Managing Asians 1:

Actions that Help

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Most expatriates consider Asians to be a pleasant and accommodating group of people. They are generally open-minded to accept new ideas that will develop their skills and chances of success. That said, Asia has ancient and diverse cultures, and there are certain qualities that are not easily changed. 

 

Over the decades, leaders have shared many of the factors that led to success. Some of the most important of these are listed below.
 
 
TACTICS THAT 

BUILD PRODUCTIVITY

 
 
Action 1:
Training, Training, Training
All people want to improve their abilities but need direction on how to go about it. Training and development budgets need to be higher in emerging countries of Asia to help people understand the leap that is required to reach international levels of achievement. International managers also need to dedicate extra time to mentor key staff individually. 
 

 
Action 2:
Follow-up, Follow-up, Follow-up

 
International managers will usually need to spend more time to ensure tasks are moving ahead. People need more direction and support to complete tasks. If problems arise, less senior people in particular will often be uneasy about approaching the boss directly for a solution. Managers need to seek out problems for themselves. 
 

 
Action 3:
Selective Dismissals

 
The termination of staff who are holding back an organization can have strong impact on productivity. Dismissals are considered more shocking in Asia since it is done less often and involves loss of face. Once this is done, people are more disposed to accept direction involving change. NOTE: Terminations need to be performed in a manner that is sensitive to all employees – including the ones being fired. If executed in a harsh manner or done too often, other key staff may quit in support or they may work behind the scene for retribution. 
 

 
Action 4:
Develop Females

 
As in the west, women should be encouraged advance to senior levels in the organization. International managers working throughout Asia have reported very positive results through senior female staff. Many consider them more competent than their male colleagues -- and more pleasant to work with than western women. 
 

 
Action 5:
Cultivate Independent Thinking

 
In group oriented societies, people expend a lot of time thinking of how to please the group and its leaders. Understand that this is important to local people but also challenge them to constantly think critically and innovatively about how to improve the organization. 
 

 
Action 6:
Encourage Self-Sufficiency 

 
Repeatedly make it clear that individuals are responsible for completing their own tasks. Motivate them to become wholly accountable for their own contributions rather than just waiting for orders from above and following them. 
 

 
Action 7:
Group Recognition

 
Motivational programs that reward individuals over groups are less effective in Asia than in more individualistic societies. Many high performers will worry about attracting jealousies of others and upsetting group harmony by winning such recognition. Organize people into teams and they will compete exuberantly to win whatever recognition is being promoted. NOTE: Ethnic minorities such as Chinese and Indians in Southeast Asia are possible exceptions to this group over individual recognition rule.

 

 
Action 8:
Understand Local Labour Laws

 
Emerging countries often have complicated and overlapping regulations in many areas including employment law. Despite the confusion, multinational companies need to be strictly compliant since they are usually held to a higher standard by authorities. International managers who don’t endeavour to understand these will certainly cause himself and his organization much grief.

 
 
Action 9:
Build Relationships

 
Desk-bound managers are condemned to failure in Asia. People need to see, hear and converse with their leaders. Interacting with people on a personal level at work is essential. But, to achieve truly break-through results in Asia, managers must socialize with people outside of the workplace. Dining together is considered particularly effective. If done sincerely, forming these emotional connections will yield tremendous results in loyalty, motivation and productivity.

 

 

Action 10:
Study

 
Learn the basics about the country’s culture, history and even some of the local language. Ask questions and discuss these subjects with staff, clients and other people you deal with. (NOTE: Absolutely avoid making condescending judgments about the country or its people. No nation is perfect and Asians know they have room for improvement but no one wants to hear it from a foreigner.) 
 

 
Action 11:
Accommodate Differences

 
Adjust as best you can to the cultural differences that don’t impact your business or impact it the least. 

 
 
Action 12:
Practice Good Manners

 
Some western managers have utterly destroyed their careers in Asian simply by behaving rudely to either clients, employees or other important stakeholders. Asians are more sensitive to proper social etiquette. International managers need to understand what are considered good manners and practice them. 
 

 
Action 13:
Be Yourself

 
Thankfully, there are many attributes that Asians sincerely admire about what they perceive are western management styles. Some of these are: more equality among people, straight-forward communication, open discussion and confrontation, less personal involvement in other people’s lives, decisiveness, supportive of others, less emotional attachment, result-orientation, and so on.
  
 

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Media organizations throughout the world call upon the Principals of Chalre Associates for thought leadership.  Below are some examples of published material written by our consultants or international journalists who refer to them.  For a complete list of published work, Click Here.  

 

 

Getting Ready For The Deluge: Outsourcing in Philippines

by Chalre Associates senior staff

 

Download [PDF file, 62KB]

 

The Economist Intelligence Unit of the Economist magazine asked Chalre Associates' Chairman, Richard Mills, to write a chapter about the Philippine outsourcing sector in its annual Business Guide Book.  The material provides a Executive Briefing on the progress and major issues facing this industry that is certainly one of most significant growth stories in the world.  more

 

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Asia Pacific Mining Conference 2007 - Report

by Chalre Associates senior staff

 

Download [PDF file, 28KB]

 

The 7th Asia Pacific Mining Conference put on by the Asean Federation of Mining Associations was perhaps the largest such event in the region.  Richard Mills, Chairman of Chalre Associates gave this report on what was said by the prominent mining people who presented. more

 

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The State of BPO in Philippines: Dan Reyes Speaks

by Chalre Associates senior staff

 

Download [PDF file, 31KB]
 

Richard Mills, Chairman of Chalre Associates, interviewed Dan Reyes of Sitel for ComputerWorld (US) recently to get his views on the state of the BPO industry in Philippines. Dan presented US readers with compelling information to support his view that Philippines is currently seen as the "Number 1" option by global companies sending BPO work to offshore destinations. 
 
Dan Reyes is easily one of most experienced Business Process Outsourcing (BPO) managers in the Asia Pacific region and the world. He is head of the extremely successful Philippine operations of Sitel, the world's largest call center organization. Among other things, he is a founder and former president of the Business Processing Association of the Philippines.    more