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- European company bought U.S. firm.
- Senior leader appointed to U.S. operation
to improve profitability.
- Most workers have long history with
U.S. company.
- Foreign executive frustrated by U.S.
culture; demands tighter control and substantially higher
levels of performance.
- Workers resist new leadership; performance
and profitability decline.
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Helped executive describe
situation objectively.
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Identified cultural differences
in behavior and expectations.
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Focused on working with
reality of situation vs. executive’s desired state.
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Worked on communication,
feedback, setting expectations, dealing with resistance,
and leadership style.
- Executive learned to manage personal
stress and disappointment.
- Awareness of cultural differences
enabled executive to recognize worker success.
- Attitude of learning and appreciation
introduced to counteract resentment and fear.
- Workers gradually improved performance;
profitability expected to increase.
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