Editor’s Note:
This article was originally written by Aida Greenbury and reflects her personal experiences and observations while working with expatriate managers in Indonesia. Some of the language and workplace situations described reflect attitudes and experiences from a different era and may not align with modern workplace standards.
While individual experiences with expatriate managers vary greatly, the central message remains relevant today: one of the greatest benefits of working alongside international professionals is the opportunity for knowledge transfer. Exposure to different leadership styles, management approaches, communication methods, and problem-solving techniques can help both Indonesian and expatriate employees develop new skills and perspectives.
The article is shared as a personal reflection and historical perspective on cross-cultural workplace interactions in Indonesia.
The infamous writer’s block attacks me more often than not. It’s tough to get writing done when one spends most of her time behind a computer. To overcome it, I started pushing myself to expand my horizons by attending social events and reconnecting with old acquaintances.
One day, after struggling to come up with ideas, I emailed a dear American friend and asked for advice.
She suggested that I write about the positive contributions expatriates make to Indonesian society. She pointed out that many expatriates are involved in charitable work, social welfare projects, and community development efforts. She also felt that expatriates are often misunderstood, with some people assuming they take jobs away from Indonesians, when in reality many are brought in by international companies and contribute significantly to the local economy and workforce.
Her suggestion got me thinking.
For me, the real value of expatriates is not simply about jobs or money. It is about knowledge, different ways of living, alternative management styles, and—most importantly—different ways of analyzing problems and making decisions.
Working alongside people from different cultures forces us to see situations from perspectives we might never have considered ourselves.
I have a friend who once described Indonesians working with expatriates as “little brown sponges.” While the phrase would probably not pass today’s sensitivity standards, the underlying idea remains interesting. The smartest employees quietly observe, absorb, and learn. The formal term for this process is “knowledge transfer.” I prefer to think of it simply as learning from one another.
If we are paying attention, every interaction becomes an opportunity to gain new skills and insights.
Of course, not every expatriate manager leaves a positive impression.
Early in my career, I was fortunate enough to land a public relations position with a major Indonesian company. I had very little practical experience and suddenly found myself responsible for writing company profiles, press releases, annual reports, and other corporate publications.
An expatriate consultant was assigned to help guide me. He was highly experienced and undoubtedly knowledgeable in his field. Unfortunately, he was also one of the most difficult people I have ever worked with.
Without going into unnecessary detail, he often behaved in ways that would be considered completely inappropriate in today’s workplace. Looking back, some of his actions would likely be addressed through formal human resources procedures and workplace harassment policies.
Yet despite his personal shortcomings, he possessed decades of professional experience that I did not have.
The learning process was not always pleasant.
My first reports came back covered in corrections. Entire sections were rewritten. At times, my work felt completely dismantled.
But over time, I realized how much I was learning.
I learned how to write more effectively.
I learned how to look at problems from different angles.
I learned how organizations communicate with stakeholders and the public.
I learned how senior executives think about reputation, risk, and strategy.
Most importantly, I learned that valuable lessons can come from people we may not personally admire.
That does not excuse poor behavior. It simply recognizes that learning opportunities often exist even in difficult professional relationships.
Today, there are thousands of expatriates working throughout Indonesia. Most are dedicated professionals trying to help their organizations succeed while adapting to a new culture.
Imagine if every expatriate shared a little of their expertise with local colleagues, and every local colleague shared their understanding of Indonesia in return.
Knowledge would flow in both directions.
That is how genuine knowledge transfer occurs—not through formal presentations or manuals, but through daily collaboration, observation, questions, mistakes, and shared experiences.
In a globalized world, interactions between local employees and international professionals are inevitable. Sometimes those interactions are smooth, and sometimes they create friction. Yet it is often through those differences that people become more creative, innovative, and adaptable.
The most successful workplaces are not those where everyone thinks alike. They are the ones where people learn from one another.
And perhaps that is the greatest lesson of all.
