Preparing the Trinidadian Manager to lead a company in Jamaica summarizes the results of a 2006 study of Trinidadian executives in Jamaica.

1. Preparing Trinidadian Managers for Jamaican Companies By Francis Wade Framework Consulting Inc. HRMATT Biennial Conference 2007 Nov 9 th , 2007

2. Jamaicans are admired, feared and not well understood

3. Caribbean Human Resource professionals want to be well-prepared

4. Recent news has been bad, disturbing and confusing

6. Powerful insights will enable you to take a leadership role

7. Challenge Company Executives to Step Up

8. 1. Clarifying Company Culture Makes the Transition Easier Culture

9. A Cultural Audit Creates Understanding

10. A Cultural Audit : Surfaces assumptions about which culture is “better”

11. A Cultural Audit : Allows the existing cultures to be acknowledged and validated

12. A Cultural Audit : Allows the blend of both cultures to be better than either single culture

13. Defining new and specific Cultural Attributes build a firm foundation Core Values Vision Mission Brand Promise Strategic plans History

14. Clear Attributes prevent “Trinidadian culture” from becoming the new standard

15. Clear Attributes: Allow HR to create plans and programmes Interventions HR Strategy Performance Review Leadership Development Training Coaching Expat Transition Services Orientation Cultural Sensitivity Executive Succession Pension Planning Health Insurance Payroll Processing Transition Policies Pay Scales Recruiting Internal Branding Job Design Retention Outplacement

16. Common training puts everyone on the same page The past is left behind for both companies A new, joint vision can be created

17. 2. Culturally- Sensitive Leaders Can Build Trust

18. Leaders can see how strengths turn into weaknesses

19. Informality, and lack of hierarchy connote disrespect

20. A focus on profits is seen as exploitation

21. Pecong is taken quite seriously

22. Leaders understand and adapt to Jamaican work culture

23. They understand the importance of respect

24. The realize they need to be much more hands on

25. They know that the workplace emotional maturity is lower

26. Q: Is there an Anti-Trinidadian bias? There are negative utterances But No wide-spread hard feelings* * (pre-LNG deal)

27. 3. Teaching Executives to Be Reflective Helps Them Deal With Obstacles

28. Showing them their own path gives them awareness They can…

29. … see their own overconfidence /arrogance at the start

30. … expect resistance, and some big surprises

31. … try to avoid overcompensating

32. … avoid cynicism

33. They can find resolution through effective reflecting

34. With improved reflection skills, comes superior listening skills: What is in the Unsaid?

35. … when listening to employees?

36. … when listening to the company?

37. … when listening to the country’s “mood”

38. Listening to the Unsaid: Miracles

39. How can the HR professional take a leadership role in cross-cultural situations?

40. “ Unknown” cultures are scary.

41. Become effective by learning to take specific, informed actions

42. Ensuring your company’s success as it does business across the Caribbean region and beyond

43. Human Resource Professional: leading the regional transition of your company For further information on this topic, send email to [email_address] Framework Consulting Inc. www.fwconsulting.com