Make it in India: Global CEOs, Indo-US Insights

You have to make Indians understand that you, as the boss, may not have all the answers. You are in the role because of managerial and leadership skills, not necessarily technical skills.

Have a performance management system that is openly communicated, and administer it with transparency. People will begin to get comfortable. At a lower level, also, we rewarded by what we called ‘the little ones’. Day in and day out at the factory, the jobs well done, were celebrated with a party, dinners, and recognition. Indian teams like this.

Be clear, provide structures to fix weakness and leverage strength, but, when that is not happening, let them resign in the Indian context versus giving them the pink slip like they do in the US.

Collaboration is not a strength in India.

Conquering the Chaos, “Indians are lone wolves.”

You have to counsel the expat. Explain the global managerial requirements and tell them what the investment is about. Everyone needs to be professional, direct but kind, and not rude.