An American executive running a factory in Mexico invites two of his key managers to spend the weekend at his home, hoping to get to know them better and strengthen their working relationships. But shortly afterward, he discovers that both have decided to resign.
Why did a well-intentioned gesture have such unexpected consequences? Why can an approach that builds trust between leaders and employees in one culture undermine a leader’s authority in another?
Key Players
The American Executive — Runs a foreign-owned factory in Mexico. Employees see him as a thoughtful and understanding leader who is sensitive to their interests and needs.
Two Mexican Managers — Key members of the management team. They hold leadership positions and are responsible for supervising employees on the factory floor.
The Situation
The American executive wants to get to know his Mexican colleagues better and show that he values them as people, not just as employees. He invites two managers to spend a weekend with him and his family at his home in Arizona.
The managers decline the invitation several times but eventually accept after a few months. The visit goes well. However, when the American executive returns to the factory the following week, he discovers that both managers have resigned.
The Problem
The executive is baffled. He believes he did everything right: he showed genuine interest, welcomed the managers into his home, and made an effort to connect with them. His goal was to break down barriers and build trust. He wanted to create a more personal relationship with his managers, but the result was exactly the opposite.
The managers also acknowledged that they had a wonderful time and were not offended in any way. So why did they both decide to resign after such a successful visit? What changed over one friendly weekend?
This raises a broader question: Can a relationship-building approach that works in one culture unintentionally undermine someone's status and authority in another?
What the Key Players Are Thinking
The American Executive:
What did I do wrong? Did I somehow offend them during the visit? Were they uncomfortable in my home? Or did I cross some boundary I wasn't even aware of? I wanted to show them that I valued them. So why did they decide to leave?
The Mexican Managers:
We enjoyed the visit, and our boss did nothing to offend us. But what happens when we return to the factory? If employees see that there's hardly any distance between us and the top executive, will we still be able to maintain our authority and manage our teams effectively?
Based on: Thomas, David C., and Kerr Inkson. Cultural Intelligence: People Skills for Global Business. San Francisco, CA: Berrett-Koehler Publishers, 2004.