MANAGEMENT CHALLENGE
British author Robert Louis Stevenson once observed, “There are no foreign lands. It is the traveler only who is foreign.” Living and working globally is both exciting and routine. It is both easy and difficult. Why? Because some people initially bring more skills to global assignments than others – that is, some have less to learn – and because some foreign locations are more comfortable or familiar than others. For example, a manager from Singapore would likely have an easier time moving to Canada or the United Kingdom than to Ecuador or Peru, because more Singaporeans speak English than Spanish. This does not suggest that they should avoid South America; they just have to work harder, as the territory is less familiar. Moving overseas brings with it a number of challenges, including both psychological and socio-cultural adjustments. In addition, there are personal, time, family, and career considerations. There is also the problem of returning home following the assignment. All of this is doable, of course, but it is made much easier to the extent that managers can develop and enhance their multicultural competence.
During a recent voyage through the Caribbean on the Allure of the Seas, one of the largest cruise ships ever built, two passengers discussed how much they had enjoyed the voyage. As they rode the glass elevator to the top of the ship's massive eleven-story atrium, one turned to the other and said, “I've been on this voyage for two days, and I haven't even seen the ocean yet.” This observation raises an interesting question: what was the purpose of the cruise? Relaxation? Adventure? A similar question can be asked about managers who seek global assignments in their companies, particularly those who want to live and work abroad. What is their motivation? What do they seek to gain from their experience? What will they actually see and learn as a result of their assignment? Is it to be a voyage of discovery, a “life experience,” or a serious career move? What will their employer gain from the experience and expense, come to that? Then there is a very different question: what if the assignment abroad is the company's idea, not yours? How should you evaluate this? And must you say, “yes”?
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