Page 196 - Harnessing the Strengths

Appendix: Meet the Authors ■ 179

Fons: Yes, defi nitely. Trompenaars Hampden-Turner func-
tions as a microcosm in this regard. We have people
working with us from eight different cultures. There
can be culture clashes as a result—and serious ones at
that. We deal with the cultural dilemmas on a daily
basis.
Ed: For example?
Fons: Communication styles are totally different. One pre-
fers to be direct, another indirect. There are those
that can say, with a charming smile, the worst things,
while others hold it in, even if they are really upset.
We have one person from an Eastern culture who sees
everything integrally, as a part of a greater whole.
This sometimes clashes with the Anglo-Saxon need
for specifi city.
Ed: Let me guess how you deal with that. You try to
search for the complementarities, with respect for the
diversity of your employees. In this case, you map out
the bigger picture before going into detail.
Fons: Have you already read this book? But yes, you are
right. Looking for solutions at this level is absolutely
dependent on respect—you could even say: on love.
Ed: Does this excite all your employees?
Fons: Every once in a while this theory is not used in prac-
tice. Very seldom are there people who don’t practice
what we preach but, when it does happen, that is the
time to demonstrate strong leadership; in the words
of Jim Collins, it’s time to “get the wrong people off
the bus, and get the right people in the right seats.”
You owe that to the rest of your team.
Such a situation is a clear example of the dilemma
of “parts versus the whole.” Not so long ago we had