Newsletter 1
Editorial
How not to lose ground in a world that’s becoming as unruly as it is complex? How to increase one’s performance while fulfilling both one’s personal and professional lives ? These questions may give you a dizzy spell! They have nevertheless been at the heart of our reflexion for quite a while. In our work with 100 Ways in the areas of corporate change leadership and performance management we realize more and more that these topics are part of our clients’ main concerns, both in the French and the international environments.
More and more people are nowadays hoping to give a sense of purpose to their lives. Obviously, professional success remains one of the key fulfilment factors but we seem to encounter more and more men and women searching for meaning, values and personal identity in this unruly world. You may be one of them, one of those people willing to understand the real meaning of actions and deeds and thus find the right balance in this chaos… If that’s the case, may this newsletter bring you some food for thought !
Our ambition is a humanistic one. First of all, it’s about a better understanding of one’s role as “actor within the system”, to quote French Michel Crozier. More than ever, we do need the clues that can help us grasp what’s real from the power games within the organization. Then, our wish is to encourage you in building your own life balance by revealing yourselves in all three areas of human existence : the family dimension, the social dimension and the spiritual one. And this applies, whether your career evolves within French boundaries or worldwide…
Well, we’re talking about a better understanding of the importance of human relations in an international environment, as our activity today exceeds our national borders, and this applies to all of us. Grasping the sense of cultures and value systems is indeed a key factor of success in today’s world. In this newsletter, we’ve decided to tackle these topics through various testimonials and opinions of experts who belong to our international network, leaders and executives of large multinational firms as well as SMEs. Their valuable hands-on insight will further be developed by more theoretical input stemming from the series of conferences and publications launched by 100 Ways, that we shall regularly inform you about.
This month our newsletter is dedicated to , topic of our first issue of 100 Ways Institute Notebooks, released early 2008 and named « Building sustainable cooperation ways with ». Our objectives: sharing valuable experience and feedback as well as highlighting the key success factors for a sustainable cooperation with this rich , complex and yet so different culture from our own.
Agnès Overli and
EXPERIENCE : Jean-Paul Ebanga
Since 2007
«It’s a challenge at several different levels. First of all at the industrial level : indeed, it is the first time that an engine developed in partnership with a Russian industrial group will get a Western certification, enabling it to be used for commercial flights. Moreover, it’s a commercial challenge as well given that we are hoping to become one of the world leaders on this segment of the market. Lastly, at the human level, we are setting up and managing a large scale Franco-Russian team. It’s a first time ever experience in the aeronautical industry involving all the issues related to the cultural diversity.
I’ve always been interested in multicultural management. Throughout my career, I’ve worked on a lot of international projects. After being for a long time active in the West – Europe, North America – I am currently very involved with East as I am leading this partnership as well as managing relations with the airplane manufacturer, but also open on a world scale, as our clients, the airlines, are located on all the continents. It is certainly a complex task but intellectually very stimulating !
In this multicultural context and during this development phase my role as a facilitator within PowerJet is essential. Indeed, we’re talking about ensuring the smooth running of a team built with people coming from two different worlds having each its own culture, its outlook on things, its ways of working and management system. Which means dealing with situations in a very humble way ! In addition to that, coming from one of the parent companies, I need to be totally impartial as I am the witness of the spirit of partnership. In this context it is essential that we develop common ways of thinking and working in order to avoid potential misunderstandings and deadlocks which may occur and be reinforced by existing stereotypes. In a professional culture like ours, grounded on scientific and technical roots, the management of multicultural dimensions is not always brought forth as a priority, whereas it really is an essential project success factor. This is why I give it so much importance. It’s also why my assignment is challenging, but also enriching !».
PRATICAL TIPS : Dos and don'ts in Russia
1 – Establish trust
Russians negotiate with one person, not with a company. It is thus the notion of trust that underlies the business relationship. Keeping one’s word is therefore a must
2 – Accept the Russian hospitality
Russians highly value the warmth of human contact. Therefore, don’t take the risk of rejecting their hospitality if they invite you to their country house or to a sauna. The commercial loyalty will also rely on the quality of the relationship you will have created.
3 – Toasting and vodka
You cannot possibly avoid vodka and toasting: not complying to the rule would be badly interpreted. This ritual enables one to get to know the foreign counterpart better. Take advantage of theses informal moments in order to put your message across.
4 – Take corruption into account
It is an aspect that you certainly need to take into account, but you can handle it. In , everything is negotiable… provided that you know how to make concessions going from a bonus to a tip, depending on the person you deal with.
5 – Be cautious
In this context, get advice only from experts and don’t invest without the support of reliable political connexions
6 – To speak or not to speak… Russian
Mastering some of the most common expressions is always well percieved. English or even French can be used. Having a few pages of your brochures and leaflets translated into Russian is an asset. 7 – Have a local partner
Without a local partner, it is impossible to do business in . This key contact will help you decipher the local complexity, as well as inform you about legal, tax and customs news.
8 – Manage time
Show calm and patience: the perception of time is very different in ! Don’t try to get straight to the point.
9 – Highlight your technical know-how
Foreign competition is tough: it is recommended to put forth your technical skills and know-how when you present your company.
10 – Exchange gifts
Russians are highly emotional and have a real cult of gift-giving and receiving. Hand-crafted or customized, these gifts will prove to them that you were mindful of their taste. An extra for the success of your business deals!
Summary of the article written by
DIG MEANING : Credibility
It is nevertheless valuable to measure the impact of their authority and influencing skills which will determine the level of motivation of their team members and the extent of mobilization of their energies. Beyond all messages and concrete situations, one significantly relevant factor can be singled out, it’s the credibility granted to management and more specifically to each and every one of the managers and leaders.
In addition to team members’ commitment to specific goals and their trust in the company’s capacity to succeed, the manager’s credibility will be a key performance factor. This credibility is not grounded in its mere assertion. It is the people around you who can actually grant it, either generously or sparingly. It is therefore important to be aware of their perceptions. They will give you credit if they see you as reliable, committed, sincere, even authentic, open, listening, respectful, capable to succeed and share success.
Leaders and HR managers need to pay attention to this key factor. It is crucial to measure and enhance it by investing in the inspirational and motivational leadership of their managers who will thus be able to stir ongoing drive and commitment among their teams.
Edouard Stacke
To go even further : Kouzes and Posner have dedicated the second chapter of their book on « Leadership Challenge » to credibility le Chap. 2 (pp 27-41) Jossey Bass publisher, 4th Edition 2007
INTERNATIONAL : Russia on the move... 100 Ways in Russia!
As a matter of fact, as noticed during the bilateral encounters between Russian consultants and their Western counterparts, a brick wall seems to still separate Russian corporate environments from those of foreign corporate subsidiaries. Beyond the curiosity and discovery aspects of conventions and conferences, the actual experience sharing is fairly low if not non existent. Russian subsidiaries of multinational groups rely a lot on the local teams of international consultancies. Russian companies rely only to a limited extent on Russian consultancies, by fear of “consuming” consulting services given that they don’t always get to see an immediate return on investment, nor are they eager to get their feedback on their people management. A lot of Russian executives are well informed about international management styles, thanks to their readings and their encounters. Very few of them are concerned about actually using them, or at least questioning their rather autocratic, top-down management style.
On October 13th and 14th 2008,
On Monday June 2nd,
The exchanges were intense and some valuable input was added by a few experts in Russian culture, evolving in the region for quite a while. The overview proposed by
Echos of this event as well as an interview with
Siberian news
Novossibirsk is at the heart of Siberia, half-way between
The temperature is 26°, beginning of June 2008, on the beaches of the
Relationships are spontaneous. My colleague, Anatoly Plotnikov, former Aeroflot pilot and consultant, expert in the aircrafts industry and airlines business, welcomes me with a slow but accurate French to discuss change management methods that he’s developed in Russia since 1990, after having studied them in depth in the UK, USA and in France.