Managing People; Not Indians or Americans
I was recently approached by an American organization who was looking
for an entrepreneurial leader to head their Indian office as their
Managing Director. After a few discussions, I was told that they were
impressed with my background and capabilities as a leader with
experience in managing people in the U.S. However, they would prefer
someone with the experience of managing people in India. Here's what
was exactly said "We are really looking for an individual that has
built a team in India and has lived there for a number of years.
Unfortunately, your background has been in the USA". Why is my
background of managing Americans, Indians, Chinese and many others not
a strength but a weakness? Aren't people the same worldwide? That
discussion really opened my eyes to the misconception of managing
people in the industry today.
The concept of managing people, not Indians or Americans or Chinese, is simple once you pay attention to the culture that surrounds the people. First, understand them, person by person. Understanding Americans is no different from understanding Indians or Chinese. Every employee has a unique need, interest and passion. The duty of the manager is to pay the most attention in understanding the needs, both emotional and professional, of every team member. This is not an hour long process. With some, it may take multiple conversations over many months. Once those requirements are understood and clarified, it is then easy to work to their interests within certain boundary conditions established by the organization.
Second, it is important to expose and help employees understand the boundary conditions that exist in the environment. The boundary conditions include the values/culture of the company and rules and regulations of the organization. If there is not a fit with the values and interests of the employee with the culture and needs of the organization, the marriage will never work. Discussions on salary, options and other benefits can only delay the inevitable if there is not a match.
Once the needs and the interests of the employee are understood and a fit is established, it is the duty of the manager to 'feed' the employee right. I am not talking about the free breakfasts, lunches and dinners that companies provide as a perk. I am talking about the 'intellectual food' to feed the curiosity and interest of the individual. Providing the employees with a job function or a project that matches with their needs/interest and skill set is also critical. Never assign a program that does match with the individual's skills and needs and expect it to work. Such an assignment will not just result in the failure of the project but also result in loss of motivation and eventually the loss of the worker.
These are simple but key techniques in managing people, whether Americans or Indians or Chinese. Understanding the needs, finding the right match/fit and feeding them with appropriate jobs for success of the individual and the organization. Following these key guidelines has helped me not only build and grow great teams but also to keep them energized for the long term.
The concept of managing people, not Indians or Americans or Chinese, is simple once you pay attention to the culture that surrounds the people. First, understand them, person by person. Understanding Americans is no different from understanding Indians or Chinese. Every employee has a unique need, interest and passion. The duty of the manager is to pay the most attention in understanding the needs, both emotional and professional, of every team member. This is not an hour long process. With some, it may take multiple conversations over many months. Once those requirements are understood and clarified, it is then easy to work to their interests within certain boundary conditions established by the organization.
Second, it is important to expose and help employees understand the boundary conditions that exist in the environment. The boundary conditions include the values/culture of the company and rules and regulations of the organization. If there is not a fit with the values and interests of the employee with the culture and needs of the organization, the marriage will never work. Discussions on salary, options and other benefits can only delay the inevitable if there is not a match.
Once the needs and the interests of the employee are understood and a fit is established, it is the duty of the manager to 'feed' the employee right. I am not talking about the free breakfasts, lunches and dinners that companies provide as a perk. I am talking about the 'intellectual food' to feed the curiosity and interest of the individual. Providing the employees with a job function or a project that matches with their needs/interest and skill set is also critical. Never assign a program that does match with the individual's skills and needs and expect it to work. Such an assignment will not just result in the failure of the project but also result in loss of motivation and eventually the loss of the worker.
These are simple but key techniques in managing people, whether Americans or Indians or Chinese. Understanding the needs, finding the right match/fit and feeding them with appropriate jobs for success of the individual and the organization. Following these key guidelines has helped me not only build and grow great teams but also to keep them energized for the long term.
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