Richard Porstmann
Interim management in an international context: successfully mastering cultural differences
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Table of contents
The role of an interim manager is challenging per se: you are called into a company to deliver clear results in a short space of time. However, it becomes even more complex when this task takes place on an international stage. Different cultures, values and working methods not only require flexibility, but also a deep understanding of interpersonal dynamics and diversity. But how can an experienced interim manager successfully master cultural differences?
Culture: More than just geography
I often found that within a group, the corporate culture of the parent company, in my case a German one, played a decisive role in shaping the values and standards of all locations. The question plays a major role here: What values are conveyed and practiced? Because culture is not static, but in motion. It is shaped and influenced by social interactions – not only geographically, but also at company level. An illustrative model for explaining culture is the Iceberg modelWhat we see above the surface – such as gestures, rituals or symbols – is only a small part of the culture. The majority remains invisible and consists of deeply rooted values, norms and beliefs .
In mechanical engineering, for example, we often see teams made up of different nationalities. Welders from Poland work side by side with engineers from Germany. But what remains hidden beneath the surface? It is the cultural understanding of how cooperation and trust work. Poles attach great importance to personal contact and loyalty, whereas in Germany the focus tends to be on practicality and structure.
Building trust: Fact-based vs. relationship-based cultures
One of the biggest cultural dilemmas in the international business environment is the different approach to trust. In fact-oriented cultures like Germany or the USA, trust is built through competence and clear results. The rule here is: if you do your job well, you gain trust. In relationship-oriented cultures In countries such as China or South America, on the other hand, personal relationships play a greater role. Trust only develops when people know and appreciate each other as individuals. Business discussions often begin with small talk and personal topics before getting down to the real nitty-gritty.
In my experience as an interim manager, I have learned that it is crucial to understand these differences and act accordingly. In China, it is considered impolite to immediately start with business issues, whereas in Germany, efficiency and structure are paramount. Balancing these different expectations requires tact and cultural sensitivity.
Communication: Indirect and direct approaches
The way we communicate also differs greatly depending on the culture. In low-context cultures like Germany or the USA, communication is direct, clear and factual. You say what you think and expect the same from your counterpart. In highly contextual cultures In countries like Japan or China, on the other hand, communication is often indirect and subtle. Meanings are not expressed directly, but have to be read between the lines.
For example, direct feedback, which is seen as helpful in Germany, can be perceived as too confrontational in China. It is helpful to put yourself in the other person’s shoes – “walk a mile in someone else’s shoes”, as the saying goes, because “A” in Germany can sometimes mean “B” in Argentina and vice versa.
Perception of time: monochronic vs. polychronic cultures
Another aspect that is often underestimated in international projects is the perception of time. In monochronic cultures like Germany or the USA, time is linear and is strictly adhered to. Appointments and deadlines are binding, and punctuality is seen as a sign of respect. In polychronic cultures As in many South American countries, the approach to time is more flexible. Here, the focus is on the task, not the schedule.
These differences can lead to misunderstandings and problems with deadlines if, for example, German team members expect meetings to start on time, while in Chile a more relaxed approach to time is taken. It is important to take these cultural expectations into account and to remain flexible and adapt your own perception of time within a project accordingly.
Dealing with rules, structures and hierarchies
Another crucial aspect to consider in international interim management is how to deal with rules, structures and hierarchies. In Ländern wie Deutschland gilt das Legal awareness is particularly pronounced. Rules are seen as irrevocable there and are expected to be strictly adhered to. In southern or South American countries such as ItalyBrazil or Argentina, on the other hand, the rules are often handled more flexibly – according to the motto: “It depends”. These different approaches require a good sense of how to navigate different countries and find effective solutions.
In addition to dealing with rules, the understanding of hierarchy strongly between different cultures. In countries with high Power distance In countries such as China or India, hierarchies are strict and decisions are often made without consulting lower levels. Employees here follow instructions without questioning them. In Germany or the Netherlands, where the power distance is smaller, hierarchies are flatter and managers expect their employees to actively participate in decision-making processes.
For me, this means that, depending on the country and corporate culture, I have to adapt either more to an authoritarian or a participative management style, because the understanding of rules or structures is a cultural diversity that is passed on from an early age. As a manager, trying to change these structures would be a time-consuming process and would usually be a reach into the void, which is why flexibility and a deep understanding of these cultural differences are the key to working successfully in both highly hierarchical and cooperative environments.
Practical tips for successful international interim management
So how do interim managers overcome these challenges in practice?
Here are some key points:
Interim management in an international context is undoubtedly challenging, but also incredibly rewarding. It requires a deep understanding of cultural and corporate values, flexibility and the ability to build trust across borders. But who companies that manage to see cultural differences as an opportunity will work more successfully and efficiently in the long term. After all, it is this diversity that makes companies unique and sustainable, especially in an international context.
Conclusions
- Cultural adaptability: Interim managers must understand cultural differences and react flexibly to them.
- Building trust: In different cultures, trust is based either on competence (e.g. Germany) or personal relationships (e.g. China).
- Communication style: Direct vs. indirect communication requires adaptation depending on the culture.
- Perception of time: Different perceptions of time (monochronic vs. polychronic) can lead to misunderstandings.
- Hierarchy and rules: Interim managers must adapt their management style according to the cultural understanding of hierarchy and rules.
If you have any suggestions or thoughts on this topic, please write to me.
