MeetTheBossTv Emerging Market Management Series

/MeetTheBossTv Emerging Market Management Series
12 09, 2015

The art of management in emerging markets

By | September 12th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

After five years of research and a lot of air miles, Alan Royal has created (and proudly presents) a new set of management competencies for emerging markets and complex corporate cultures. This series presents a detailed set of core management competencies which, when followed, will transform your management from a discrete set of learned behaviors to an ever-evolving set of practices shaped by the cultural environment – from management style, to management art. […]

11 09, 2015

The art of management in emerging markets: diving into the unknown

By | September 11th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

There’s a warning in part two of Alan Royal’s new set of management competencies for emerging markets and complex corporate cultures. Are you sure this job is right for you? Becoming a better manager is like looking at hidden pictures. At first you take what you see at surface value, then someone explains what is really going on. From that point, the more you look at, the quicker you spot the secret. […]

10 09, 2015

Be An Adventurer Explorer In Your Next New Corporate Role Based Upon “Lived” Experiences From Managers In Emerging Markets

By | September 10th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

Do you embrace strangeness? In part three of Alan Royal’s new set of management competencies for emerging markets and complex corporate cultures there are knives in the night and cash in the trunk. This series is drawn from the lived experiences of expats, working in such diverse countries as Upper Mongolia, Armenia, Vietnam, Saudi Arabia, and the Soloman Islands. These stories and our experiences are real. We say it as we see it. […]

9 09, 2015

Embrace The Strange

By | September 9th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

In part four of Alan Royal’s new set of management competencies for emerging markets and complex corporate cultures, there’s no point following Queensberry rules if the locals are kickboxing. In my last blog, I talked about our first new competency: having an explorer adventurer mindset. You have to be ready to encounter strangeness from the moment of arrival – sometimes literally from touchdown. This competence gets you onto the playing field, but it’s not enough once you are in play. […]

8 09, 2015

Shock and awe: the art of management in emerging markets

By | September 8th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

In part five of Alan Royal’s new set of management competencies for emerging markets and complex corporate cultures: you need to change (because the world won’t). In my last blog learning the strange, I introduced the idea of accepting the strangeness of the unknown as a basis for learning. Embedded within that critical competency is a critical moment in time: the rupture of the familiar. […]

7 09, 2015

Finally feeling at home: the art of management in emerging markets

By | September 7th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

In part six of Alan Royal’s new set of management competencies for emerging markets and complex corporate cultures: what happens when the strangeness disappears? Our previous management competencies for emerging markets and complex corporate cultures have been a real roller coaster ride. We have been through the shock and awe of initial arrival, starting work and the rupture of familiar learned management practices, and standing resolutely through what is encountered – all key parts of learning how you must redefine your practice of management to become effective. […]

6 09, 2015

Unfair? Tough. The art of management in emerging markets

By | September 6th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

Values and beliefs are a key part of a person’s identity. To know them is to manage them more effectively says Alan Royal in part seven of his new set of management competencies for emerging markets and complex corporate cultures. Once acclimatisation has been mastered, the strangeness of the new disappears, and our new leader can start to understand the management environment they are immersed in. They begin to see their values and beliefs in the local context. […]

5 09, 2015

Don’t believe everything you hear

By | September 5th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

What to do when ‘good to see you’ means ‘I hope you die’. Part eight of Alan Royal’s new set of management competencies for emerging markets and complex corporate cultures. This series of blogs is written from my own experience, and from joint research with McQuarie University. This involved a lot of first-hand interviews with expatriates, and our next competency comes from a common theme. In emerging markets, where yes doesn’t mean yes, and no doesn’t mean no, how do you reach that moment of being able to engage with your staff, in a culturally appropriate manner, without thinking? […]

4 09, 2015

The management culture club

By | September 4th, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

For the expatriate manager, language barriers can be overcome with a skilled interpreter – but cultural barriers are a lot harder to breach. Alan Royal has some suggestions in his new set of management competencies for emerging markets. On our journey so far, the expatriate has dived into the unknown, dealt with knives in the night, dropped the Queensbury rules (because the locals are kickboxing), demonstrated resolute real-time resilience, finally felt at home, begun to see their values and beliefs in the local context, and learned how to react when “good to see you” means “I hope you die”. […]

3 09, 2015

There’s no ‘kuv’ in ‘pab neeg’ (as they say in Hmong)

By | September 3rd, 2015|MeetTheBossTv Emerging Market Management Series|0 Comments

Some rules do travel. Even in Alan Royal’s new set of management competencies for emerging markets, there’s still no ‘I’ in ‘team’. Last week, I wrote about the importance of working with the local way of thinking. This week, a closely associated competency: treating locals as legitimate. Treating the locals as legitimate means reaching out beyond one’s own framework to see the internal coherence of the local’s way of working, and building from there. It’s demonstrated really well in this developing country expatriate account… […]