Best Practices to Hire Team Leader in Emerging Markets

Growing businesses have good reason to explore emerging markets. Rather than pushing existing products onto the same group of customers, companies may find entirely new groups of people to sell to in these often high-growth economies. And by locating development and design teams in these emerging markets instead of the headquarters of their multinationals, companies can tap into cost efficiencies that help boost the strategic core of their businesses.

Ask execs about why or how they got into emerging markets, and the most common answer has to do with these two top business objectives.

The business world outside the United States is not awash in a sea of sameness. In fact, it is astonishingly diverse. It can be daunting to get a handle on just what these far-off business cultures are like. But because it is so important to understand them, it pays to make the effort. That means doing the kind of careful research that helps you avoid the kinds of misjudgments that could lead to the loss of a deal or a big multibillion-dollar lawsuit—anything that, as you can imagine, the legal department wouldn't want to have to deal with.

Look for a leader who has the ability to comprehend and perform within the realm of your organization's culture as well as the cultural milieu of today's international marketplace. Because if there's a rift between these two domains in your newly acquired team, it's going to serve as a pretty good laboratory for all sorts of fascinating experiments in misunderstanding and miscommunication.

Domain knowledge — experience in the specific industry of the emerging market — belongs at least as high on the hit list as cultural fluency. For a leader to be able to work effectively within that cultural context, the person will not only have to share the norms, ethics, and values of your company but will also need to understand the competitive environment and the academic and regulatory aspects of the domain.

What is your leadership style? Think about the style of leader that is the best fit for your company culture and the talents of your team. There are two broad categories that many styles of leadership fall into: collaborative or directive. Organizations in some cultures thrive under the mind-set of a collaborative leader, while others chug along just fine with a directive leader at the informational and motivational helm. Regardless of the path, the leader must be seen as following it and must have the capabilities for "working it" if the business is to succeed.

Here are some suggestions for rephrasing this text:

- Bring out career opportunities for employees with potential. This is particularly appealing for local audiences in emerging markets who prioritize upward mobility.

- Make your company's vision and mission clear. Use simple, powerful language that "stays local" and helps employees understand how your business will change the future and benefit the local economy.

The behavioral interview is designed to uncover real-life examples of the skills, abilities, and traits of the potential new hire. It is one of the most effective ways to assess a candidate's fit both with the role and with the organization as a whole. The core idea is to go beyond the candidate's "tell me about a time when..." responses and to really dig in to understand the way the candidate thinks and acts. The process can be an extremely valuable tool when used correctly.

Ask trustworthy contacts in the new market who can tell you about the candidate's work ethic, leadership style, and even how well they'll fit in with the local culture. Once you've hired someone, introduce them to your company culture in a really thoughtful, thorough way. Make sure they understand your values and the processes you go through to get things done.

Continuing Help: Extend continuous support and mentorship to your new leader, especially while they are first constructing and leading their team. Plan for Local Needs: Allow your team leader to adjust your product, service, or marketing strategies so they apply to the region where you're localized.

Selecting the perfect boss for a developing market is the most essential decision a company can make, Executive Fast Track. Getting her or him wrong incurs all the implications of poor recruitment but in an environment where dreams can so easily become nightmares. But when the stars align and she's chosen well, no better outcome can be obtained for a firm, and potentially for the development of the local economy and the empowerment of local employees.