications were strong among team members and between the project team and the customer (remember these were oil field services people), then the project would almost certainly be a success. If either or both of these communication channels were weak, the project would also certainly have problems.

Power Base

Sensitivity to the power base in multinational, multicultural projects is a critical requirement. You need to work closely with your sponsor to understand the protocol required within the various nationalities and cultures you are interacting with as part of the project.

Although I talked about the two sources of power earlier, authority and expertise, you must recognize that in many cultures, authority is the paramount source of power. In some of the projects I have managed, it would have been absolutely a cultural faux pas for me to talk to any senior manager within the stakeholder group. They would have spoken only to my sponsor based on the line of authority. Expertise is a distant second in those cultures.

I discussed the use of the RAPID method in Chapter 14 for decision making related to scope change. However, I believe expanding the areas of discussion with your sponsor is just as important. Why? Because the decisions and communications in a cross-cultural, multinational project have the political ramifications we looked at earlier, but the politics are played out within the culture context.

However, I fully recognize that it is often difficult to get the face time you need with a sponsor, particularly as you move into the execution phase. To handle that situation, I work with my sponsor to identify a champion. In a champion, I am seeking an individual who is well-known and well respected within the broad stakeholder network. I need my sponsor to help me in:

1.Finding the right person to fill the role

2.Negotiating this person’s participation in the project with the executive the champion reports to

I am constantly using this person to prevent unforeseen misinterpretations of my communications or misunderstandings of my actions. She may also help with a feedback loop to stay in touch with the discussions on the ground, which harkens back to the warnings about rumors and gossip.

I will often include the champion in strategy meetings with the sponsor with a clear role of keeping me and the sponsor out of political trouble. I do not usually include them in standard status meetings.

Other Macro Barriers

In addition to language and culture, other potential barriers are involved in managing these complex projects. One of those factors may involve the workweek and national holidays.

In one project I managed, the team was divided into three locations: the United States, France, and the Middle East. So this project had people working nearly every day but not all the same days. It became tricky in scheduling meetings. Given the wide variations caused by time zones, I had to get my sponsor to help me understand the expectations in these countries about work meetings being held outside the normal business hours in that location. In France, for example, there are very strict laws about what work or other actions (like attending a meeting) an employer may ask of an employee outside the normal business day. As might be apparent, the team members in the United States always experienced the most inconvenient times to accommodate their colleagues overseas. My sponsor and I made gestures of thanks (e.g., catering breakfast or lunch and acknowledgment by the sponsor during staff meetings) to those people in order to recognize the sacrifice they were making by working extra and/or off-hours.

Jargon and Acronyms

Every company I have ever worked for has its own unique language. Often, even individual departments actually have their own shorthand as well. Many times, deciphering jargon and acronyms is the hardest thing for a new person to accomplish. In addition, it is also difficult for people from other countries and those for whom English is a second language.

I am not certain you can eliminate the practice, but you can make the situation better. I will circulate among key stakeholders to understand the jargon and acronyms they use on a regular basis. From that, I develop a Definitions Page as a reference guide for people on the project. However, before I publish the Definitions Page, I review it with my sponsor. Interestingly enough, I have actually found that sponsors are sometimes quite keen on eliminating the use of certain jargon and acronyms. They all have their own reasons for that, but that is why I always get approval before I publish it.

Human Resources

It is always wise to confer with your sponsor about national and regional laws you may need to comply with during the course of your project. Your sponsor may have you work with human resources to fully understand all of the aspects you must recognize. For example, if you are going to visit a location where some of the work is being completed, will you require a visa? In some countries, if you are just attending meetings, no visa is required. However, if you intend to stay for a couple of weeks and actually do work on the project, that same country may require a work visa.

I led a project in Norway, where the laws are very strict about when people are required to start and when they must be allowed to go home. In fact, I learned that if I needed to stay in the building after 6:00 p.m., I needed special permission!

Sensitivities

You must consider a multitude of sensitivities when working a multinational, multicultural project, but discuss any possible issues with your sponsor. Most of the time, the sponsor has been in these countries and can give you good advice about what you should and should not do.

Empathy is the ability to understand and share the feelings of another.

Paraphrased from Merriam-Webster

Don’t be like one project manager I heard about and be completely insensitive. The project manager had invited the entire team to a kick off dinner to celebrate the start of the project. He chose the best restaurant in town, which happened to be a steakhouse. The problem was that some of the team members were from India and followed the Hindu culture where cows are considered sacred animals. Unfortunately, the kickoff did not have the desired effect because the Indians would not attend.

I am guessing the sponsor could have enlightened the project manager had he asked where to hold the kickoff dinner. Particularly unfortunate was the blowback from that incident lasted for months.

Points to Remember

Although English is the common language for business, be vigilant that people have a common understanding of the work.

Work with your sponsor to determine the power base that will best meet your needs in overseas locations.

Collaborate with your sponsor to understand the protocol you must follow in certain cultures or countries.

Remain vigilant to other macro barriers that may impact your project.

Beware of jargon and acronyms when working with people in other countries or cultures.

Work with your sponsor and human resources to ensure your project is following all the laws and regulations in countries hosting the people working on the project.

Remain sensitive to other cultural and religious practices that may be different from those you are familiar with.