case notes for management course

The Expat

(note: this case is a revision of an executive development case used by BP for the training of expats; it has been rewritten by Dr. L.L. Neider for classroom use only, and is not to be used, copied, or distributed in any way without the written permission of Dr. Neider)

Jason Evans, Area Manager for GDP, was making his final preparations to leave the country. In two days, he would be moving on to a promotion as GDP’s North American Operations Manager, with its base in Toronto, Canada, and the only major task he wanted to complete before leaving was a final meeting with his successor, a young national, Ronald Akinobe. It was key that this last meeting be successful and that Akinobe leave his office feeling enthusiastic about both his new position as Area Manager and GDP, which was hoping to expand operations throughout the county. A touch on the intercom speaker would have brought Ronald into the room but Evans delayed a moment and gazed thoughtfully through the window considering just exactly what he was going to say and, more importantly, how he was going to say it.

Jason Evans, an English expatriate was 57 years old and had served over 25 years with GDP in numerous operations throughout the world: in the Far East, the Caribbean, several countries in South America, Europe, and for the last three years, Africa. GDP was a highly diversified multinational with interests ranging from mining to pharmaceuticals to consumer products to scientific endeavors. Based in the United Kingdom, it was the company’s policy to use a team of highly skilled expatriates in each region to organize, expand, and maintain company operations throughout the world. At the same time, GDP spent considerable money within its various regions on education, building any necessary infrastructure(s), and contributing to the local economies. Evans hadn't cared much for his previous assignment in Hamburg and was delighted when the appointment to Africa came through. This was primarily due to the fact that he preferred working in what were termed “third world countries” because he felt he had an innate knack - better than most other expatriates working for GDP - for knowing how to relate to regional and national staff. Twenty-four hours into his latest assignment, however, soon made him realize that he would need all of his "innate knack" if he was to deal effectively with the region’s various problems.

At his first meeting with Hutchins, the Regional Manager for GDP, the whole issue of Akinobe and his future was discussed. It was made clear to Evans that one of his most important tasks during this assignment was to “groom” the twenty nine year old Akinobe as his successor. Hutchins had pointed out that, not only was Akinobe one of the brightest nationals on GDP’s staff -- at the University of London School of Economics he had taken first-class honors – but in addition, his family had considerable political pull. His grandfather had been a hero during the country’s independence movement, and his father was currently the chief confidant of the country’s Minister for Economic Development.

Needless to say, GDP had been very pleased when Akinobe decided to work for them rather than accept a position in government where he would have ascended quickly given his political ties and family influence. The company attributed his acceptance of their offer to the fact that they had a reputation for integrating nationals into their management structures around the world although there were currently no managers in the organization from this particular country (thus, Akinobe would be the first). Since GDP hoped to extensively expand operations both within the country and the region, excellent relationships with the government were essential to achieving their strategic initiatives.

There were, however, some issues according to Hutchins. First and foremost, there was Akinobe’s racial consciousness. His four years at the University of London had accentuated this feeling and made him sensitive to any sign of condescension, particularly on the part of expatriates. Furthermore, Akinobe had spent countless time and numerous internships working for the government within his country and like other family members, was a strong nationalist.

The ambitions of Akinobe--and he certainly was ambitious--did not however, lie in politics. During his interview with Hutchins, it was clear that he felt he could best serve himself and his country by putting his economics degree to work by making GDP (and therefore, the economic development of his country) successful. In fact, Hutchins had no problem persuading him to give up his political work before entering GDP as an assistant manager to Evans.

In thinking about their relationship over the past three years, Evans felt that it was Akinobe’s well-repressed sense of racial consciousness which had prevented their relationship from being as close as he wanted it to be. On the surface, everything seemed fine. They shared the same sense of humor, played golf and tennis together, and entertained each other at their homes. They even belonged to the same club and frequently went to club events together. Yet Evans felt there was still a barrier, invisible, indefinable, but ever present. The existence of this "screen" between them was a constant source of frustration to Evans since it indicated some sort of personal weakness in his ability to mentor and get through to him. If he was successful with all other nationalities, why not with Akinobe?

Evans did feel, however, that he had managed to get closer to Akinobe than any other expatriate. In fact, it was the young national’s attitude—which he heard was sometimes overbearing, sometimes cynical--towards other company expatriates that had been one of the subjects Evans had raised last year when he discussed Rennalls' performance appraisal with him. He planned on raising the same subject again today because Jackson, a senior marketing professional, had complained only yesterday about Akinobe’s rudeness. Such rudeness never seemed to be an issue with his own countrymen. Evans noticed him on numerous occasions chatting in a very relaxed manner in his native language with other nationals, and it was clear they admired as well as respected him. However, his style was not the same when interacting with expats. With this thought in mind, Evans leaned forward and spoke into the intercom asking his secretary to send Akinobe in. After motioning for Ronald to take a seat across from him at the desk, he began…

“As you know, Ron, I'll be off to Canada in a few days' time, and before I go, I thought it would be useful if we could have a final chat together. After all, in a few days time, you’ll be sitting in this chair doing the job I’m doing now.” He smiled and continued,” and since I’m quite a few years older and obviously, more experienced, I may be able to give you the benefit of my counsel."

Akinobe stiffened slightly in his chair as Evans made this point so, Evans added in explanation, "You and I have attended enough company courses to remember those repeated requests by the HR manager to give people feedback as often as possible and not just reserve it for the once a year, required company appraisal when we’re forced to document behaviors.”

Akinobe nodded his agreement so Evans went on, "I’ll always remember the last job performance discussion I had with my previous boss back in Germany. He used what he called the "plus and minus” technique. His firm belief was that when a manager gave feedback to improve the work performance of his employees, the primary objective should be to make sure that the latter leaves the interview encouraged and inspired to improve. Any criticism must, therefore, be constructive and helpful. He said that one very good way to encourage a person -- and I fully agree -- is to tell the employee about his good points--the plus factors - as well as his weak ones - the minus factors. So, I thought, Ron, that it might be a good idea to structure our discussion along these lines.”

Akinobe offered no comment, so Evans continued: "Let me say right at the onset, that, as far as your own work performance is concerned, the plus far outweighs the minus. I have, for instance, been most impressed with the way you have adapted your considerable knowledge to master the practical techniques of your job- the report you wrote outlining a strategic plan for developing the next region which included all of the key barriers and the ways to surmount them was just outstanding. Your comments at departmental meetings have also been very helpful and well received by all department heads present. The way you listen to everyone before drawing conclusions is also a testament to your style…you did this particularly well when we were trying to solve the conflict between the sales staff and the engineers. Your performance over the past three years has, in fact, been rather solid. Just last week I was telling Hutchins that, from a technical point of view, he could not possibly find a more qualified man to succeed me in this position.”

"I appreciate your confidence in me, Jason,” cut in Akinobe with a smile of thanks, "My only worry now is how to live up to such a high recommendation."

"Well, I don’t think there’s any problem with that," returned Evans, "especially if you can overcome the minus factor which I would now like to discuss with you. It’s one that I have talked about once before so I'll come straight to the point. I have noticed that you are friendlier and get along much better with your fellow countrymen than with expatriates. Just yesterday I received a complaint from Jackson who said you had been rude and dismissive with him--and not for the first time.

"There is, Ron, I am sure, no need for me to tell you how necessary it will be to treat expatriates with the same degree of respect as you do with people from your own country. Until GDP is able to train sufficient people of your caliber, expats are bound to occupy a number of the key senior positions. So, behaving appropriately will be key to your success here. Is there any advice or help I can give you in this regard?”

While Evans was speaking on this theme, Akinobe sat tensed in his chair and it was some seconds before he replied. "Well, it’s really just extraordinary, isn't it, how one can convey an impression to others so at variance with what one intends? I can only assure you, once again, that my disputes with Jackson--and you may remember last year with Gordon--have had nothing at all to do with the color of their skins. If someone from my own country behaved in the same peremptory manner I would have reacted precisely the same way towards them. And again, if I may say it within these four walls, I am not the only one who has found Jackson and Gordon difficult to deal with. I could mention the names of several expatriates who have felt the same. But, I am honestly sorry to have created this impression of not being able to get along with expats or to be biased towards them in any way. Obviously, I understand that as GDP’s top executive here, I must treat everyone in an unbiased way. On your last point, regarding expats holding senior positions in the company for some time to come, I quite accept the situation. I know that GDP--as they have been doing for many years now - will promote nationals as soon as their experience warrants it. And, finally, I would like to assure you, Jason - and my father thinks the same too - that I am very happy in my work here and hope to stay with the company for many years to come.”

Ronald had spoken earnestly and, although not convinced by what he had heard, Evans did not feel he could pursue the matter further except to say, "All right, Ron, my impression may be wrong, but I would like to remind you about the truth of that old saying, 'What’s important is not necessarily what’s true, but what is believed.’ Let’s just let it rest at that."

But suddenly Evans knew that he did not want to "Let it rest at that." He was disappointed once again at not being able to "break through" to Akinobe and having yet again to listen to his bland denial that there was any racial prejudice in his make-up. Evans, who had intended ending the interview at this point, decided to try another track and push further.

"Ron, GDP, as you know, is a typical multinational enterprise - admittedly a big one- which is a product of the economic and social environment of the United States and Western Europe. My ancestors have all been brought up in this environment for the past two or three hundred years. So, I – and, other expatriates like me – have been able to live in a world in which business and economic progress has been part and parcel of our very existence. It hasn’t been something revolutionary and new which has suddenly entered my life. In your case," went on Evans, "the situation is different because you and your forebears have only had some fifty or sixty years experience of true economic development and success. In fact, you have had to face the challenge of bridging the gap between fifty and two or three hundred years. So, Ron, you - and people like you – deserve congratulations for coming this far and having so successfully overcome this particular hurdle. It is for this very reason that I think the outlook for your country and for GDP is so promising."

Akinobe had listened intently and when Evans finished, replied, "Well, once again, Jason, I have to thank you for what you have said, and, for my part, I can only say that it’s particularly gratifying to know that my own personal efforts have been so appreciated.”

There was a pause and, for a moment, Evans thought hopefully that he was about to achieve his long awaited "breakthrough," but Akinobe merely smiled back without continuing. The barrier remained unbreached. They engaged in another few minutes of congenial conversation about the contrast between this region and the Canadian climate before Evans stood up and brought the meeting to a close. Although he still did not feel he knew the real Akinobe, he nevertheless was glad that their last meeting had gone so well, and, particularly, that it had ended in such a positive way.

This feeling, however, lasted only until the following morning. Evans had a number of goodbyes to make, so he arrived at the office considerably later than usual. As soon as he opened his email, he found a long correspondence from Akinobe (receipt requested) with a copy to Hutchins, and the CEO of the entire organization. Before reading the email, his secretary rushed into the office stating that Hutchins had called three times and that it had something to do with an email he received from Akinobe.

Feeling vaguely uneasy, Baker opened the email and read the following:

From: Ronald Akinobe

To: Jason Evans

Area Manager, GDP

CC: Mr. Robert Hannaley, CEO

Mr. Theodore Hutchins

14 October 2015

Summary of Last Meeting between Akinobe and Evans

It has always been my practice to respect the advice given to me by those with more experience, so after our meeting yesterday, I decided to give careful thought once again to its main points to make sure that I had understood all that had been said. As I assured you at the time, I had every intention of putting your advice to the best effect.

It was not until I had sat down quietly in my home yesterday evening to consider what you said objective­ly that its main purpose became quite clear. Only then did the full enormity of what you said dawn on me. The more I thought about it, the more convinced I was that I had hit upon the real truth--and the more furious I became. With a facility in the English language which I, obviously a “native” cannot hope to match, you had the audacity to insult me (and through me everyone in my country) by claiming that our knowledge of modern living is only a paltry 50 years old whereas yours goes back 200 or 300 years.

As if your materialistic and corrupt business practices could possibly be compared with the spiritual values of our culture! If much of what I saw in London is representative of your boasted culture, I hope that it will NEVER become part of my country. By what right do you have to condescend to us? Have you forgotten whose country allows you to even be here? At heart, all you Europeans think of us as barbarians "just down from the trees."

Far into the night I discussed this matter with my father and with other friends. Needless to say, all of us are disgusted. My father agrees with me that any company whose senior staff thinks as you do is no place for anyone like me who is proud of his culture and race, to work. So much for all the company PR and propaganda about developing the region and company for our “mutual” interests.

I feel ashamed that I have ever been part of GDP and wasted three years of my life in this endeavor. Please accept this letter as my resignation, which I wish to become effective immediate­ly.