How women will win in the international market -

Swiss born Linette Corbin was excited to be flying to Mumbai, India where her new job as Assistant Manager of Conventions and Banquets of the famous Taj Mahal Hotel was to start in five days time. Her years in the United States had polished her education and in her briefcase was a copy of her Masters of Hospitality Management degree from Conrad Hilton College at the University of Houston. She knew, however, that she was in for a massive culture shock and centuries of stereotype mindsets.

To say that her new colleagues were shocked when the blonde, fashionably dressed woman walked into the male dominated management offices at the Taj that morning would be an understatement. Amazement was followed by snide comments, followed by jokes, followed by outright resistance. Linette knew and expected all this; but she also knew how to handle it. She was a global woman, she knew how to counteract this negative nonsense, she would show them the magic of the 3 A's rule.

Ability, Attitude and Adjustment.

1. Ability

There is a myth that western-based companies are reluctant to send women overseas. They are concerned that women will be poorly received in male dominated cultures and that they will have difficulty negotiating with male preponderance management in those cultures. This is as much a male dominant misreading, as it is a myth in the overseas cultures. The real truth is that in international business conditions and environments, a woman will be judged on her ability – probably more so than a man.

In fact, the biggest problem corporate women face in overseas work is not with men overseas, but rather with their own colleagues. Women returning from abroad report that the biggest barriers come from within the corporation, rather than from situations encountered during foreign assignments.

Once men are convinced of the capabilities of their female colleagues, they will offer the right support and cooperation that is so important to international projects. It is sheer ability, however, that will defeat these culture-based objections as well as establish their credibility with the foreign participants. Experience has shown that if women establish their competence, experience and authority, they will be taken seriously and treated with professional respect by foreign executives.

It is well known by overseas business people that American women play an ever increasingly important role in business. It is up to the American female manager to ‘sell' her authority and her ability to the people she must deal with. Understanding the local culture, the perceived role of local women, and their place in society is all part of the cross-culture competence she has to learn. When this is thoroughly understood, it should not be hard to see what women must do to separate themselves from either the stereotype or the local perception.


2. Attitude

One of the principal keys to cross-culture competence is disallowing the behavior, practices and principals of a foreign culture to upset us and get to our emotions.

Recognizing that all cultures are different, the manager has to have a ‘give and take' attitude when it comes to women's rights in other cultures.

British political activist and advocate for women's rights Lillian Osborne had risen through the bulletproof glass ceilings of the London banking world. She had written articles on feminist subjects and had at one time run for Parliament. One day she was asked to attend a meeting at the bank to meet a client from the oil rich Muslim state of Qatar. At the meeting she came out with criticism about women's rights in the Islamic world. It immediately froze the conversation. The client was gracious and understanding, but the damage was done. No deal was made.

We may disagree about practices, and our perceptions of a culture may be tainted, but we are there for business and not to change an ancient culture. One has to learn not to take these things personally.


3. Adjustment

The fine line we sometimes have to walk when working with other cultures may present challenges to the global woman, particularly when the time comes for after business hours entertainment.

The cultural condition of personal space, for example, is sometimes a problem for Western women.

Westerners are comfortable standing at arm's length from each other; Orientals position themselves even further apart, particularly with people they don't know. Latin and Arab cultures like to stand close enough to make good eye contact, sometimes almost at ‘breath' distance. Latins are ‘touching/feeling' and love to hug perfect strangers. While Arab cultures like to be close, they will avert their eyes and avoid handshakes with women.

Social time is an essential part of doing overseas business and sometimes long drinking sessions are part of the program and the business culture. Maintain your poise. Use sound judgment and stick to your time or quantity limit – they are watching you.

The Japanese will expect you to remain serene, low-key and modest, the Latins and Russians will be concerned if you do not join in their boisterous behavior. This is not a time for "When in Rome, do as the Romans", it is more of "When in Rome, be accommodating, but remember who you are." The visiting female manager from the United States is still much of a novelty for most overseas executives, and upon their judgment will influence their opinion of American women for years to come.

Different rules

The global woman plays by a different set of rules. While not difficult, they are different from the ones played by men. She has an invaluable role in the building of international business, and because of her visibility, she can turn these apparent obstacles into substantial advantages and look forward to a highly successful career in the world of international management.

Linette Corbin recognized that, in India, she was dealing with a male dominated culture situation. She was traveling into his territory, so she had to make the rules of interaction. She decided how she would function and operate. Her rules were different from the normal rules applying in male-to-male engagement. Linette knew that business is human-to-human interaction the world over, therefore she had to make some different rules about human interaction.

• Define your authority and your objectives before any appointment meeting.
• If men from your company are going to the appointment, understand their role, brief them on yours and clarify the different roles in the meeting. Be sure that your own people will not ‘let you down' in the meeting and will, in fact, support you and your definition.
• Have the first meeting on neutral ground. Select a suitable venue and arrange it. Going to his office will mean that you have to follow his rules and protocol, speak his language and immediately be subservient.
• During the meeting, demonstrate that you are his equal. Do this by showing your self-worth and your professionalism. Refer to the testimonials and referrals you have sent him, your business experience, travels, and knowledge of his country and culture. Do not refer to your children, family, friends, vacations, homes or husband unless he asks you.
• Some cultures may find it embarrassing to ask why a woman is dealing with them. Say, "You may be wondering why a woman has been sent over here to deal with this issue. It is because I am the expert in…….."
• Control the turf and set the limits. Be sure that the foreign businessman understands that you are an ‘asset' of the company sent out to help the negotiations. Remind him that your job is to achieve the objectives of the business between them in an efficient, professional manner and that you carry company authority within certain limits and perimeters and nothing more.
• Articulate the benefits he will obtain by dealing with you and going along with your plans. Make it quite clear what you personally bring to the table. Show him how he will gain in a manner that is appropriate to his culture. Overcome any objections he might have in dealing with a woman before he has an opportunity to do so

Feminine Power

The global woman accentuates the difference between herself and the culture she is visiting. The global woman builds in five tactical strategies that become second nature. These are:

• Separation from the cultural stereotypes of women.
• Definition of herself through personal image (appropriate business attire and accessories).
• The definition of a strictly business relationship with clear limits.
• The use of business conversation and behavior.
• An understanding of the local culture and some of the language.Linette Corbin soon established her reputation and her personality. She became a leader in the Convention and Meeting industry in SE Asia and was able to develop substantial new international business for the Taj Group. Her hiring was a brave perhaps risky, chance for her employers – but it paid off handsomely.

As globalization gallops across the world, women have some of the great opportunities: the capacity for relationship development, empathy and easy humility; a natural inclination as teacher, nurturer and care giver all add up to some of the greatest qualities of cross-culture competence. The 21st century is theirs to manage if they so desire.

This article is reprinted with permission of the author who trains executives in global cross culture management skills and can be reached at global@michaelhick.com