Etude de cas - les expatriés PDF

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1

Leadership 1 

Which of the following gives you the best definition of leadership?

«You manage things, you lead people.» «Leadership inspires, management plans.» «Leaders praise, managers find fault.» «Leaders ask questions, managers give directions.» «A true leader is born, not made. They simply have brains that are wired differently to most.» « Great leadership is based, on Nature, not Nurture » «A leader does not lead through official authority and power alone, they also do so through inspiration, persuasion and personal connections.» «Leaders don’t lead by telling people what they have to do. Instead, leaders cause people to want to help them.» «Understanding social networks and key influencers in that social network is another key part of leadership.» «Leaders are working towards a goal that’s greater than themselves.» «Leadership is more often than not about “soft skills” rather than hard skills.» «Great leaders are born, but it takes circumstances to make them great. Some are born great, some achieve greatness, and some have greatness thrust upon them.» «If a leader lacks charisma, they will have few followers.» «Leaders are like scientists ; they learn by trying out new techniques and figuring out what will work and what will not work.» «While many see 'failure', as negative, leaders see this as the potential to take a bad situation and create something good out of it.» «The most successful leaders have more grey matter in places that control decision-making, selfregulation and memory, giving them a vital edge.» «Most people can ride a bicycle, but not everyone can be an Olympic winner. It's the same with management and leadership.» «Integrity play a big part in good leadership.» «Leaders network with people higher up the food chain in order to rise.» «Effective leaders look forward to change because it brings far more opportunity than statis.»

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The Case of the Floundering Expatriate  

Read the text below, ‘The Case of the Floundering Expatriate’. Answer the following comprehension questions.

Based on the original text The Case of the Floundering Expatriate by Gordon Adler from Harvard Business Review – JulyAugust 1995 issue.

1/ At exactly 1:40 on a Friday afternoon in June, Frank Waterhouse - CEO of Argos Diesel Europe leaves his imposing office on the top floor of the Argos Tower, overlooking the Zürichsee. A tension headache has been tormenting him all morning and as he enters the glass lift he feels the pain increase. 2/ He consults his watch for the umpteenth time, and mechanically checks his Tweets. In less than half an hour, Waterhouse must watch as Bert Donaldson faces the company’s European managers. In other words, all the executives of the parts suppliers that Argos has acquired over the past two years… Donaldson is supposed to give the keynote address at this event, part of the second Argos Management Meeting organized by his training & education department. However, late yesterday afternoon, Donaldson had phoned Waterhouse to say he didn’t think the address would be ‘very good’. What on Earth was the guy talking about? Donaldson claimed that he hadn’t managed to get enough feedback from the various division heads in order to put together the presentation he had planned. The presentation was supposed to give Donaldson’s summary of the company’s progress, but how would that be possible? What was he actually going to present? 3/ It’s Bert Donaldson’s meeting – his baby - Waterhouse thinks, as the lift descends to the second floor. How could he not be prepared? Is this really the man who everyone at corporate HQ in Detroit believes to be so fantastic and hands-on? 4/ Waterhouse remembers his introduction to Donaldson just over a year ago. Argos International’s CEO and chairman, Bill Loun, had phoned Waterhouse himself to say he was sending the ‘pick of the litter’. He even boasted about Donaldson’s great international background. Indeed, he had been a professor of American Studies in Cairo for five years before returning to the States to join the Argos team. Loun had informed him that Donaldson had helped create the cross-divisional, cross-functional teams that had achieved considerable cost reductions and quality improvements. He had even proudly added that Donaldson was ‘just what Argos Europe needed’ to create a smooth, seamless European team. This goldenboy was going to facilitate communication among the different European suppliers that he, Frank Waterhouse, had worked so hard to acquire. Waterhouse had indeed proved his own strategic skills and his own ability to close deals, by successfully building a network of companies in Europe under the Argos umbrella. He was proud of his work - all the pieces were in place. Yet for the newly-expanded company to meet its financial goals now, the units had to work together. The managers had to become an integrated team and Donaldson had been taken on to make this happen. Together they would keep the Argos share of the diesel engine & turbine market that was on the rise. These were exciting, challenging times and the lights were on Donaldson. 5/ The CEO had stated that Waterhouse deserved to get the best help and that Bert Donaldson really was indeed the very best. Once the figures and financial statement had proved the plan successful, Waterhouse would return to the States a hero. Waterhouse recalled Loun’s precise words « I’ve got my eye on you, Frank. You know you’re in line ». At last Frank Waterhouse would be getting the

3 recognition that he was long due. Waterhouse had been enthusiastic. You bet! Hey, this new guy Donaldson could help him reach the top! He had met the man several times in Detroit. Donaldson seemed to have a quick mind, appeared to be very charismatic and liked to crack a joke. 6/ Unfortunately, that wasn’t the Donaldson who had arrived in Zürich last summer, with his wife and two daughters. This man didn’t seem to be a team builder - not in this venue, at least. Here in the Swiss office, that charisma appeared abrasive and certainly did not win anybody over. 7/ As the lift doors slides open smoothly, Frank Waterhouse draws a deep breath and steps into the atrium of the building and heads toward the seminar room. He keeps thinking of his own career. Since Donaldson’s appointment, he has spent most of his time securing three major government contracts in Moscow, Ankara, and Warsaw. He has kept the ball rolling, kept his career on track. It isn’t his fault if Donaldson has not handled this assignment correctly. He can’t be blamed if the Germans and the French still can’t agree on a unified sales plan. That was Bert Donaldson’s remit, after all. 8/ His thoughts turn back to Donaldson. It can’t all be Bert’s fault either, surely. Donaldson is a smart man; a good guy, no? His successes in the States were genuine – the ’real deal’! He has been worried about this assignment so it isn’t as though he is just being complacent, blasé, stubborn or whatever. He sounded worried on the phone. He does care. He also knows that his job is falling apart yet doesn’t know what to do. What can he return to at Argos in the States if he doesn’t excel here in Europe? This was his golden opportunity to prove his worth. Let Donaldson run with the ball—that’s what they had said in Detroit. But it just isn’t working. This is a train wreck waiting to happen… 9/ Waterhouse reaches the doorway of the seminar room. Ursula Lindt, his executive assistant, spots him from the other side. Miss Lindt is a highly competent individual who gets the job done to the highest standard. Most of the local employees go to her to discuss their problems. Waterhouse recalls a few of her comments about Donaldson’s team: Staff morale is lower than ever; there seems to be a general malaise. Herr Direktor Donaldson must be having problems at home or perhaps distractions in the workplace. Why else would he work until midnight? 10/ Waterhouse takes a seat in the front row and tries to distract himself by studying the meeting schedule. ‘Managing Change and Creating Vision: Improving Argos with Teamwork’ is the title. Donaldson’s ’vision’ for Argos Europe… Hmm…What is that, exactly? Waterhouse sighs. Miss Lindt approaches, wishing to ‘keep him in the loop’. More complaints, in other words... 11/ « A few of the managers have been making noises about poor organization. » she says in her sharp, bossy voice. « And Pablo Sauras, the Spanish director, called to complain that the meeting schedule was too tight. And too early in the afternoon. » Her litany of problems continues: « Maurizio, the director in Rome has even informed me that he’s going to lobby for Donaldson’s replacement! He feels we need someone with a ‘better understanding’ of the European environment. » 12/ The room slowly fills with whispers as dark hand-tailored suits enter. Groups break up and reform. « Grüss Got, Heinz, wie geht’s? » « Jacques, ça va bien? » « Pete, good to see you… Great! ». Waterhouse makes a perfunctory inspection of the crowd. Why isn’t Donaldson in here schmoozing? He needs to mix and mingle, surely that goes without saying? Where is he, anyway? He hears a

4 German accent: « Two-ten. Ja ja. Amerikanische Pünktlichkeit! ». Unlike Donaldson, he made it his duty to learn enough German to get by and he fully understands the need for punctuality. 13/ Finally a signal is given. The chitchat fades with the lights. Waterhouse turns his gaze to the front as Donaldson finally strides up to the podium and addresses the audience. « As President Eisenhower once said, ‘I have two kinds of problems, the urgent and the important. The urgent are not important, and the important are never urgent!’. » He laughs, but the rest of the room is silent, save for the sound of paper shuffling. Donaldson pauses to look at his laptop and then delivers a flat ten-minute summary of the European companies’ organizational structure. He reviews the basics of the teambuilding plan he has developed - something with which all the listeners are already fully familiar. He thanks his secretary for her efforts, hands the meeting over to Waterhouse and is seen checking his smartphone. Caught off-guard, Waterhouse apologizes for not having been able to give the managers any notice that this session would be shorter than planned. He assures them that the rest of the schedule is intact and asks them to take this time as a break before their 4 p.m. logistics meeting, which will be run by the French division head. 14/ The managers exchange glances, and Waterhouse detects one or two undisguised smirks. Walking out of the seminar room, he hears someone say, « Well at least the meeting didn’t run overtime! » Waterhouse fumes. He has put in four years of hard work here in Europe. He is being groomed for a top management position back in the States and wants to keep his eye on the ball. The last thing he needs is a distraction like this this! 15/ Waterhouse remembers how Detroit reacted when, a little over a month ago, he had raised the issue of Donaldson’s failure to adjust. He had sent an in-depth mail to Bill Loun suggesting that Donaldson’s assignment might be over his head, that the timing wasn’t right etc. The CEO had phoned him back right away. « That’s garbage, Frank! Just a load of old bull! » His Michigan accent had boomed over the line. « Heck, you’ve been asking for someone to help make this plan work, and we’ve sent you the man for the job! What’s your problem? You can’t send him back. This is your call – you deal with it, Frank! You have the bottom-line responsibility. But I’m hoping he’ll be part of your inner circle, Frank. I’d give him more time, if I were you. Make it work. I’m counting on you. » 16 Extra time is no longer an option, Waterhouse thinks. But if he fires Donaldson now or sends him back to Detroit, he will lose whatever progress has been made toward a unified structure. Donaldson has begun to implement a team-building program; if he leaves, that effort, albeit small, will collapse. And how could he fire Donaldson, anyway? Sure, the guy isn’t meeting expectations, but firing him would destroy his career. Bert Donaldson doesn’t deserve that, does he? Besides, the European team program has been touted as a major initiative, and Waterhouse has allowed himself to be thought of as one of its drivers. Turning back now would reflect badly on him, and he just can’t allow that. He has his own career to consider. On the other hand, the way things are going, if Donaldson stays, the plan will fail. One step forward, two steps back. « I just don’t have the time to go through basic cultural adjustment with this guy. » 17/ Bert Donaldson approaches Waterhouse in the atrium. « Would you believe it! I sent a multiplechoice survey to every manager. One of them sent back a six-page essay! » he says. « I sent these out months ago. I got back only 7 of 40 from the Germans. Every time I called, it was ‘under review.’ One of them told me ‘his people’ wanted to discuss it - in German! The Portuguese said they would have

5 responded if I had brought it to them personally. Haven’t they heard of the internet? Welcome to the 21st century, guys! » 18/ Waterhouse does not respond, but tells Donaldson he wants to meet with him later and turns away abruptly. Ursula Lindt follows him toward the lift. « Herr Direktor Waterhouse, have you heard what Herr Donaldson called Frau Schweri?» 19/ Bettina Schweri, who organizes Donaldson’s programs, is essentially his manager. She speaks five languages fluently and has vast organisational skills and some 35 years of experience. Miss Lindt and Miss Schweri work closely together and are firm friends. « A foxy secretary! » Lindt says, exasperated. « Frau Schweri - a secretary !!! ‘Foxy’ is a term of sexual harrassment, you understand. This is highly offensive language and has no place in our corporate culture. But Herr Donaldson just laughed and told Miss Schweri to ‘chill out’ when she objected! This is a disgrace, Herr Waterhouse. » 20/ Back in his office, Waterhouse grabs a Red Bull and two aspirin. In his mind, he’s sitting across from Donaldson ten months earlier. He can still hear Donaldson…. « Once I reach a goal, I set another one and get to work. I like to have loads of things on the go, especially since I have only two years. I’m going for quick results, Frank. Watch this space! I’ve even got the first project all lined up. We’ll bring in a couple of trainers from the Consulting Consortium to run that team-skills workshop we talked about. » 21/ Sighing, Waterhouse comes back to the present. Apparently, that first workshop hadn’t gone too badly - at least he hadn’t heard of any problems. But he, Waterhouse, had not attended. He picks up the phone to call Paul Janssen, vice president of Human Resources for Argos Europe. « Tell me Donaldson’s first training weekend, in February. How did it go? » 22/ « Well, overall, Mr Waterhouse, not too bad. A few glitches, but nothing dramatic for a first run. Mr Donaldson had some problems with his assistant, though. Apparently, Frau Schweri had scheduled the two trainers to arrive in Zürich two days early to prepare everything, recover from jet lag, and have dinner at the Baur au Lac. But the men only turned up the night before. There were even rumours that they might have been hung-over! You can imagine how that upset Frau Schweri. She likes everything to run like clockwork... Bert knew about the change but didn’t think to inform her. She was furious! » 23/ Waterhouse has the distinct impression that Janssen has been waiting for a chance to talk about this. « Well, Frank, there were a few problems with the workshops too, you know. One of the managers from Norway - Dr. Godal - asked a number of difficult questions during Bert’s presentation, and he got pretty annoyed. » Waterhouse listened carefully. « You mean Bert, right? » 24/ « Yes. Bert! He even told Dr Gobal to be quiet or to kindly leave. What’s more, one of the two US training guys was wearing a graphic sweat shirt and the other had an emblazoned baseball cap. They looked like a pair of high school students! People expected to see a far more professional image of the company. » 25/ « What on Earth do you mean? » Waterhouse laughs nervously. 26/ The sweat shirt had a depiction of Donald Trump dressed as Mickey Mouse, wIth the caption ‘Making America Great Again’. The cap was emblazoned with ‘ Me too’. It was inappropriate and in

6 poor taste, but they seemed to think it was highly amusing. They constantly referred to women as ‘chicks’ and that really annoyed the Canandian director. He is very involved in gender equality in the work place, you see. » 27/ « Okay, I get the picture. But what on earth does that have to do with Bert Donaldson exactly? » 28/ « Well, Bert offered these trainers a two-year contract after Frau Schweri specifically advised him not to. He apparently told her he was satisfied with these guys. As far as he was concerned, questions about their personal habits, clothing and sense of humour weren’t 'worth his time’. Mr O’Leary from Ireland and Mr Smith from the UK objected to this and stated that for the next time they would prefer to have actual European trainers. They both explained that they were tired of American culture monopolising the business world. They have all had enough of Bert talking about ‘blue-sky thinking’, when he only applies the American approach to everything. Mr Harper, the Canadian director agreed with them both and added that indeed, ‘One size does not fit all’. » 29/ « Yes, but that wasn’t all. Frau Schweri heard many other complaints. One of the managers said the trainers provided too much information; he felt as though they were condescending to him. A bombardment of basic information but nothing concrete, he said. Meanwhile other managers complained that Bert himself didn’t provide enough background info. Donaldson also spent a certain amount of time chatting to the female members of staff which did not go unnoticed. The French managers did seem to think the meeting was worthwhile, but they seemed to spend a lot of time around the coffee machine. Nevertheless Bert must think that because his style works with one group, the others will fall into place automatically. Oh yes, another point was that everyone was unhappy with the schedule and general timing. The training guys ran overtime, so everybody was displeased because there weren’t any official coffee & cigarette breaks to enable the various offices to network. That really frustrated Mr Fernandez from Portugal as he had been hoping to meet his European counterparts. Oh, and the last thing. All the name cards had first names - no titles. This was just too informal and simply too vague. In addition, all three Americans were constantly Tweeting during the sessions. This gave a very poor impression. » 30/ « No titles! » Waterhouse cringes. « Paul, I wish you had told me all this earlier. » « I didn’t think you needed to hear it, Frank. You’ve been busy with the new contracts. » 31/ Janssen and Waterhouse agree to meet later in the week. Waterhouse stares down at Donaldson’s file. His résumé looks perfect. He has a great review from the American University in Cairo. There, Donaldson earned the highest ratings for his effectiveness, and his ease among students from 40 countries, in addition to his sense of humour. At Argos in the US, he had implemented the cross-divisional team approach in record time. Looking at a CV like that, Donaldson seems to be nothing short of a miracle worker ! 32/ Sure, some people say that Donaldson is an arbeitstier. ‘Work animal’ is the direct, unflattering translation of this German term. He never joins the staff for a leisurely lunch in the canteen, preferring a quick sandwich at his desk. Apparently, he can speak some Arabic thanks to his days in Egypt yet he still can’t manage a decent ‘good morning’ in Swiss German. Rumour has it that he walks around all day, phone in hand, asking for suggestions, ideas, plans, or solutions rather than setting

7 these himself. For him, this is ‘proactive management’, but the others don’t see it that way. Why can’t he just spend more time in his office, acting like a real manager? 33/ Waterhouse remembers an early conversation with Donaldson in which he seem...