When asked what they most want from an expatriate colleague or manager, Indonesian professionals often give varied responses. However, three themes consistently emerge: respect, understanding, and trust.
These are universal values that managers everywhere recognize as essential to productive working relationships. What differs between cultures is not the importance of these values, but how they are demonstrated. The way people show understanding, communicate respect, and build trust is shaped by their cultural background.
When asked what “understanding” means, Indonesian managers frequently refer to an appreciation of Indonesia’s culture and the values that influence everyday business life. They do not expect expatriates to know the difference between Wayang Golek and Wayang Kulit, or between Batik Tulis and Kain Sumbawa. They do not expect foreigners to abandon their own customs or fully adopt Indonesian traditions.
What they do appreciate is a genuine interest in Indonesia, its people, and the values that influence workplace relationships. They also value expatriates who make an effort to adapt where appropriate—showing patience, managing emotions professionally, and demonstrating courtesy in ways that are meaningful within the Indonesian context.
Learning some Bahasa Indonesia is widely seen as a strong sign of commitment and respect. While today’s translation apps make communication much easier, colleagues still appreciate expatriates who make an effort to learn and use basic Indonesian phrases. Those who spend many years in Indonesia without attempting to communicate in the local language may unintentionally give the impression that they have little interest in engaging with the culture.
Understanding naturally generates respect.
When Indonesian managers are asked how expatriates can demonstrate respect, many initially struggle to provide specific examples. In practice, it often comes down to simple everyday courtesies. Greet people appropriately. Acknowledge colleagues in the hallway. Take time for brief conversations before immediately discussing business.
Business relationships in Indonesia are personal as well as professional. Demonstrating that you value the relationship—not just the task—goes a long way toward earning respect.
At a deeper level, expatriates demonstrate respect by listening to and valuing the opinions of their Indonesian colleagues. Local managers often possess valuable knowledge about regulations, relationships, customer expectations, and practical realities that may not be immediately obvious to someone new to the country.
There will naturally be occasions when quick decisions must be made. If there is no time for discussion, taking the opportunity afterwards to explain the reasoning behind the decision and invite future input shows that local perspectives are valued. Respect is reinforced when colleagues feel heard, even when every suggestion cannot be adopted.
Respect is also communicated through everyday behaviour. Excessive profanity, sarcasm, rapid speech, unfamiliar jargon, or humour that relies on cultural references may unintentionally embarrass or exclude Indonesian colleagues. Likewise, certain gestures or body language may be interpreted differently than they would elsewhere. Every workplace develops its own norms, but sensitivity to local customs demonstrates professionalism as well as respect.
Understanding and respect create the foundation for trust.
Whether Indonesian or expatriate, managers consistently rank trust as one of the most important elements of an effective business relationship. Trust grows through honesty, reliability, and consistent follow-through. It comes from doing what you say you will do, meeting commitments, and communicating openly when problems arise.
For Indonesian managers working with expatriates, reliability quickly earns credibility. Completing assignments as promised builds confidence over time. Equally important, if circumstances change or difficulties arise, communicating early and explaining the situation often strengthens trust rather than weakening it. Many experienced international managers value transparency more than perfection.
Cross-cultural adaptation should never be a one-way process.
Sometimes expatriates are expected to adapt completely because they are guests in Indonesia. At other times, local employees are expected to conform entirely to international corporate practices. Neither approach produces the strongest teams.
Today’s workplaces are increasingly multicultural, with colleagues from many different countries working together. The most successful organisations recognise that everyone has something to learn. Understanding why colleagues communicate differently, make decisions differently, or approach problems differently helps prevent misunderstandings and builds stronger working relationships.
Unfortunately, suspicion and assumptions can still undermine cooperation. Expatriates may be respected only for their technical expertise, while Indonesian professionals may be valued only for their local knowledge. When this happens, individuals are appreciated for what they contribute rather than for who they are as colleagues and partners.
Understanding, respect, and trust must therefore be cultivated by everyone.
Ultimately, creating an effective multicultural workplace depends on leadership. Senior management plays a critical role in building a shared organisational culture—one that is neither exclusively Indonesian nor entirely imported from another country, but one that combines the strengths of everyone involved.
When organisations deliberately foster understanding, respect, and trust, they create teams that communicate more effectively, collaborate more successfully, and achieve better results together.
This article was generously contributed by George B. Whitfield III during his time as a Technical Advisor with Executive Orientation Services.
