Have you ever thought of emigrating? The Internet or Travel & Living evening shows are full of it … Many targets are often the exotic European countries- especially those presenting cultures that celebrate work closing time at the beach with a cocktail in hand. Not quite so simple, however, for senior professionals. We have an expert on this subject today – Peter Postinett, head of organizational development at Ramafrut S.L. Read the tips he has to offer on living and working in management jobs in Spain!
Sun, beach and fiesta – which is what is often associated with Spain. This may certainly be true for most vacationers. However, in the professional context, the situation is quite another – to the astonishment of most emigrants. What you need in a management position in southern countries, above all, is patience and the right mix of restraint and perseverance. A vast majority of SMEs in Spain (PYMES) are owner-managed.
These owners are the sole rulers of their business empires and usually tolerate only little and so put forward criticism with caution. Sometimes this situation is a bit strange, especially for central and northern Europeans, because the legal requirements are not always complied with, or you can also take a strategic error coarse partly with open eyes.
For example, I’ve experienced companies who have no purchasing department in spite of a purchasing volume in the tens of millions. Every one buys in the “shop around the corner” (often these are then the shops of friends or relatives, and often the buyer receives a commission). Despite considerable improvement potential change is very difficult, because the entrepreneurs often do not want to encounter other family members or friends in front of the head.
A functioning talent management exists in the rarest of cases. It is preferred to set friends, acquaintances and family members in roles. Other people have it much harder to assert themselves and rise within the organization. Often an assessment of job performance is won on sympathy and not based on actual performance.
Leadership based on targets are very rudimentary. One tries to respond quickly and continuously adjust any settings. This leads to a high proportion of improvisation. This situation complicates an error analysis or error prevention.
What worked in the last 30 years, continues to function! This opinion is widespread. Innovations are criticized and sometimes negatively rated. The owners stuck-in deep devote far less to the long-term strategy in the daily operations and often get lost in the micromanagement.
They want to control everything and so lose track. Rethinking often takes place only when the company does poorly, and a compulsion arises. Either you and the company or the ship goes down under with all hands in (as often happens in the economic crisis).
But how can you respond to this, if you want to work in such an environment?
You need a few basic requirements in order to compete in these organizations:
- Language: This certainly is key to be fluent in the language of the country. While one can get by with English in central and Northern Europe, this is almost impossible in the southern countries. A few colleagues (and entrepreneurs) speak English and communication ranges from difficult to impossible. It is also helpful to familiarize yourself with the local culture. So you can have a say and also prevents the foot in the mouth disorder. Caution: As in Germany or other parts of Europe, regions may practice quite different customs and beliefs.
- Frustration tolerance: You should bring the necessary high frustration tolerance. Variations are possible, but not always within a Central European schedule. It often helps to work first on small pilot projects, by which it can be shown that the concept works. So trust is generated, increasing the motivation and the successful pilot project can be then transferred to a large scale. Unfortunately sometimes it goes no where. Then it is better not to throw in the towel, but to devote time for another project.
- Team building: One needs to build his/her own team. Local talents, opinion leaders within the organization and acknowledged “experts” should be involved from the beginning. This increases the acceptance of one’s own projects considerably.
- No fighting against the winds: Sometimes it is more useful close down both eyes and to ignore various grievances. There’s no getting wrapped up in battles that can’t be won (even if you have different expectations of yourself).
- Presence: In Southern Europe physical presence counts. Therefore do not expect to be able to go to the beach on Friday on time. 50 to 60-hour weeks are normal. Absence is often interpreted as disinterest. Just imagine a long work day. The long working hours is no guarantee of productivity, but you should hold back with proposals to reduce working. This is in most cases not well received.
- Changes: Many successful small changes gradually cause a rethink and run slowly but surely to create large changes. Often the succeeding generations in the corporate hierarchy are well educated and more open. If present, they should definitely be involved in change management processes.
If you manage to assert yourself and are not discouraged, then you can also be quite happy in these organizations and gain valuable experience that will look good in your resume. Despite a number of differences in comparison with central European German companies, many Spanish companies are well positioned and specialists in their field.
With a bit of openness and goodwill you can learn a lot – about the company and about yourself. Characteristics such as frustration tolerance, empathy / understanding for other cultures and beliefs, assertiveness and flexibility are very sought after in any country. And the almost always the sun over the weekends compensates for the other difficult times.
About the Guest Author Peter Postinett:
Peter Postinett s 46 years old, married, has 2 children, Director Organizational Development and Change Agent in a medium-sized, family-owned Spanish company Ramafru S.L. in Valencia area in Spain. Lecturer at the Faculty of Economics of the University of Valencia and the author of several books and articles.
Management of multicultural teams in an international environment, experience in the international go to market and roll-out of SAP R / 3 and in the design and implementation of company-wide organizational models. Experience with international restructuring projects, the analysis and revision of business processes.
Topics: Organization and optimization of processes (Continuous Improvement, Lean Manufacturing, Lean Office), synergies and international networking of teams / departments, local implementation centrally sided predetermined strategies (sales, marketing, business philosophy, organization) in other European countries, employee motivation and change management.
