30 Comments Add your own

• 1. Chuck Rylant  |  January 28th, 2007 at 2:40 pm

  I have not yet had the chance to read China CEO: Voices of Experience From 20 International Business Leaders so I have no idea if my ideas are inline with the author’s. I think the qualities and skills required to be a great leader in China are the same as those required of great leaders in the United States. Even though I am a business school student, I believe the skills taught in stats, marketing, finance, accounting, etc. are of relatively minimal importance to the success of a manager running a business. A basic understanding of these topics will undoubtedly enable a manger to understand business reports and also provide the manager with the necessary vocabulary for business communication; however, vision and a thorough understanding of the people is far more important.

  A leader who can inspire and motivate people is far more important than the ability to use calculus to calculate supply and demand curves or statistics to create pivot tables. A leader with vision and charisma will be able to higher employees with technical skills or even train existing employees to do these tasks. It is much harder teach vision and leadership. The late President Ronald Reagan is well known for surrounding himself with people who were smarter than he was in technical areas, but he had the vision and charisma that made him a successful leader.

  To be a little more specific to China, a manager needs to understand the cultural differences from China to his or her home country. Since so many business deals have more to do with friendships, and less to do with facts and figures, a savvy manager will study the culture in China. He or she will learn the nuances of dinning and socializing in China since that is where most business transactions take place. The manger who is most effective in the social graces in China will be more liked and therefore more trusted. This will enable the manager to achieve greater success in China than will an in-depth understanding of balance sheets.

• 2. Felipe Hernandez  |  January 28th, 2007 at 4:09 pm

  I would say that having the hard knowledge/skills (stats, accounting, economics, etc…) is simply a basic necessity of any business leader, not really what seperates the ultra-successful from the ‘also-rans.’ Jack Welsh often mentions that he was rarely the smartest guy in the room, in fact, he made it a point to hire and surround himself with people far smarter and far more talented in specific skills than himself. What made him great was his ability to manage and motivate these people. Welsh also emphasizes the ability to be decisive and stick to your decisions. I think this is particularly important in the context of China where opportunity is so immense and things are moving so quickly that the worst decision is indecision. In summary, the ability to communicate, motivate, delegate, and be decisive are qualities that can make leaders successful in any environment.

  To be successful in China, a leader would have to truly be willing to immerse him/herself into the culture i.e. - having an open mind and being self-motivated are very important. China is a very complex and different place with many nuances and subtleties. If a person can’t stand being there or is only using the opportunity as a stepping stone, it will be hard for that person to gain the respect of the people around them and ultimately be effective. Learning the language, learning the people and really making an effort to enjoy and appreciate life abroad will go a long way.

• 3. Fatih Sunor  |  January 28th, 2007 at 5:02 pm

  “Research shows that successful business leaders invariably have four key skills: they can establish strong relationships; hire, build and lead teams; produce results; and adapt to changing demands. the manager is genuinely interested in what his staff have to say.” (Sy) I believe the last asset, adapt to changing demands, is the vital skill for being a successful CEO in China. If I were asked to describe China in one phrase, I would say “an incredible change in all aspects of business”. Therefore the most successful managers in China are those who could respond best to the changing demands coming from the clients, employees, work teams, government and market.

  Another respect of being a good manager in China is about understanding the diversified culture of China. Considering special circumstances of this longest surviving civilization makes a difference in understanding the employees, supplier relations and the clients in this market.

• 4. Ashley Smith  |  January 28th, 2007 at 5:17 pm

  I agree with the previous posts one hundred percent. The ability to lead, motivate, inspire, etc… is essential to being a successful manager in any country. However, I believe that the ability and the drive to learn are just as important. Managers need to have the drive for knowledge and be able to project that to the people he/she is managing. Leading by example, I believe, is one of the best ways to influence others.

  When it comes to managing in another country like China, the thirst for knowledge is even more important. Managers have to want to learn about other cultures, their people, and their business practices, especially in a place like China where everything seems to contradict and business relations appear to be so complicated. You could go to China and learn virtually nothing if you wanted to, but managers have to want to completely emerge themselves in the culture. They have to want to know everything.

• 5. Patrick McGuire  |  January 28th, 2007 at 5:56 pm

  I think some of the characteristics needed are pretty similar to those needed by any leader, but of course being in a unique country and culture can exaggerate the importance of some over others: humility, flexibility, global-mindedness, cultural sensitivity, cultural literacy, and negotiation skills.

  Some of the most obvious ones I can think of came from an article I read about eBay in China and the troubles they have had. I think humility is one of the biggest. A lot of eBay’s problems seem to stem from their idea that they’re the biggest and the best and they can just muscle their way into a new market. But they’re being beat by TaoBao and they’re using a joint-venture with a local company, just as Yahoo has done with Alibaba.com. I remember Professor Morris talking about China’s history of having to kowtow to Western cultures and now their desire to assert their own power and self-determination, so humility is necessary. You can’t go over there expecting them to fall at your feet for your business. They have more than 1 billion people and in a twist on what Professor Rahmezani said the Americans are the ones begging for business from China. So the China hold the power in the relationship and American businesspeople need to be humble enough to cede some of their egoism to the demands of the Chinese if they want in on this massive economy. But one of the things we discussed in Negotiation is that coming off too desperate and weak leaves you vulnerable, so there is a very delicate balance between humility and desperation. Another thing than came up was the patience necessary in negotiating in Chinese culture, as you may want to get right down to business but in China, guanxi is so important that it’s not simply what you’re talking about now but who you’re talking with and how you can benefit from each other many years in the future. It’s the relationships and you can’t build a relationship in five minutes. Act too impatient and you come off as arrogant or desperate.

  This is also why cultural sensitivity plays a strong role, in knowing that people are not all the same and the way they see the same situation will differ greatly. The way you treat people, and interpret their behaviors will be different depending on the culture and so you need to be willing to learn and also need to put in the effort to try to understand them. Having some experience in dealing with foreign cultures is an enormous strength even if it’s in another part of the world, simply because it already teaches one the humility that is necessary in being culturally sensitive. As another example, I’ve heard that some of the subtleties of interaction play a very large part in Chinese culture. In a high-context culture like China, even the way one bows reveals so much about a person’s level of respect and expectation of respect.

  Of course, flexibility is one more personality trait that is critical. For example, years ago in one of my International Business courses, my professor described how going into business in China is very uncertain and most companies don’t want to take the risk because there is a high frequency of nationalization. How things have changed now when you’re just not with the times if you’re not in China! At a time when the economy of China is changing so rapidly to be stuck in one’s ways, or in the way things used to be, is taking a risk in itself because the next day you may find that China has removed tax breaks for businesses as was announced in the Wall Street Journal on Thursday. As another example, in Travels of a T-Shirt in the Global Economy, Rivoli describes the nearly day-to-day changes that take place in tariff and quota restrictions on textiles. One day you could be making t-shirts and find that you have to shift to sweaters.

  Looking at the list I just came up with, I can see why people can be so captivated by business in China. Predicting the direction of the fast-paced economy, finding the cultural middle-ground, and the dynamics of interaction—it must be like a game for many. And while these skills may not be “stats, marketing, finance, accounting, etc.,” these classes themselves are teaching us some of the most important skills we need to play the game: how to think on our feet and approach new situations intelligently.

• 6. Kristin  |  January 28th, 2007 at 7:04 pm

  Nobody would argue that to be a successful manager you need to be able to motivate, lead, and inspire people. In addition, I couldn’t agree more with the responses above that it is critical for managers to be open to China’s ever changing environment. However I think it is important for managers to not only show an openness to Chinese culture, but to also show they are committed to spend the time and energy necessary to learn about Chinese Culture, and most importantly Chinese business practices. All too often managers feel it is their responsibility to teach those around them and in doing so they neglect to listen to what their subordinates have to teach them. To be a successful international manager it is vital to listen to those around you. A manager can’t go to China thinking they have all the right answers or the best ways of approaching situations. Business is handled much differently in China that it is in the U.S. Most everyone has heard the horror stories of U.S. businessmen making critical mistakes because they forgot to pay attention to some small difference in the customs of the country in which they were doing business. A lot of these situations could have been avoided had they taken the time to learn the customs simply by observing those around them.

  I don’t know much about doing business in China specifically but what I have gathered so far is that the Chinese seem to take a more humble approach to doing business than Americans. They seem to have a less in your face style to doing things. Therefore, it seems critical for managers to not approach a situation as if they already know everything. Managers should be humble and willing to both teach and learn from their subordinates rather than just telling them how things are to be done. They must be willing to become part of the team they are working with even if that means staying longer hours, working weekends, or doing other things to which they are not accustomed.

• 7. Bonnie Morse  |  January 28th, 2007 at 7:41 pm

  I agree with the other comments about leadership and surrounding oneself with smart people. I also agree that managers need to have the desire and ability to learn about the Chinese culture. However, I think another important professional and personal quality managers need to possess is the ability to take calculated risks. One of the themes of many posts on this blog are the opportunities China provides us as MBA students. Just as we are identifying opportunities in China for our future careers, managers must be able to analyze opportunities in China in terms of their chance of success for the company. While taking risks may sound simplistic to some, having the foresight to take calculated chances when others are following the “status quo” is what creates a successful manager and business.

• 8. Mike Johannsen  |  January 28th, 2007 at 9:06 pm

  To do business in China it is not necessarily the hard skills of marketing, finance, ect. that makes a successful CEO or manager, but it is the intelligent deployment of the hard skills and having the intestinal fortitude to not do what traditional practice mandates. From reading One Billion Customers I got the impression that there are many strategies and tactics that work in the US and Europe that do not apply to China. The successful manager must have a strong understanding of the culture and how decisions will be perceived both in China and back home and adapt strategies that are best for China and the parent company.

• 9. Chris Carr  |  January 28th, 2007 at 9:41 pm

  All good comments thus far. Keep them coming!

• 10. Christopher Arena  |  January 29th, 2007 at 1:48 pm

  Lets assume for a second that are so called expatriate businessman was successful in the United States, so that the only difference between management in the states and management in China is location. Making this assumption, the only difference between skill sets from American management to Chinese management is dam near everything. From basic communication skills used between co-workers to complex government bureaucracy, a majority of management skills differ from one country to the next. Something as basic as communicating is vitally important. Cultural norms shape the work environment, expectations, work pace, personal and professional responsibilities, ethical standards, work ethic, obedience, respect, and social skills. If I am permitted a cliché, its an entirely different ballgame over there. Realistically, doing business with the Chinese is a difficult task if you are without experience. You need to be familiar with their customs, cultural norms, and most importantly, their ways of doing business, just as any Chinese person would have to learn if they were attempting to do business in the United States. The requirements run in parallel. Think about the barriers that exist for American business that a foreigner might not be familiar with: business licenses, government regulation, mountainous paperwork, and to some extent acquaintances. The skills needed to survive include all those mentioned above and many others I can’t imagine. I can update my response after visiting China first hand.

• 11. Joe Callinan  |  January 29th, 2007 at 2:28 pm

  To be a successful expatriate business manager in China, one must first be a successful business manager in the US. In my opinion, the most important determinate or whether or not one is a good leader is one’s ability to communicate and efficiently work with others. This is especially important when doing business in different countries because one must be able to adapt to different personalities, treat others as equals, and be willing to try new things while adjusting to the unfamiliar surroundings. Managers that attempt to motivate their workers through threats or manage their subordinates as if they were inferior are undoubtedly not suited for doing business globally. The only results these actions produce are anger and resentment within the employees and a detached feeling towards the organization.

  As many of the posts before me, I agree with the notion that many of the skills we have learned from accounting, marketing, stats, and other classes will be trumped by the people skills learned in the actual work environment. Therefore, it is much more important for managers to remain closely connected to their employees and always keep an open mind. Try new foods, listen to Turkish music, salsa dance, and never stop learning.

• 12. Brian McCarthy  |  January 29th, 2007 at 3:11 pm

  I will keep my responses short. I speculate the following qualities are required to be a sucessful expat business manager in China.

  (1) what qualities does such a manager need to possess on a professional level;

  An ability to listen to co-workers and to customers.

  An ability to assimilate easily into an organization by not acting abrasively and not forcing change.

  (2) what qualities does such a manager need to possess with respect to personal global qualities;

  Sensitivity to and an understanding of many cultures.

  Firm understand of one’s own ethical code despite whatever may be the local process / practices.

  (3) what qualities does such a manager need to possess with respect to personal China-specific qualities?

  Respect for China’s history, including former economic power, and belief that China will again be the leader of the business world.

  Adherence to the laws of China in regard to business practices.

• 13. Danny Allustiarti  |  January 29th, 2007 at 4:52 pm

  I like and agree with the majority of what everyone has said above. I think all of your opinions create a well rounded view of what is needed. I am dead in the middle of reading Jame’s McGregor’s One Billion Customers and three things come to mind when I read the questions posed.

  The first thing that I thought of was the word “openhearted”. This word is used to describe a U.S. expatriate CEO in the book by many of the Chinese people that worked with him. Koenen (CEO) replaced a prior CEO for various reasons. McGregor writes, “They meant they trusted his sincerity and believed that he genuinely cared about their careers and lives” (81). I think this is a great quality to have and is necessary to being a good leader. Here is a quote from a Chinese co-worker about Koenen after he died, “‘It was in his heart, not in his head’, Fang said. ‘It wasn’t his technical skills, it was his management style. He respected us’” (81). Respect is a must when it comes to a global scene, and it can make or break a manager. Personality can take you a long way.

  Second, is the ability to be able to socialize with people in a non-work setting and have the right personality for the job. Here is another quote from One Billion Customers describing another successful U.S. expatriate manager, “But Bob Hitt had the fortitude and temperament for the job…But he had traits the Chinese admired: a fierce chain-smoking habit, a constant stream of good –natured profanity, and the ability to guzzle beer and trade shots of mao-tai late into the night with any banquet companion foolish enough to challenge him” (167). I think being able to socialize and build relationships with people in a personal level are a major plus and an essential key to gaining trust and respect.

  Lastly, I think the ability to negotiate is a must for to be a successful expatriate manager. Several of the chapters in One Billion customers describe negotiations between expatriate managers in China. They were great negotiator in the U.S, but they could not have managed as well as they did in China without knowing how to play their game. Obviously, the need to do your homework on Chinese negotiating styles is a necessity before doing any negotiating. This was the main commonality between the stories. The Chinese negotiating style differs from the typical U.S. style. I am sure that that can be said for almost any country in a global scene. For this reason, doing the right research will at least give a manager some background before jumping into anything blindfolded. An issue that arose repeatedly with negotiating is to know the legal system and how to work it. Research in this area can go hand in hand with learning how to negotiate (Most likely there will be times when you have to negotiate with governments).

• 14. Ryan Maaskamp  |  January 29th, 2007 at 5:30 pm

  Leaving the comfort of home for a drastically different environment requires a strong valued and driven individual. On a professional level, the manager should have experience or knowledge about the industry he/she is entering in order to make the best decisions. A manager should have experience working with a diverse set of employees to create a better knowledge base of dealing with different personalities. When entering a new environment, a manager must be equipped with patience to deal with the overwhelming changes in the new culture, and have some sense of ingenuity to deal with usual circumstances.

  Personal China-specific qualities would include those mentioned above as well as sensitivity to existing norms. In China’s high context culture, body language and personal actions are highly valued and are important when establishing business relationships. These relationships are vital to a managers’ success in China and will ultimately control his/her progression in the industry.

• 15. Adib Assassi  |  January 29th, 2007 at 8:51 pm

  I think it would be a difficult task for a foreigner managing a company in China. It seems that from the beginning this foreigner would have obstacles to overcome. I imagine that the manager may not be accepted initially and would be viewed as an outsider and may very well be resented by his/her subordinates. I feel that this would be the case for many foreign managers in many different countries, not just China. I’m not trying to knock China, because if I had a foreign manager here in the states I might just have similar feelings; I think to some extent it’s natural. For the manager in China to overcome these barriers and win the trust of his subordinates, he needs two qualities in my opinion: an arduous work ethic and utmost humility.

  From my limited experience with Chinese people I have noticed that they are generally very hard workers. In fact, their tremendous work ethic may be their most defining attribute. If the foreign manager is to be successful in China, he must match and exceed this work ethic in order to gain trust. If the manager is a slacker, he will not be respected. If an employee expects a certain level of effort from himself, how could he be expected to take orders from a person who does not display this same effort? The manager can only gain respect, trust, and admiration if he actually works for it and proves it through his actions.

  I have also noticed that the Chinese are a very proud people. Yet, they do not boast or act arrogantly. They possess a silent dignity and nobility. A foreign manager must have the same personality. He would not fit in if he is loud, arrogant and boastful. This would probably be viewed as obnoxious. If a manager possesses lowliness and humility, I feel he would fit in much more in the culture. Rather than distinguishing himself by spewing commands or acting like he is the boss, he should distinguish himself by his work ethic and by the unassuming manner in which he handles his business.

• 16. VIctoria Whelan  |  January 29th, 2007 at 9:33 pm

  To be a successful manager in China you need to be able to understand their culture and way of communicating. It is necessary for a successful manager to have empathy and communication. When working abroad you need to bring your skills from the US and adapt them by taking the time to experience and understand China’s business world. The manager needs to be able to accept criticism, work hard, accept change, seek out advice and mentors, and follow the ethics in China.

  In China respect is an important factor. If a foreign manager shows respect for their subordinates and colleagues they will be more accepted and other may be willing to offer constructive criticism. They need to be open minded and sensitive to the different lifestyle. They should not travel to China with the intent on changing everything to the “US” way. China is growing and with a positive, accepting, and encouraging attitude a foreign manager has a chance at success.

• 17. Derrik Fischer  |  January 29th, 2007 at 10:32 pm

  Another thing to take into account, would be to understand that their may be a variety of culture within your own work environment. There is not simply one “Chinese culture” that you will be dealing with. If you are going to be working in the North, they may have completely different values and business theories than those in the South. Or if you are working with Overseas Chinese, for example, you would need to understand the concept of “uprightness” and the value of networking with your colleagues on more of a personal level than a corporate level. If you lose your status as an “upright” or trustworthy individual with the Overseas Chinese, you might as well pack your bags and go home. So understanding and having an eagerness to learn the culture and values of those you will be associating with is a very important aspect of being a successful manager.

• 18. Erik  |  January 30th, 2007 at 1:07 pm

  1. Charisma
  2. Flexibility
  3. Knowledge
  4. Commitment

• 19. Chun-Te Peter Wu  |  January 30th, 2007 at 1:25 pm

  On a professional level, a manager need to possess the fundamental skill sets and knowledge in accounting, financing, stats, etc. Having prior global experiences will also be a plus because different countries will have different business practices (accounting in the United States follows the GAAP and other countries follows different accounting standards).

  Regarding to personal global qualities, having a willingness to learn and approaching differences with an open mind is essential for global business because there are so many different cultures in the global market to serve, sell, and work together with.

  On China-specific qualities, good “GuanXi” or relationship with co-workers and employees is an important quality. Sustaining and keeping the relationship requires the manager to acknowledge their employees for their hard work, motivate, inspire them for what they could accomplish and caring for their needs. This often overlooked and creates images of the foreign CEO using them for a Cash Enhancement Opportunity.
  Good GuanXi with the government officials is crucial. As James McGregor from One Billion Customers mentioned, expat CEOs often present themselves to be arrogant with their ivy league MBA degrees. Being humble but firm with what your needs are is a quality that expat CEOs must possess.

• 20. Lindsay Yoshitomi  |  January 30th, 2007 at 7:21 pm

  On a professional level, these managers would need to really be “masters of business” as Professor Anderson used to say. Not only would they need the knowledge and skills of business management, they would need the real “how to” knowledge that is only attained through years of experience. And to transfer this heir of success over seas to China would require a great knowledge of international business.

  Being an expatriate business manager in China seems like a difficult job and would require one to be a manager in literally two places at once. Once relocated to China, a manager would need to adjust to the new corporate culture, learn new customs, and develop and entirely different set of people skills. In addition, they would still need to work with the headquarters in the US. This would mean thinking and making executive decisions on a dual level to take into account both cultures.

  To gain respect in China, such a manager would need to take on specific qualities that are highly respected in the Chinese culture. As with most Asian cultures, China is known for their strong leaders. A good leader/manager projects this strength through great pride and the intelligence to back it up. But they also need to be humble enough to own up to their mistakes and admit when they are wrong. China is a very fast-paced environment, so managers will also need the ability to keep up with the surroundings.

• 21. Peter Thelen  |  January 30th, 2007 at 7:27 pm

  On a professional level, I agree with the other posts that the typical competencies that CEO’s need in America (accounting, finance, statistics) are needed just as much if not more in China. Coming into a corporation as a foreigner, the expectation is that you will be as good or better as the typical Chinese CEO in these areas. It is also important to become familiar with the local business practices and laws so that these will not become unexpected hurdles later.

  The most important personal global quality that an expatriate CEO can possess is open-mindedness. Recognition of one’s own ignorance is something that Americans can have quite a bit of trouble with, and casting aside personal judgments can mean the difference between befriending a client or making an enemy.

  I particularly agree with Peter Wu’s comments about being humble as an expat CEO, as arrogance will get you nowhere fast. However, as Peter Wu mentioned, it is also important to be steadfast in business decisions. If an expat CEO defaults to his subordinates on many issues because he feels he will make the wrong decision, this will most likely be taken as a sign of weakness and lack of business know-how. If an expat CEO recognizes and respects Chinese culture but also is confident in his or her decision making, it will surely earn the respect of Chinese colleagues.

• 22. Evelyn Ma  |  January 30th, 2007 at 8:28 pm

  (1) what qualities does such a manager need to possess on a professional level; (2) what qualities does such a manager need to possess with respect to personal global qualities; and (3) what qualities does such a manager need to possess with respect to personal China-specific qualities?

  To work on the professonal level, one needs to be able to function well in a group. It makes me think of organizational behavior and how important it is to know how to work well and synergize in any type of work environment. Thus, on the professional level, understanding how to have organizational behavior skills is a definite necessity.

  For global qualities, one must understand business concepts such as finance, economics, accounting, etc., but again, but be able to understand how to work in different cultures. One would never want to alienate a potential client or partner because of something as basic as a lack of understanding of the others’ customs.

  As for working in China, one would have to be understanding of their culture and understanding their history. One cannot make the mistake of underestimating the power that China once had and is now regenerating. A manager would have to respect their history and culture.

  The underlying theme is culture!

• 23. Eric Cole  |  January 31st, 2007 at 12:45 am

  1) The qualities at a professional level should be the same as those needed anywhere in the world. Business is business, and a successful manager should have a solid understanding of the field/company that he is representing and all the intrinsic skills (accounting, marketing, finance…) that are ubiquitous throughout the world.

  2) A successful manager needs to understand people. Again, no matter where you go in the world, people have the same basic needs and wants. They need money to support their need for food, water and shelter, for themselves and for their dependents. In addition, they will want more money to acquire in greater quantity and quality those basic needs. A successful manager will do enough to satiate these desires so the emotional aspect of a deal is removed and a purely business aspect remains.

  3) An understanding of the customs and culture is required for success in China. The subtle nuances that are unique to the business interactions are a critical aspect to deal-making, and must be appreciated for any success to be achieved.
  .

• 24. Athena Schwartz  |  January 31st, 2007 at 6:54 pm

  I think confidence is key - you have to be confident because you’re bound to make some kind of cultural blunder. You have to be able to laugh off any mistakes and show that you know what you’re doing.

  I also think any manager in a foreign country needs to be willing to take risks and “go out on a limb”. In other countries, there will be cultural practices that you will not feel comfortable with. For example, when I was in Japan, my host family took me to a Sushi bar. They were so excited to have me try it. It looked disgusting and unfortunately tasted equally terrible. However, most of the food I disliked I pretended to like anyway. As a manager, you have to be willing to try new and maybe strange things.

  If you impress your clients by showing interest in their culture (like learning their language, or eating their more bizzare foods), you will gain their respect. A CEO must be respected if they are to be successful.

• 25. Katie Hofman  |  February 2nd, 2007 at 10:52 am

  Qualities of a successful business leader in China? As many have mentioned, there are some overlapping qualities that are necessary to be a successful leader anywhere. But, I think there is more to that. Does one need to be motivational? Yes. What about culturally sensitive? Of course. Is there a need to be able to communicate your desires in multiple ways so everyone understands? Absolutely.

  I’m a bit biased here, as I lean strongly towards the view that hard skills can be learned, but it is the other, social based skills that catapult someone into great leader status, or conversely, hold them back. To be an expatriate leader in China, one must be very strong in those social based skills. It’s not going to be easy to be tranplanted into another country, another employee workforce and another culture. Think about how difficult it is to start in a management position anywhere. You have new employees who don’t know how to take to you. There is a time of establishing authority without stepping on toes and changing too much at the beginning. You feel completely lost at the learning curve takes off without you, yet you have to show competence to your employees to gain respect. Now add on top of that the issues of language, culture, a huge move, etc. Now take those feelings and see them from the employees side- how are they going to feel that this “non-Chinese” person is coming in to supervise them? Will there be feelings that you are taking a job away from someone in their country? Will they feel you can’t know everything that is going on because you aren’t Chinese? To be a successful leader in China, it is important to be sensitive to all these factors, knowing that it is not going to be easy. It also takes incredible mental and emotional strength. One who is able to succeed is one who is alright feeling uncomfortable, because I can almost guarantee that there will be more than a handful of uncomfortable moments.

• 26. Meghan Girvin  |  February 3rd, 2007 at 1:05 pm

  I think that an important quality all expatriate managers must have is cultural understanding and awareness. It would not be possible for a manager to be successful without knowing how the culture they are working in thinks and feels about work, family and life in general. China is a collectivistic culture that emphasizes the importance of the group over the individual which is reflected in the way that they approach work. It is essential that a manager understand and know how to work within this type of culture, it is especially important for manager coming from individualistic cultures like the U.S. because they need to adapt to a completely opposite way of approaching the world. Cultural awareness is key to success whenever you are trying to acomplish anything within another culture because if there is not a mutual understanding it is hard to get anything done.

• 27. Lee Smith  |  February 3rd, 2007 at 3:15 pm

  Everyone one has there own opinion of what is required and in my experience people who forge there own way independent of others are the most successful. It’s like finding a niche; it would not be a niche if everyone knew about it.

• 28. Jared Samarin  |  February 5th, 2007 at 3:14 pm

  (1) what qualities does such a manager need to possess on a professional level; (2) what qualities does such a manager need to possess with respect to personal global qualities; and (3) what qualities does such a manager need to possess with respect to personal China-specific qualities?

  On a professional level a manager neeeds the core business knowledge; the accounting, finance, marketing, and logistical knowledge to perform the day in day out of management. What they also need is the leadership to dictate tasks and take the risk of being disliked for the greater good and the ability to listen that all good business leaders have. These are the universal.
  Any manager aspiring to a position like this should be consciencious of the needs of those around them and how that translates to project and task management. The other important aspect is the cultural divide. It is naive to think that an American ex-pat will be welcomed with a parade by their new subordinates, this is not a China specific criticism, this is a simply a group dynamic. Any time an outsider is brought in and leap frogs many others who have an established history with a company there will be tension, dissolving this tension is key to success. The final important universal trait in my opinion is an openness to creative and imaginativ solutions and ideas. Any ex-pat who feels that the American model will fit every model is doomed to failure, many things are universal but many things are equally unique.
  Lastly, China specific knowledge is language, brief histories of the area you are working in, an open mind, a listening ear, and a strong resolve. Managers should be confident in the decisions that they make even when they are unpopular, understanding the area and being willing to listen to input will make the manager more knowledgable and in turn more confident.

• 29. Kerry Huang  |  February 5th, 2007 at 4:56 pm

  (1) what qualities does such a manager need to possess on a professional level; (2) what qualities does such a manager need to possess with respect to personal global qualities; and (3) what qualities does such a manager need to possess with respect to personal China-specific qualities?

  On a professional and personal level a manager needs to be open minded about culture and soft skills. It is given that a manager should already have the basic skills (statistics, analysis, etc.) but what sets managers apart are the soft skills of interpersonal skills and understanding subtle cultural nuances. A closed minded person can not observe and pickup on the cultural nuances that are important in establishing business relationships. In return the other person will appreciate that the manager put an effort into understanding the culture.

• 30. Stacey Westenberger  |  February 10th, 2007 at 10:52 am

  The qualities of a successful expatriate business manager in China would be similar to a successful business leader in any new environment. The basic technical skills of finance, accounting, marketing, stats, etc. are only support for the overall decisions the manager makes. The personal qualities necessary to distinguish a manager and a leader lie in their attitudes and instinct.
  In China, where business practices and people are not the same as the U.S., the ability to keep and open mind to their process and observe is most important in becoming a successful expatriate business manager. This awareness and ability to listen and learn from Chinese culture allows a manager to make decisions that reflect the environment in which he/she is working. Adapting ideas to the correct situation is a necessity, rather than forcing ideas to fit into a culture they do not belong. Although awareness can help a business manager to identify these situations, a certain level of instinct makes the manager more successful in an unfamiliar and ever-changing place.
  Finally, recognizing China’s position in business on an international level, not just within China, adds another level of complexity to becoming a successful expatriate business manager. Maximizing the potential of Chinese culture in business is only one step and maintaining or creating relationships between China and the world is the other.

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