Editor’s Note:
This article was originally contributed by George B. Whitfield III. It has been updated for today’s readers while preserving the original message and practical insights.
Many foreign managers arrive in Indonesia believing that one of the quickest ways to build a positive workplace culture is to minimise hierarchy.
“I prefer people to call me by my first name.”
“My door is always open.”
“I treat everyone as equals.”
These statements are common in many Western workplaces where accessibility, informality, and equality are seen as signs of good leadership. However, many expatriate managers soon discover that these approaches do not always produce the results they expect in Indonesia.
One common surprise is how employees continue to address their manager as Pak, Bu, or Mr., even after repeatedly being invited to use a first name. While some younger employees in multinational companies may become comfortable with first names over time, many Indonesians continue to see titles as a simple expression of respect rather than a sign of distance.
Another surprise is the famous “open door policy.”
The office door may indeed be open—but very few people walk through it.
When foreign managers say their door is always open, they usually expect employees to raise concerns, suggest improvements, or discuss problems before they become serious. Yet many Indonesian employees remain reluctant to do so.
There are several cultural reasons for this.
One is the concept often described as Asal Bapak Senang—literally, “keeping the boss happy.” While this does not describe every Indonesian workplace today, it reflects a long-standing tendency in some organisations to avoid bringing bad news to senior managers unless absolutely necessary. Employees may believe they should solve problems themselves before involving their supervisor, or they may worry that reporting difficulties could reflect poorly on themselves or their team.
Another important factor is the emphasis on harmony and the group. Indonesian society has traditionally placed greater value on collective responsibility than individual initiative. Employees may hesitate to approach a senior manager alone, particularly if doing so could embarrass a colleague, create conflict, or cause someone to lose face.
This does not mean Indonesian employees lack initiative or ideas. More often, they are carefully considering the most respectful and appropriate way to raise an issue.
Hierarchy also continues to play an important role in many Indonesian organisations.
Although workplaces are becoming more collaborative—especially in multinational companies, technology firms, and younger organisations—employees generally still expect leaders to provide direction, make important decisions, and demonstrate confidence. Managers who try too hard to remove every sign of hierarchy can sometimes create uncertainty rather than openness.
For foreign managers, the goal is not to eliminate hierarchy but to make it approachable.
Rather than simply announcing an open-door policy, successful leaders often:
- Schedule regular one-on-one conversations with employees.
- Ask specific questions instead of waiting for problems to be volunteered.
- Thank employees for raising difficult issues rather than focusing on the problem itself.
- Demonstrate consistently that speaking up is appreciated and will not result in blame or embarrassment.
- Build strong personal relationships so that trust develops over time.
When employees feel psychologically safe and trust their manager’s intentions, they become far more willing to share concerns, offer suggestions, and discuss problems openly.
Understanding how equality, hierarchy, respect, and communication work together is one of the most valuable lessons an expatriate manager can learn. Indonesian employees often appreciate approachable leaders—but they also value leaders who understand the cultural expectations that shape workplace relationships.
The most effective foreign managers are not those who abandon their own leadership style. They are the ones who adapt it to fit the cultural environment in which they are working.
Article originally contributed by George B. Whitfield III while serving as a Technical Advisor with Executive Orientation Services. Updated for today’s readers by the Living in Indonesia editorial team.
