“Laws are sand; customs are rock. Laws can be evaded and punishment escaped, but an openly transgressed custom brings sure punishment. The penalty may be unfair, unrighteous, illogical, and a cruelty; no matter, it will be inflicted, just the same. Certainly, then, there can be but one wise thing for a visiting stranger to do — find out what the country’s customs are, and refrain from offending against them.”
These words by Mark Twain, from The Gorky Incident, remain just as relevant for today’s international managers as when they were first written.
Anyone living and working in Indonesia should make an effort to understand the customs, traditions and social norms of the local culture. Respect for these customs helps expatriates build trust, avoid misunderstandings and settle more comfortably into both their professional and personal lives.
However, international business introduces another layer of culture. Employees do not only work within the customs of Indonesian society; they also operate within the values, policies and expectations of their employer. Every multinational company has its own corporate culture, just as every country has its own national culture.
Successful international organizations recognise that these two cultures do not have to compete with one another. Instead, effective managers learn how to respect local customs while maintaining the professional standards expected by their employer.
Over the years, many Indonesian managers have expressed the belief that multinational companies operating in Indonesia should adapt completely to local business customs. Equally, some expatriates arrive believing that the systems and practices from their home country should automatically apply everywhere.
Neither approach usually leads to long-term success.
Multinational companies operate under international regulations, corporate governance requirements and global ethical standards. Areas such as workplace safety, anti-corruption policies, financial controls, confidentiality, cybersecurity, equal employment opportunity, and business ethics cannot simply change from country to country. These standards are fundamental to how global companies operate and protect both their employees and their reputation.
At the same time, successful organizations recognise that communication styles, leadership approaches, decision-making processes and relationship building often need to be adapted to local cultural expectations.
Workplace safety provides a good example. A company may require seat belts to be worn at all times in company vehicles or insist that personal protective equipment is always used on site. Employees may follow these rules carefully during working hours but revert to different habits outside the workplace. Changing deeply ingrained behaviour takes time, consistent leadership and continual reinforcement rather than simply issuing new rules.
The same principle applies to many aspects of organizational culture. Values cannot simply be announced; they must be demonstrated by senior management and consistently reinforced through training, coaching and daily behaviour.
Fortunately, people are remarkably capable of adapting to different environments. Most of us already do this naturally. We behave differently when speaking with close friends than we do when meeting senior executives or government officials. We adjust our behaviour at home, at work and in public without consciously thinking about it.
The most effective global managers develop this flexibility even further. They understand that successful leadership requires adapting communication and management style to suit the situation while remaining consistent in personal integrity and corporate values.
An experienced international manager may use one approach when leading a meeting in Sydney, another in Jakarta, and another again in Makassar or Surabaya. None of these approaches is necessarily better than the others. The difference lies in recognising what is appropriate and effective in each cultural context.
Conversely, managers who insist on using exactly the same leadership style regardless of where they are working often struggle to build trust and influence. Global leadership is not about abandoning your values; it is about expressing them in ways that are understood and respected by the people around you.
Of course, organizations must also define clear boundaries. While there may be flexibility in communication styles or working relationships, there should be little ambiguity regarding acceptable professional behaviour. Safety standards, ethical conduct, respect in the workplace, compliance with company policies and professional treatment of colleagues and clients should remain consistent regardless of location.
Similarly, cultural sensitivity should never prevent practical planning. For example, companies operating in Indonesia routinely accommodate Friday prayers and other religious observances as part of normal workforce planning. At the same time, employees are expected to communicate professionally with colleagues and clients so that important business commitments continue to be met. Mutual respect and good planning allow both objectives to be achieved.
Ultimately, cultural awareness begins with paying attention to your surroundings and understanding what is expected in each situation. The ability to recognise different cultural expectations and adjust your behaviour accordingly is one of the defining characteristics of successful global managers.
This applies equally to expatriates working in Indonesia and to Indonesian professionals working in multinational organizations or overseas assignments.
Organizations that clearly define their values, communicate behavioural expectations and develop culturally adaptable leaders are far better positioned to succeed in today’s global business environment. As Mark Twain wisely observed, ignoring the customs of those around us—whether societal or corporate—can result in consequences that seem unfair, illogical or even cruel. Understanding them, however, is often the first step toward building trust, strong relationships and lasting success.
This article was generously contributed by George B. Whitfield, III, former Technical Advisor with Executive Orientation Services.
