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Cross-cultural management in Vietnam

Survey Results

+ practical tips
to succeed
22nd June 2010, HCMC
1-2-WIN: www.1-2-win.net; tel: +66 87 99 60 679; info@1-2-win.net Copyright 2010 1-2-WIN 25 86 25; ccifv.hcm@ccifv.org CCIFV: www.ccifv.org; tel: +84 8 38Co., Ltd. All rights reserved

A presentation by Jean-Francois Cousin, Executive Coach, with 15 years management experience in ASEAN...
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Highest coaching credentials in ASEAN


Professional Certified Coach accreditation
from the International Coach Federation1

International management experience


MD for Lafarge Group in Thailand (98-04)

Worked over 10 years in ASEAN, China & India


Was VP Strategy for an MNC spread over 32 countries, with 2 billion US$ turnover Engineer + received senior executive education from the Fuqua School of Business, in Duke University, USA Worked in

Coached over 250 executives to date


In Singapore, Thailand, Vietnam, China, India, etc... Provides high-impact management, leadership and cross-cultural training programs

www.coachfederation.org

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was based in (Thailand, Singapore, France) conducted missions in

1-2-WIN Executive Coachings Client-list in Vietnam, Thailand & Singapore


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85 persons from 52 Companies and 6 nationalities participated to our survey


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85 respondents
French
Australian

Japanese
Portuguese Swiss Filipino Vietnamese
52 MNCs and SMEs, employing between 7 and 3,000 persons Foreigners polled have worked in Vietnam between 2 months and 20 years
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Most respondents are in senior management


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Positions of respondents
Senior Management Foreigner Senior Management Vietnamese Management Foreigner Management Vietnamese Human Resources Foreigner Human Resources Vietnamese Others Foreigner 0 5 10 15 20 25 30 35 40

Foreign senior managers are the largest respondents group 12 Vietnamese HR managers have participated

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Limitations of our research and presentation


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Limitations of our research and presentation


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Number of Vietnamese respondents who worked with

French Singaporeans Other Asians Japanese Australian

British USA
Other Europeans German Indians Chinese
0 10 15 20 Copyright5 2010 1-2-WIN Co., Ltd. All rights reserved 25 30

Mutual appreciation: Top-6 interpersonal skills


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Highest scores
Foreigners' performance assessment by Vietnamese is friendly speaks English well

Vietnamese's performance assessment by Foreigners is polite is friendly

is easy to talk with


is fun to work with controls emotion well makes me feel appreciated
64% 66% 68% 70% 72% 74% 76%

is polite
is easy to talk with tries to understand foreign Cultures

expresses his/her ideas with confidence


65% 66% 67% 68% 69% 70%

very poor 0%

not good enough 33%

Good 67%

Excellent 100%

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Mutual appreciation: Top-5 management skills


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Highest scores
Foreigners' performance assessment by Vietnamese works hard

Vietnamese's performance assessment by Foreigners celebrates achievements

works hard

is highly responsible follows Company's rules and regulations has a sense of urgency

shows strong discipline follows Company's rules and regulations

is punctual (on time)


52% 54% 56% 58% 60% 62% 64% 66%

has good analytical skills


62% 63% 64% 65% 66% 67% 68% 69%

very poor 0%

not good enough 33%

Good 67%

Excellent 100%

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Areas for improvement in interpersonal skills


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Vietnamese's performance assessment by Foreigners
is straightforward (tells the truth) expresses his/her ideas with confidence

Lowest scores
Foreigners' performance assessment by Vietnamese
Develops personal relationships with colleagues develops harmony between people at work

is interested in foreign countries


is open-minded is patient speaks English well cares for colleagues' well being listens well
30% 35% 40% 45% 50% 55%

makes me feel appreciated


49% 50% 51% 52% 53% 54% 55% 56%

very poor 0%

not good enough 33%

Good 67%

Excellent 100%

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Areas for improvement in management skills


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Vietnamese's performance assessment by Foreigners
is creative, thinks "out of the box"

Lowest scores
Foreigners' performance assessment by Vietnamese
spends time to develop subordinates' skills

has a long-term view for business


gives effective feedback on (under)performance

is effective at developping colleagues' skills


manages conflict effectively gives effective feedback on (under)performance motivates colleagues

takes initiative
puts Company's interest before her/his own interests manages priorities effectively
20% 25% 30% 35% 40%

makes good decisions


30% 35% 40% 45% 50% 55%

very poor 0%

not good enough 33%

Good 67%

Excellent 100%

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Most important skills in Vietnamese managers opinion


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Most important interpersonal skills in Vietnamese's opinion
knows how to manage seniority at work speaks English well expresses his/her ideas in a clear manner develops harmony between people at work
70% 75% 80% 85% 90% 95% 100%

Most important management skills in Vietnamese's opinion makes good decisions

has good analytical skills


70% 75% 80% 85% 90% 95% 100%

NB: most important defined as > 70% in our ranking


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Most important skills in Foreign managers opinion


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Most important interpersonal skills in foreigners' opinion
speaks English well

Most important management skills in foreigners' opinion


has a long-term view for business is good at organizing work is highly responsible

expresses his/her ideas in a clear manner


is open-minded
70% 75% 80% 85% 90% 95% 100%

takes initiative
makes good decisions has good analytical skills manages priorities effectively has integrity, is honest
70% 75% 80% 85% 90% 95% 100%

NB: most important defined as > 70% in our ranking


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Comparison of most important skills


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Most important interpersonal skills in Vietnamese's opinion Most important management skills in Vietnamese's opinion

knows how to manage seniority at work


speaks English well expresses his/her ideas in a clear manner

makes good decisions


has good analytical skills
70% 75% 80% 85% 90% 95% 100%

Most important management skills in foreigners' opinion

develops harmony between people at work


70% 80% 90% 100%

has a long-term view for business is good at organizing work is highly responsible

Most important interpersonal skills in foreigners' opinion

takes initiative
makes good decisions has good analytical skills manages priorities effectively has integrity, is honest

speaks English well expresses his/her ideas in a clear manner


is open-minded
70% 80% 90% 100%

NB: most important defined as > 70% in our ranking


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70%

75%

80%

85%

90%

95% 100%

How to perform at the next level?


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Summary of advice from/to each other(1)


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Advice to Vietnamese
Be transparent
Be clear and say what you think

Advice to Foreigners
Invest time to develop colleagues skills
Support initiative & accept trial-and-error Give effective feedback on performance (+ & -) Manage conflict effectively

Continue to grow management skills


Decide based on analysis, not emotions Prioritize, plan and organize Never stop learning & teaching others

Manage sensitively
Learn Vietnamese Culture to be more effective Listen with an open-mind and patience Be clear and probe understanding Convince about the rationale of your decisions Develop personal relationships with colleagues Clarify expectations (ethics, quality standards, behaviors, seniority in an MNC(3))

Be an entrepreneur for the Company


Be creative, think out-of-the-box Be a role-model for accountability(2) Place companys benefit above all Take initiative, dont be afraid

Become an international team-player


Engage in team-work across functions Speak English well Listen with an open-mind

Build trust, recognize and motivate


Leverage effective motivational drivers Make loyalty worthwhile
(3) Multi-National Company

(1) based on quantitative and qualitative answers to our survey (2) = with a no excuse mindset for your responsibility Copyright 2010 1-2-WIN Co., Ltd. All rights reserved

From data to action: a few critical Success-Factors of cross-cultural management in Vietnam


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Become an entrepreneur for the Company Become an international team-player Motivate Build trust & loyalty Develop people with good returns Communicate effectively across Cultures
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How to
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Interactive solution-search!

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A few critical Success-Factors for cross-cultural management in Vietnam


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Become an entrepreneur for the Company Become an international team-player Motivate Build trust & loyalty Develop people with good returns Communicate effectively across Cultures
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Worldwide challenges in communication!


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Conflict management: different priorities*


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Foreigners

Vietnamese
1. Minimize damage to relationships

1. All-out discussion to clarify issues

C O N F L I C T
2. No bad feelings afterwards 2. Keep bad feelings inside

A F T E R

C O N F L I C T

* We obviously simplify, with the objective to trigger in-depthLtd. All rights reserved Copyright 2010 1-2-WIN Co., discussions between Foreigners & Vietnamese

Communication to speak-out or not to speak?... that is the question!


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Some barriers to communication

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Effective communication We can listen in many ways, not all of them productive
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Not listening

You ignore
You use nods and smiles and uhum, etc... You (unconsciously) interpret what the speaker says through your beliefs You gather facts and analyze You gather facts, analyze and understand feelings You check and understand facts and feelings, trying to feel how the speaker feels, put yourself in her/his shoes You listen and understand fully, and help the speaker clarify his/her thoughts through tactful, open-ended questions

Pretending to listen Biased listening

Attentive listening Active listening


Empathic listening

Facilitative listening

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A few features of ineffective managerial communication


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Blur, unclear Too complicated (assuming more is better)

Confrontational / insensitive Uninspiring / de-motivating


Non-transparent Biased (eg. misjudging employees understanding)
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Tips
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How to communicate effectively across Cultures?

Listen with the intent to make the conversation worthwhile for both Make it safe to speak-up Leverage communication good practices in meetings
Listen with the intent to make the conversation worthwhile for both

Employer

Employee

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A few critical Success-Factors for cross-cultural management in Vietnam


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Become an entrepreneur for the Company Become an international team-player Motivate Build trust & loyalty Develop people with good returns Communicate effectively across Cultures
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Are you clear about your talent pools (potential) value?


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D - Icebergs C - Problem Children Individuals who have no Individuals who have potential and perform poorly. potential but are not They are in a performing in their role. This wrong role may be because they are newly promoted low - - - - - - - - - capability to learn - - - - - - - - high
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low - - - - - performance - - - - - high

B Back-bones A - Stars Individuals who produce Individuals who have real effectively, however they have potential for the future and reached a ceiling are high performers in competency

Do you invest enough in developing your people?


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Acknowledge effort and contribution. Utilize as coaches and mentors. Look for each person's hidden high potential, undiscovered passions, etc., and offer new challenges and responsibilities as appropriate, so these people too can be stars, to any extent they are comfortable.

low - - - - - performance - - - - - high

B Back-bones teach

A - Stars coach

Agree challenging stretching work, projects, career development, responsibilities, or these people are likely to leave. Give appropriately stretching coaching, mentoring, training. Explore and encourage leadership and role-model opportunities, to set and raise standards of other staff.

Counsel, build trust, understand issues. Identify hidden potential. Facilitate more fitting roles, direction, purpose, o pportunities, etc., linked with and perhaps dependent on performance improvement. Failing this, assist or enable move out of position if best for all concerned.

D - Icebergs reactivate or remove

C - Problem Children 'father' (discipline)

Confirm and acknowledge potential. Counsel, build trust, understand issues. Explore and agree ways to utilize and develop identified potential via fitting tasks and responsibilities, linked with and perhaps dependent on performance improvement. Explore attachment to backbone or star mentors and coaches.

low - - - - - capability to learn - - - - - high

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People development: no risk, no gain!


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People development with the simplest leadership model: 3 C


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A LEADER...
Creates opportunities Provides direction

Challenge

Aligns everyone
Inspires Builds Confidence

3C

Challenges and
Coaches people

Build Confidence
Source: Paul B. Thornton, 1999
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Coach

Effective feedback: the sandwich technique motivating to improve (bad) performance


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Motivation & offer of support I am sure You can do it!

Hope

Area for improvement How much better can you do?

Stretch
Positive foundation

1 Recognition of 1 good action

Baseline:

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Provide tools. e.g. to get things done well and in-time simple tools for priorities, planning & organization
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Important & urgent

Daily to-do list

Urgent, not important Important, n ot urgent

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Tips
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How to develop people with good returns?

One-on-one meeting focused on professional growth 1-hour/month with key employees Continuously stretch (good to great)

Employer

Behave as the level above The day you think you know it all: retire, because you are old already!

Employee

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A few critical Success-Factors for cross-cultural management in Vietnam


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Become an entrepreneur for the Company Become an international team-player Motivate Build trust & loyalty Develop people with good returns Communicate effectively across Cultures
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When you are good to Mama, Mamas good to you (Chicago, the musical)
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How to build trust and loyalty? Influence of leadership models of reference


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Foreign leadership model*

Asian* leadership model

Participative Gets respect for knowledge & wisdom Authority based on rules & regulations

Directive & truly caring Gets loyalty for caring


Authority based on relationships & seniority

* We obviously generalize for the sake of igniting discussions; every country has its specificities
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Trust builders: how much do you leverage them?


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Fosters open communication


Listens and responds with empathy Shares thoughts, feelings and rationale Is straightforward and up-front Focuses on the positive Seeks others ideas Doesnt shoot the messenger Discusses difficult / sensitive issues Challenges assumptions

Shows confidence in others


Asks for help and encourages involvement Provides support without removing responsibility Provides opportunities to develop new skills Lets team-members lead Stands behind and advocates for team members

Treats everyone with respect & fairness


Maintains & enhances others self esteem Values each individuals uniqueness Acts impartially and without bias Ensures everyone receives due credit, recognition and rewards

Is reliable and consistent


Avoids making empty promises by being honest about what one can do and cant do Acts with integrity Is available when needed Behaves according to organizational values Follows through and keep commitment

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Tips
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How to build trust & loyalty?

Care & build relationship Clarify values and expectations upfront (ethics, behaviors, quality standards)

Employer

Activate all trust builders


Build confidence in Companys long-term

Be transparent + say what you think Activate all trust builders


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Employee

A few critical Success-Factors for cross-cultural management in Vietnam


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Become an entrepreneur for the Company Become an international team-player Motivate Build trust & loyalty Develop people with good returns Communicate effectively across Cultures
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Motivation: is money and status the only way?


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Transcendance

Help others realize their potential

Learning
Motivation

Realize our own potential

factors

Aesthetics Esteem

Beauty, balance, order

Achieve, be competent, gain approval, status

Belonging Hygiene
factors
(dissatisfiers)

Love, family, friends, affection

Safety

Protection, safety, stability

Basic (physiological)

Hunger, thirst, bodily comfort

7 needs which account for most of our behaviors


Source: Maslows hierarchy of needs & Herzbergs motivation-hygiene theory
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Motivation: what really motivates people


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A Company offers 1,000 $ to the employees who meet a certain performance target 3 different ways for managers to present the bonus to their subordinates: 1. Think of what 1,000 $ means: a down-payment for a new car or that new home improvement you want to make 2. Think of the increased security of having 1,000 $ in your bank account for rainy days 3. Think of what the 1,000 $ means: the Company recognizes how important you are to its overall performance, it does not spend money for nothing

Which message would appeal most to you personally?

Which message would appeal most to OTHERS do you think?

(security)

1 2

(security)
(security)

(security)

3 (esteem) Motivate with self-esteem

(esteem)

Source: Made to Stick, Dan and Chip Heath

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Motivation: what really motivates people


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A manager must convince a colleague to take a new job that is crucial to the Companys success 3 different pitches for the new job:

1. Think about how much security this job provides; it is so important that the Company will always need someone in this position 2. Think about the visibility provided by this job; because the job is so important, a lot of people will be watching your performance 3. Think about how rewarding it will be to work in such a central job. It offers a unique opportunity to learn how the Company really works

Which message would be most motivating to you personally?

Which message would be most motivating to OTHERS do you think?

1
2

(security)
(esteem)

(security) (esteem)

2
3
(learning)

3 (learning)

Motivate with stretched learning


Copyright to Stick, Dan Ltd. Chip Heath Source: Made 2010 1-2-WIN Co.,andAll rights reserved

Build Confidence the power of recognition


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Number One reason why people leave their job? because they feel unappreciated

9 out of 10 people say they are more productive


when they are around positive people Yet, positive feedback only motivates if it is

individualized (YOU really did something great) with a good reason (and it was great because)

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Tips
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How to motivate over time?

Activate self-esteem, belonging & learning


(monetary incentives are never a durable competitive advantage; making employees shine is one)

Employer

Stretch continuously (you do good & can do better)


Celebrate achievements we are winners Thinking positive is your choice
(How much can you grow in this Company? Winners see opportunities; losers stay stuck with difficulties)

Employee

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A few critical Success-Factors for cross-cultural management in Vietnam


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Become an entrepreneur for the Company Become an international team-player Motivate Build trust & loyalty Develop people with good returns Communicate effectively across Cultures
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How to develop World-class team-players It starts with dropping the me for the we!
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Build motivation to become an excellent international team-player with success stories of interdependency between local & foreign colleagues Features of a great international team-player (e.g. open-minded, great listener, builds on others ideas, establishes trust, is agile, maintains a positive mindset, grow his/hers influencing skills,) Confront perceived obstacles and risks (e.g. loss of control, lack of trust, lack of commitment, complexity,); identify how to overcome them Make the case for change (winners see and leverage the opportunities, losers stay stuck with the difficulties) Tool-box of a great international team-player excerpts:
How to build trust with foreign / out-stationed colleagues (role-plays) Conflict management: how to shift from avoiding / accommodating / compromising / competitive to collaborative? (role-plays) How to communicate effectively within an international team (role-plays) How to build a positive team-dynamic Individual accountability for team-work when one does not control everything

Individual resolutions, targeted quick-wins and action plan


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Tips
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How to grow international team-players?

Prove that real big wins are collective (Silo-culture is a losers plan)

Employer

Drop the me for the we (Together Everyone Achieves More)

Employee

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A few critical Success-Factors for cross-cultural management in Vietnam


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Become an entrepreneur for the Company Become an international team-player Motivate Build trust & loyalty Develop people with good returns Communicate effectively across Cultures
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So much to learn in a multinational company for an aspiring entrepreneur; its worth to play by the rules
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The returns:
Broad mind-set Rational decision-making Prioritize, plan and organize Take initiative Be creative, think out-of-the-box Never stop learning Engage in team-work across functions Become an international team-player Learn to manage complexity

The requirements...
Be loyal: place companys benefit above all Be accountable (responsibility power) Accept sometimes long decision process Patience

Biggest mistake: frequent job-hopping Aborted learning Un-employability in medium-term

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Tips
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How to nurture entrepreneurship for the Company?

Support calculated risk-taking (here people only get killed for not trying!)

Employer

Beat expectations (You will be as good as you want to be!)

Employee

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Conclusion Invitation for You to Take your team on a journey from Trust to Accountability
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Build Relationships

How much do we know how special we are? individually and as a team? How far can we leverage our Diversity? How can we strengthen our bond & trust?

Discuss the Un-discussable How differently do we view conflict at work?


How can we productively embrace it? How can we discuss what matters most all the way?

Ask the Earth of each other How can we create further value from meetings?
How can we take our accountability a step higher? Walk the talk
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Where do You start your journey from? How can you engage your team further?
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Pay attention to results Accountability

vs. ego / individual goals

vs. low standards

Commitment
Ability to conflict positively

vs. ambiguity

vs. artificial harmony

Trust amongst members

vs. invulnerability

From Patrick Lencionis book the 5 dysfunctions of a team


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HCMV, 9th & 10th September

Management training specially designed for Vietnamese managers


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HCMV, 9th & 10th September


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Management training specially designed for Vietnamese managers


Focus on skills and behaviours:

Topics: Defining Your Role and Responsibilities The Qualities of a Successful Manager Personal Effectiveness, Priorities & Time management Management and Delegation People Management and Team Development Effective Communication Managing Performance Motivating your Team Improve Team Performance Personal Development

Listen with an open-mind Be clear, transparent & say what you think Decide based on analysis, not emotions Prioritize, plan and organize Take initiative, dont be afraid Be creative, think out-of-the-box

Never stop learning & teaching others


Engage in team-work across functions

Be a role-model for accountability


Place companys benefit above all

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Cross-cultural management in Vietnam

Complete survey-data

1-2-WIN: www.1-2-win.net; tel: +66 87 99 60 679; info@1-2-win.net Copyright 2010 1-2-WIN 25 86 25; ccifv.hcm@ccifv.org CCIFV: www.ccifv.org; tel: +84 8 38Co., Ltd. All rights reserved

Unedited advice from Vietnamese managers to foreign managers


li khuyn ca bn dnh cho cc nh qun l nc ngoi h ci thin thm na s hiu qu khi lm vic Vit Nam- da trn kinh nghim ca chnh bn khi lm vic vi h

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Learn Vietnamese culture Listen and understand your subordinate and local partner Listen and understand business culture before you make a move Be part of Vietnamese culture in business, colleague relation and solving problems Work by example Honest, honest, honest Be patient Ha ng vi mi ngi (sociable) Cn to ra mt mi trng lm vic tht s chuyn nghip hn (create a more really professional working environement) When in Rome, do as Romans do (khng chp nhn ton b, nhng t nht cng hiu ti sao mi ngi lm v ngh nh th) (not accept all, but at least understand why people do and think so) Tm hiu vn ha, cung cch lm vic ca ngi Vit Nam ( learning about Vienamese culture and their way of work) Tm hiu vn ha, tm l, tnh cch, thi quen sinh hot giao tip pht trin v ha hp quan h vi i tc, ng nghip ngi Vit (learning about Vietnamese culture, psychology, character, living habits in order to develop and harmonize the relationship with Vietnamese colleagues) Lng nghe kin ca ng nghip VN khi gii quyt vn (listen to Vietnamese colleagues and partners ideas when resolving problems) Hiu vn ho bn a (understand the native culture) Kin nhn (patient) Nen quan tam giai quyet tot hon mau thuan giua cac dong nghiep bang mot cach nhin khach quan hon (should be more subjective in handling conflict between colleagues) biet lang nghe ( listen to) Can tim hieu van hoa Viet nam, de hoa nhap voi nguoi viet nam (be interested in Vietnamese culture to integrate Vietnamese people) tm hiu thm v vn ha v con ngi vit nam pht huy ci tt v hn ch ci xu ca h (understand Vietnamese culture and people to make them progress) Dnh nhiu thi gian hn ha nhp vo vn ha Vit Nam (have more time to integrate the Vietnamese culture) Individual respect Cn tm hiu vn ho, phong tc tp qun ca nc m h ang lm vic (learning about the culture and habits of the native country where they are working)
Copyright 2010 1-2-WIN Co., Ltd. All rights reserved Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company

Unedited advice from Vietnamese managers to foreign managers


li khuyn ca bn dnh cho cc nh qun l nc ngoi h ci thin thm na s hiu qu khi lm vic Vit Nam- da trn kinh nghim ca chnh bn khi lm vic vi h

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Truyn t thu o cho cp di hiu cc mc tiu ca Cng ty (explain carefully to their subordinates all companys objectives) Management RH Bit lng nghe ng nghip nhiu hn na (listen more to colleagues) H cn phi tm hiu v thch ng vi Vn ha Vit Nam v iu s gip h a ra quyt nh ng n hn. (they need to learn & adapt with the Vietnamese culture because that will help them to make better decisions) Integrate into the life of Vietnamese people Appreciate differences in local culture, ways of thinking, behaviors Be patient : VN people are highly motivated and hard workers but they will not succeed in the first time. As much motivating and sociable as possible Give clear direction Long-term view Motivate staff bit cch qun l cng vic, vic g trc, vic g sau (knows how to manage seniority at work) Cn giao tip tht ci m i vi cp di cng nh cp trn ( open communication) Hy kin nhn v lng nghe nhn vin cp di ca mnh nhiu hn v tr nn ng tin cy, ng chia s trong mt h (be patient and listen to subordinates, be trustworthy (they can trust you)) Hc ting Vit ( learning Vietnamese) Bit cc thiu st, khim khuyt ca h thng php lut, b my qun l nh nc, th trng,... vn dng (knowledge about limits of law, institutional, market system to use them effectively) Tng cng giao tip, tm hiu ng nghip, cp di v cng vic v cc vn lin quan n cuc sng (spends time to develop personal relationships with colleagues) ng vin khch l kp thi (motivate colleagues in time) Ni ting Anh chm hn ( speak English slower) Nhit tnh (enthusiasm) Nen it chu trong vao hinh thuc va nhin van de tong quat hon la di vao chi tiet (should be less formal and have a general view ) hieu con nguoi viet nam (understand Vietnamese people) Tao su binh dang cho cac cap bac khac nhau cua nhan vien (make equality for all of staff hierarchy) quan tm nhiu hn n i sng ngi lao ng ( be more interested in laborers life ) Chn thnh lng nghe (listen honestly) Copyright 2010 1-2-WIN Co., Ltd. All rights reserved
Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company

Unedited advice from Vietnamese managers to foreign managers


li khuyn ca bn dnh cho cc nh qun l nc ngoi h ci thin thm na s hiu qu khi lm vic Vit Nam- da trn kinh nghim ca chnh bn khi lm vic vi h

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Cultural diversity Gii quyt tt cc mu thun ni b.(resolve well internal conflicts) Din t tng r rng, d hiu (expresses his/her ideas in a clear manner (easy to understand) prendre de bonnes decisions, bonne strategie Bit ng vin ng nghip ng lc, khi h c nhng hnh ng tt (motivates colleagues in time, when they have good actions) Spends time to develop personal relationships with colleagues Recognize achievement and motivate subordinate Act as a coach, teacher. They will then be grateful for a life time. What a thrill for a manager ! Recognize people who do it right Smile ng bao gi t nng vn mnh la cp trn nn ni ng (should be less autocratic) Thng nm gi cc v tr cao, s nht qun v quan im ca cc bn cc kz quan trng, nu ngc li, n s lm nhn vin hoang mang (the coherence of point of view is very important for the leaders, if not, that makes the staff confused) Chia s kinh nghim, o to v khuyn khch ngi Vit, tham gia nhiu hot ng giao lu vn ha ngoi kinh doanh (sharing experience, encourage to participate in diverse cultural activities) Cp nht kin thc k nng lm vic ca nhn vin qua vic t chc cc lp hun luyn, o to chuyn su (update knowledge, working skills of personal by organizing training classes) Ho ng (sociable) thai mi khi trao i (is easy to talk with (makes you comfortable to talk with him/her) Hc hi ( learning) Nen noi that ngan gon va di vao noi dung chinh hon la trinh bay dai dong kien tri (patient) Dong vien khuyen khich nhan vien, tao moi quan he tot voi dong nghiep (motivate and have a good relationship with colleagues)

Copyright 2010 1-2-WIN Co., Ltd. All rights reserved Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company

Unedited comments from foreign managers to foreign managers


li khuyn ca bn dnh cho cc nh qun l nc ngoi h ci thin thm na s hiu qu khi lm vic Vit Nam- da trn kinh nghim ca chnh bn khi lm vic vi h

www.1-2-WIN.net
Exposure to outside business skills is lacking, so planning and timelines are weak points. Majority of the workers think they know every thing therefore one has a very hard time trying to show them or teach something different. Majority done try to understand what is trying to be explained Most or the time they care only or themselves if the company or other worker has a problem it ok its not his problem Managers need to be able to concept check to ensure that "YES" really does mean that everything has been understood. In a developing country with Confucian ideals, the main focus for most people is to work for themselves and their families to lift themselves out of poverty - Someone else's company is a means to that end. Ils ont une vision a long terme du business. Mais il s'agit souvent de "leur" business. Les comptences les plus importantes pour russir au Vietnam l'heure actuelle ne sont pas les comptences objectives "pour russir" que je dsignerais dans un autre contexte (gestion du temps, vision LT, gouvernance etc.) L'ducation traditionnelle vietnamienne ne favorise ni l'autonomie, ni la prise d'initiative, ni la proactivit et rechercher de solutions collectives (brainstorming) Difficult a travailler en quipe Donner du sens a leur fonction et de la vision a leurs collaborateurs Rester humble avec ses employs Faire simple, mme quand on est (culturellement ?) dmang par l'envie de faire compliqu Savoir que les mentalits sont en train de changer pour adapter son management Les clients n'ayant pas de programme bien dfinis et la rglementation ayant vocation a s'assouplir au cours du projet, il est assez difficile d'appliquer ici des mthodes de travail cartsiennes
Copyright 2010 1-2-WIN Co., Ltd. All rights reserved Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company

Unedited advice from foreign managers to Vietnamese managers

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Be responsible and mature as manager Say what you do and do what you say Do not forget company goes down you go down Take responsibility of the overall mission Plan & stick to timelines Business Ethics - Not a single doubt about it must arise at any time Be disciplined and respect corporate rules & regulations Develop people instead of task and micro managing Take a longer term view of career development - jumping Job Grades and titles rapidly ultimately damages professionalism. Resist the urge to get the better Title and compensation - focus on real experience. It is good if coordination/cooperation mind is improved more. Manage time effectively Do not allow any grey area in Business Ethics - If any, immediately talk; in transparency to your boss Improve your communication skill, you need understand quickly and be able to reply quickly, too much time is lost by misunderstanding and related Be friendly Need to develop strong discipline Take some initiative You may be the manager, but you need the other people so that you can manage to do the job Go over the mission whenever necessary and if there is an opportunity Attend forums to learn from other people Learn (in English) international and proven "management skills and good habits" Decision making process and feed back Think longer term and big picture instead of short term and narrow minded Develop abilities to work cross functionally - not to protect the functional cell. It is good if look at overall for everything, not have very narrow angle eye. Preparation time seems to be never-ending if you are not a strong manager. At some point, you need to start the project, so working to timelines is an essential part of the work environment.

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Unedited advice from foreign managers to Vietnamese managers

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Listen to others Be fair with the company; do not "protect" your staff Try to have a long term view not only for you but also for the business Support them Need to develop good analytical skill Express and share your feelings and ideas When one gets to the management does not mean you know everything learn with others even the worker Don't be shy or under confident Set goals for your staff and reward them when they achieve them. If they don't achieve the goals, don't punish the staff but spend time finding out where the system was lacking. Recruit good potential staff - not favour any one from your "personal relationships" - and train them on the job Integrity in the business Rationalize and factualize instead of emotionalize and emphasize Develop abilities identify clearly the objective and strategy - and to communicate concisely to get buy in. It is good if Root Cause analysis skill is improved. Go one step further Expose your staff to challenges; building presentations and making presentations Listen, listen and listen again you have a lot to learn, and not only for your skill but also for your personal development be loyal Search for information about world's best practice. Other countries may have some good solutions for your problems.

Copyright 2010 1-2-WIN Co., Ltd. All rights reserved Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company

Unedited advice from foreign managers to Vietnamese managers

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Sens des priorits Intgrit Avoir un sens de la collaboration plus dvelopp avec leurs collgues trangers Faire preuve d abstraction/ initiative Initiative Partir du gnral pour aller vers le dtail (et pas le contraire). Communication claire et exhaustive avec la hirarchie suprieure trangre Se proccuper davantage de leurs "subordonns" ou "Juniors" Raliser que construire une carrire demande temps, patience, apprentissage, long terme Ecouter et mettre en application les conseils reus Etre prcis dans les informations donnes aux suprieurs Amliorer leur capacit d'initiative Travaillez les langues trangres Avoir une vision plus transversale et plus globale de l'entreprise Parler couramment anglais Etre analytique Communication Faire effort sur gestion du temps, planning oprationnel Dvelopper du relationnel AVOIR UNE VISION A LONG TERME DU BUSINESS Organiser Avoir une vision long terme du business Bien couter, comprendre la perspective stratgique des dcisions prendre Faire preuve de bon sens est certainement le point faible de nombre de Vietnamiens Ne pas craindre d'interagir ouvertement, franchement... avec le management tranger. Amelioration du feed back Sortir des sentiers battus, faire preuve d'initiative 3 problmes frquents: manque de concentration, de ractivit, et de remise en question.

Copyright 2010 1-2-WIN Co., Ltd. All rights reserved Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company

Unedited advice from foreign managers to Vietnamese managers

Etayer les www.1-2-WIN.net dcisions par un minimum d'analyse

Honntet Etre davantage force de proposition Integrit dans le travail, sens des responsabilits Comptence Programmation, liste des taches a effectuer en priorit, et organisation du travail Sens des responsabilits, respect des intrts et des valeurs de l'entreprise Afficher plus de modestie surtout en cas de succs Apprendre a travailler en quipe Etre intgr Bien grer les urgences en prenant les bonnes dcisions au bon moment Etre force de proposition Ne pas grez les relations professionnelles comme si elles taient personnelles Avoir une vision plus long terme de l'entreprise Donner son opinion franchement, surtout si dsaccord Organise bien le travail Organisation Dvelopper le sens de la qualit et de l'importance des dtails Prendre l'initiative CONSTRUIRE UNE RELATION D'HONNETETE ET DE FRANCHISE DANS LE TRAVAIL Ouverture Loyaut - Stable et non pas chercher systmatiquement nouvelle opportunit mais dvelopper l'opportunit dans l'entreprise actuelle Rle actif de "dmineur" : identifier/discuter risques de malentendus par interlocuteurs externes

+ customer driven Anticipation et Analyse Laisser de ct les considrations culturelles, sociales qui vont l'encontre de la conduite ordonne de l'entreprise (respect excessif de l'ge...) Avoir une notion de traits culturels de ses suprieurs (l'inverse est aussi vrai) Penser long terme ( au-dela de 1 an ...)

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Unedited advice from foreign managers to Vietnamese managers

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Etre force d'initiative et de proposition Communication Participation active au dveloppement d'une culture d'entreprise sachant combiner les diffrences culturelles Voir le business a long terme et non au quotidien Professionalisme Notion de time scheduling et deadline Prise d'initiative, proposition de solutions Etre consistant dans les choix et dcisions prises Faire preuve de leadership, montrer l'exemple, retrousser les manches Ecouter et mettre en application les conseils reus Etre ponctuel Accroitre la transparence Soyez attentif, clair, prcis & ractif (capacit a prendre des initiatives) Mieux intgrer les diffrences culturelles pour faciliter les changes et leur interprtation Priorit aux intrts de la socit sur les intrts personnels A une vision long-terme du business Ouverture d'esprit Apprendre dcoder les relations de l'autre Etre cratif ETRE FIABLE DANS SES ENGAGEMENTS Franchise Pro-actif dans son travail avec prise d'initiative et suggestions/recommandations Bien dlimiter rle personnel dans l'quipe, donner plus plutt que moins + oriente rsultats + recherche de performance + manager du changement Faire des feed-backs rguliers aux collaborateurs et suprieurs hirarchiques Ecoute des autres

Copyright 2010 1-2-WIN Co., Ltd. All rights reserved Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company

Differences in behavior / performance amongst foreign nationalities seen by Vietnamese managers


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Bn c nhn thy s khc nhau trong hnh vi/ nng lc gia nhng ngi nc ngoi mang quc tch khc nhau? (v d : ngi Php hn.km hn, ngi c ., ngi M., ngi Anh., ngi Nht, v.v)

French / Ngi Php Arrogant Too talkative, not enough action. Well process oriented. Well capable to integrate in VN biz culture. Basically very gentle and flexible. French is more empathic More friendly kem nhat (the worse) khng ng gi nh nhng ngi chu m ti tng lm vic cng (not be on time like the Asians who have worked with me) Thn thin, nhit tnh(friedly, enthusiasm) Nguoi Phap quan tam chi tiet hon nguoi Anh hoac My (French are more detailed than Brtish or American) khong qua coi mo , doi khi de y den chi tiet qua nhieu (not friendly, so detailed) thn thin , ci m( friendly, open minded) khng gn gi vi nhn vin nh ngi M ( not close to colleagues like American) Cch qun l khng c cht ch. (The way of management is not enough close) Germans / Ngi c Good team alignment but low individual effectiveness, not flexible enough for VN culture. Very diciplined quyt an , thiu thn thin (determined, not friendly)

British / Ngi Anh Polite, diplomatic Not good at speaking "globish". No one understands them when they talk. Otherwise OK. Kh bo th v khng ci m vi cc kin khc (conservative and not open minded with others ideas) Coi mo, thang than , khong de bung nhung chi tiet nho (open minded, straightforward, generous)
Other Europeans / Ngui chu u khc Mainly people from eastern Europe are harder workers. Italian: nng tnh nhng c tnh sng to cao (quick-tempered but creative)
Copyright 2010 1-2-WIN Co., Ltd. All rights reserved Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company

Differences in behavior / performance amongst foreign nationalities seen by Vietnamese managers


USA / M www.1-2-WIN.net Least capable to handle corrupted context. Inability to adapt to VN way of doing. Pht biu kin c tnh ch quan, cm xc chi phi lm phn tn khng kh lm vic (express a view subjectively, affected by emotion that disperses working environnement) Nguoi My thuong ngan gon hon trong cach trinh bay so va it quan tam den hinh thuc hon nguoi Phap (American express a view shorter and less formal than French) bo th , thiu thn thin , cng ngc (conservative, not friendly, not flexible) Australians / c Friendly Good compromise between Europe and USA. Very well integrated in VN culture and effective. Gentle but not very focused Tt hn ngi n (better than Indian) Kim sot cm xc tt ( well control of emotion) Japanese / Nht Bossy Very much appreciated by VN. Quality Japanese work is highest recognized by VN people Very discipline and not flexible enough to adapt to quick change of business cultures Thn thin, nhit tnh (friendly, enthousiasme) Kien nhan, kiem che cam xuc (patient, control emotion) Thiu thn thin , hay coi thng ng nghip , lm vic chm ch ( not friendly, think scorn of colleagues, works hard) Ngi Nht lm vic nghim tc xong h c v hi cng nhc, khng c flexible.(Japanese work in a serious and strict manner but they are not flexible) Chinese / Trung Quc Low perception from VN (quality, service, support). VN people admire Chinese while hating them. Indians / n Neutral. Indians fit pretty well in the somewhat "messy" ambiance in Vietnam Singaporeans Self-centered; Singaporeans are seen as a model but are considered arrogant by Vietnamese. Easy to work with; Very closed and rather social Than thien, coi mo (friendly, open minded) Rt tt trong vic qun l nhn vin, tuy nhin h khng c phng khong.( very good in staff management , however, they are not generous) Other Asians / Ngi chu khc Nguoi A coi trong quan he ca nhan trong cong viec hon nguoi nuoc ngoai (The individual relationship in work is more important for the Asians than for the Westerns) Copyright 2010 1-2-WIN Co., Ltd. All rights reserved Disclaimer: opinions and comments gathered in our survey do not engage any responsibility of CCIFV and 1-2-WIN Company Bn c nhn thy s khc nhau trong hnh vi/ nng lc gia nhng ngi nc ngoi mang quc tch khc nhau? (v d : ngi Php hn.km hn, ngi c ., ngi M., ngi Anh., ngi Nht, v.v)

Foreigners' performance assessment by Vietnamese on management skills


works hard is highly responsible 69% 68%

Relative importance in Vietnamese's opinion of management skills


makes good decisions has good analytical skills is good at organizing work

www.1-2-WIN.net follows Company's rules and regulations


has a sense of urgency
has good analytical skills makes decisions quickly

67%
67% 65%

is highly responsible
makes decisions quickly manages priorities effectively is effective at developping colleagues' spends time to develop subordinates' is creative, thinks "out of the box" manages conflict effectively has a long-term view for business is good at solving problems puts Company's interest before her/his recognizes achievements

64%
63% 63%

manages priorities effectively


has a long-term view for business puts Company's interest before her/his own

63%
63% 61% 61% 61% 61% 61% 60% 60% 58% 56% 56% 52% 52% 49% 48% 46% 42% 39%

has integrity, is honest


shows strong discipline is trustworthy (you can trust her/him)

takes initiative
is creative, thinks "out of the box" gets things done in time

shows strong discipline


manages time effectively works hard has integrity, is honest gives effective feedback on motivates colleagues gets things done in time

is good at organizing work


is punctual (on time) celebrates achievements manages time effectively is good at solving problems recognizes achievements makes good decisions motivates colleagues gives effective feedback on (under)performance manages conflict effectively is effective at developping colleagues' skills spends time to develop subordinates' skills

has a sense of urgency


takes initiative is punctual (on time) follows Company's rules and regulations is trustworthy (you can trust her/him) celebrates achievements
not good enough Good Excellent

very poor 30% 35% 40% 45% 50% 55% 2010 1-2-WIN Co., Ltd. Copyright 60% 65% 70% 0%

All rights reserved


33%

67%

100%

Vietnamese's performance assessment by Foreigners on management skills


celebrates achievements works hard

Relative importance in foreigners' opinion of management skills


64% 62% 60% 58%
has a long-term view for business
is good at organizing work

www.1-2-WIN.netregulations follows Company's rules and


is punctual (on time) has integrity, is honest recognizes achievements makes good decisions has a sense of urgency is trustworthy (you can trust her/him)

shows strong discipline

is highly responsible
takes initiative makes good decisions has good analytical skills manages priorities effectively has integrity, is honest is effective at developping colleagues' skills is trustworthy (you can trust her/him) motivates colleagues

56% 52% 51% 51% 50% 50% 49% 48% 48% 45% 44% 43% 41% 41% 40% 38% 38% 37% 34% 32% 30% 28% 26%
20% 30% 40% 50% 60% 70%very poor

motivates colleagues is good at solving problems gets things done in time makes decisions quickly manages conflict effectively is highly responsible spends time to develop subordinates' skills has good analytical skills
manages time effectively is good at organizing work is effective at developping colleagues' skills manages priorities effectively puts Company's interest before her/his own takes initiative gives effective feedback on (under)performance has a long-term view for business is creative, thinks "out of the box"

is good at solving problems


is creative, thinks "out of the box" manages time effectively gets things done in time has a sense of urgency puts Company's interest before her/his own shows strong discipline spends time to develop subordinates' skills manages conflict effectively

recognizes achievements
gives effective feedback on (under)performance works hard follows Company's rules and regulations celebrates achievements is punctual (on time) makes decisions quickly
not good enough Good Excellent

Copyright 2010 1-2-WIN Co., Ltd. All rights reserved


0%

33%

67%

100%

Foreigners' performance assessment by Vietnamese on interpersonal skills


is friendly 70%

Relative importance in Vietnamese's opinion of interpersonal skills


knows how to manage seniority at work speaks English well

www.1-2-WIN.net

speaks English well is polite

68% 68% 68% 67% 67% 65% 65% expresses his/her ideas in a clear manner develops harmony between people at work is open-minded listens well is straightforward (tells the truth) expresses his/her ideas with confidence is easy to talk with is patient controls emotion well tries to understand foreign Cultures is fun to work with Develops personal relationships with colleagues is polite is friendly says what he/she thinks usually cares for colleagues' well being makes me feel appreciated is interested in foreign countries
very poor not good enough Good Excellent

is easy to talk with


tries to understand foreign Cultures expresses his/her ideas with confidence (assertiveness) is fun to work with is open-minded is straightforward (tells the truth) expresses his/her ideas with confidence listens well controls emotion well knows how to manage seniority at work says what he/she thinks usually 60% 59% 59% 55% 54% 54% 54% 53%

64%
64% 63%

makes me feel appreciated


cares for colleagues' well being is patient is interested in foreign countries

develops harmony between people at work


Develops personal relationships with colleagues 50%

51%
55%

Copyright 2010 1-2-WIN Co., Ltd. All rights reserved 60% 65% 70% 75% 80%
0% 33%

67%

100%

Vietnamese's performance assessment by Foreigners on interpersonal skills


is polite is friendly www.1-2-WIN.net is easy to talk with is fun to work with controls emotion well makes me feel appreciated is patient Develops personal relationships with colleagues cares for colleagues' well being knows how to manage seniority at work is interested in foreign countries develops harmony between people at work tries to understand foreign Cultures expresses his/her ideas in a clear manner listens well speaks English well is open-minded expresses his/her ideas with confidence is straightforward (tells the truth) says what he/she thinks usually 37% very poor 30% 35% 40% 45% 50% 55% 60% 65% 2010 1-2-WIN Copyright 70% 75% 80% 51% 51% 50% 50% 48% 45% 41% 59% 58% 58% 56%

Relative importance of interpersonal skills in foreigners' opinion


76%
73% speaks English well expresses his/her ideas in a clear manner is open-minded

70%

68%
67% 66% 64% 63%

is straightforward (tells the truth)


listens well develops harmony between people at work says what he/she thinks usually is patient tries to understand foreign Cultures expresses his/her ideas with confidence

knows how to manage seniority at work


is polite controls emotion well is easy to talk with cares for colleagues' well being Develops personal relationships with colleagues is fun to work with

is friendly
makes me feel appreciated is interested in foreign countries not good enough Good Excellent

Co., Ltd. All rights reserved


0% 33%

67%

100%

Geert Hofstede Cultural dimensions for Asian Countries


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100 90 80 70 60 50 40 30 20 10 0

France Japan Australia Vietnam

Power Distance India Thailand Singapore Vietnam (est.) Malaysia Indonesia China (est.) Japan South Korea Asian average World average 77 64 74 70 104 78 80 54 60 68 55

Individualism 50 20 20 20 26 14 20 46 18 22 43

Masculinity 56 34 48 40 50 46 66 95 39 53 50

Uncertainty Avoidance 40 64 8 30 36 48 30 92 85 58 64

Long-Term Orientation 61 56 48 80 NA NA 118 92 75 90 45

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A few significant differences in environment


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Western countries*
High unemployment Job & compensation highly important

Vietnam*
Fairly easy to find a job Family support between jobs

Labor market & compensation

Education

High interaction-level between teachers and students

Focus on memorization Low emphasis on critical thinking

Exposure to the World

Most Western expats have travelled quite extensively Significant coverage of international issues in most foreign media

Limited travel outside of Vietnam Limited coverage of international issues in Vietnam media

* We obviously simplify, with the objective to trigger in-depth discussions between Foreigners & Vietnamese
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List of companies which participated


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Accor Allied Pickfords Vietnam Arkema Ltd. Artus Vietnam Astrazeneca BBI Blue Gate Solutions Bouygues Batiment International CCIFV CEA CENTRE MEDICAL INTERNATIONAL CNRS (Bureau rgional ASEAN) Comin Asia Cng ty TNHH Sofrecom Vit Nam Cong ty Truyen hinh So Ve tinh Viet Nam VSTV CTV INGENIERIE Danone Vietnam degw Dextra Transport Vietnam Co., Ltd. DHL Global Forwarding Dongtam ERIDAN Co., Ltd., Hochiminh Branch Farindo Trade services Gras Savoye Willis Vietnam Hanoi French Hospital Hi-Tech Wires Asia Holcim Vietnam Ltd. Hopital francais de Hanoi Interfracht Overseas Ltd. Lafarge Boral Gypsum Vietnam Lam Kieu LEGRAND REPRESENTATIVE OFFICE MAZARS VIETNAM mediapost Mekong Energy Out-2 Design Phoenix voyages Resident Vietnam Schneider Electric SEAS SITEasia SODEX Synapsys Tap doan dien luc Phap EDF TQCSI Vietnam VINE Group Vins Descombe Vietnam virbac VPDD EDF Vietnam VSl Vietnam 1-2-WIN Co., Ltd.Co. Ltd. Yara Vietnam All rights reserved

Copyright 2010

Tips for Thais to become international team-players Director Magazine, Thailand; article by J-F. Cousin
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Tips for Foreigners to become effective in Thailand Director Magazine, Thailand; article by J-F. Cousin
www.1-2-WIN.net

Copyright 2010 1-2-WIN Co., Ltd. All rights reserved

www.1-2-WIN.net

Cross-cultural management in Vietnam

Thank you for your participation! Your feedback will be appreciated jfc@1-2-win.net

22nd June 2010, HCMC


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