international organizations assignment

International Organizations

Learning objectives.

Students will be able to...

• Identify the purposes and functions of international organizations
• Describe the purposes and functions of the following international organizations: UN, EU, NATO, World Bank, Red Cross/Crescent, and World Health Organization
• Analyze the impact that international organizations can have on the lives of individuals
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Students compare the basic structure of several different international organizations before categorizing their work. Students also examine the local and global impact of international organizations.

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Free International Organizations Essay Examples & Topics

If you have to write an international organization essay, you may be unsure what institutions can fall under this definition. On this page, we’ll try to help you figure it all out. Let us start with the very basics:

International organizations contain representatives from at least three states and operate worldwide (in different states). There are two types of international organizations: governmental (IGOs) and non-governmental (NGOs) .

International governmental organizations are established as associations of states. They pursue common goals and are legally bound by agreements with other states. The UN and the OAS are some of the most prominent examples.

Non-governmental organizations are created by private citizens who share essential objectives. For example, Greenpeace and WWF.

When picking an international organizations topic, students tend to either go too broad or too narrow. To help you avoid these mistakes, our team has prepared a list of ideas for you. Whether you need an essay or research topic, we’ve got you. Besides, below you’ll see free international organizations samples.

Regardless of your international organization assignment, you’ll need to conduct research. You might need to present an analysis of one company or compare several of them. In this section, you can find a suitable topic for your research paper:

• Challenges in u niversal international organizations research. International organizations are significant members of the global system. However, they also face challenges and limitations. Some of the difficulties include the unwillingness of members to cooperate and legitimacy concerns. Besides, there is the pursuance of national interests instead of global impact.
• International organizations’ importance and role. The global community understood the need for international organizations after the First World War. The destruction and bankruptcy caused countries to seek worldwide dialogue and collaboration. Why is it vital for the world even today? Explore the history and the issue as a whole.
• The reason for different scholarly definitions of the term of international institutions. In this essay, students can discuss definitions for the concept. Pay attention to how the institutions have been conceptualized across various academic disciplines.
• The role of the UN in promoting democracy in the Indian-Kashmir conflict. The UN played a critical role in maintaining peace in the Kashmir region. For seventeen years, UNSC has been heavily involved in the issue. Consider whether the United Nations’ actions promoted democracy. Is the UN relevant for the region?
• The relationship between transnational, national, and grassroots associations. This research paper encompasses three concepts, but you should try to go beyond simple definitions. Look at how these organization and their network shapes the world’s order and politics today.
• Failure of non-governmental organizations due to bureaucracy. This research topic explores how some NGOs fail simply because of the bureaucratic processes they adopted. You can look at the history of the organizations. How can it be resolved? Pick one organization as an example of failure due to bureaucracy.
• Relations between regional organizations and transnational associations in practice and theory. Regionalism is on the rise ever since the end of the Cold War. Discuss critical events in institutional change from global to regional. Look at both the theory and how it is implemented in practice. For that, choose one or two regional organizations and transnational associations.
• An analysis of the United Nations security council in the Post Cold War Era. The UNSC is an organ established for international peace and security. Look at the way the policy has been shaped and created in Post Cold War era. You can include case studies such as Iraq, Haiti, or Yugoslavia.
• An impact of the United Nations conflict resolution in African Countries. Over the past 30 years, the UN attempted to resolve the conflict in West Africa and throughout the region. You can analyze recent issues: Mali, Ivory Coast, Sierra Leone. See how the UN helped the parties in negotiating peacekeeping.
• The economic reasons for why the World Bank is still needed. There is a lot of critique regarding the World Bank. However, you are encouraged to discuss why it is still required, especially in developing countries. You can also touch upon why the World Bank isn’t helpful for the world’s poorest economies.
• The policy change between US and Russia relationships after Barack Obama . Focus on the historical reasons why US-Russia relations are so difficult. Every president contributed some new layer to the relationships. Students are asked to analyze Barack Obama’s political legacy by examining US-Russia relations.

For an essay, you may need a narrow topic that doesn’t require too much research. Your investigation may not be as extensive as with the ideas from the previous section. Check out our topic generator to create more original ideas on international organizations.

You can try these topics for your paper:

• The importance of International Cooperation for the global community.
• Why are environmental problems in Africa a global issue?
• How do international trade organizations foster the process of globalization?
• What are the long-term goals of the United Nations?
• Why did the League of Nations fail its purpose?
• Fund transfer problems in transnational associations.
• A comparative analysis of two types of international organizations.
• The importance of having both regional and international organizations in your country.
• The key characteristics and functions of international organizations.
• The role of international organizations in international relations.
• International organizations’ history in the global economy.

Thank you for reading the article till the very end. We hope it will help you in your brainstorming process for your international organizations assignment. Additionally, check the free essay samples below.

116 Best Essay Examples on International Organizations

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Reading List: International Organizations

International organizations play a central role in the structure of the contemporary international system. They can range from large bureaucracies epitomized by the UN and its many branches to regional international organizations and informal alliances. Indeed, with remits that span policy areas as varied climate change, international law and regional governance, the organizations addressed on this list have a profound impact global politics.

Discussion questions:

c) How important are individuals in international organizations? d) To what extent do politics play a part in the appointment of senior leadership positions in international organizations?

e) Is the ASEAN response to Russia's invasion of Ukraine collective pragmatism or apathy? f) How important is the ASEAN voice?

a) Can rights and law be balanced? b) How significant a player is the EU?

a) How important are lobbyists in international organizations? b) How transparent are international organizations?

a) What are the key factors preventing a UN Security Council resolution on climate change? b) Are these impediments surmountable?

a) What audiences effect the legitimacy of international organizations? b) What strategies do international organizations use appeal to multiple different actors at once?

a) Why do international organizations maintain dialogue forums? b) When can civil society actors meaningfully engage with international organizations?

a) How do norms govern EU foreign policy? b) What is the relationship between EU foreign policy and the actions of its member states?

a) What influence do informal international organizations have? b) How are they managed?

a) How significant was the Trump challenge to NATO? b) How influential was the NATO staff in influencing the future direction of policy?

a) How important is the WTO? b) To what extent is the liberal trading order under threat?

a) How does people-centric governance differ from alternative approaches? b) What do the examples of ASEAN and ECOWAS demonstrate about the potential influence of regional organizations?

a) Should the UN Security Council's Women, Peace and Security policy be seen as a failure? b) What does it mean to adopt a feminist foreign policy?

a) Is China becoming increasingly activist within international organizations? b) Are international organizations an effective way of dealing with global crises?

a) Are we seeing the militarization of peacekeeping? b) Should responsibility for peacekeeping lie with the UN or regional organizations?

Snapshot from history

As the Second World War drew to a close, thought turned to how to organise the resulting peace and prevent further cataclysmic conflict. The examples of the Paris peace conference and League of Nations had revealed the challenges of ensuring and maintaining an equitable post-war settlement, as well as highlighting the obstacles to effective international cooperation. The United Nations, which was born at the 1945 San Francisco conference, was initially seen as an opportunity to rectify past mistakes and realise a vision of ‘world government’. In 1948, political theorist David Mitrany wrote in International Affairs on the ‘functional’ approach to world organization. Mitrany proposes a gradual building of trust through international cooperation on technical topics, to achieve ‘peace by pieces’.

Discussion questions: a) What were the competing visions of world government under debate in the early years of the United Nations? b) What insights can functional theory provide into the nature and workings of international organizations?

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international organization summary

international organization , Institution drawing membership from at least three states, having activities in several states, and whose members are held together by a formal agreement. Only a few existed before 1850; several thousand were active in the early 21st century. Some are intergovernmental (e.g., the United Nations ), and some are nongovernmental (e.g., Amnesty International). Some have multiple worldwide or regional purposes (e.g., the European Union ), and some have single purposes (e.g., the World Intellectual Property Organization). One effect of their proliferation is a stronger sense of interdependence among states, which in turn has stimulated recognition of the need for cooperation to address international and global problems.

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International Assignments: Who's Going Where and Why?

What does the global-mobility landscape look like today?

According to global relocation services provider Cartus’ recent 2013 Trends in Global Relocation Survey, younger employees are most interested in taking international relocation assignments, with career development being the main reason, and sequential assignments are on the rise.

The survey’s findings shed light on who companies are moving (and where), what criteria they are using to select their mobile talent, and how they’re linking talent management to global mobility.

Assignee Demographics

The demographics of the expatriate population appear to be steady in terms of gender, with the percentages of both men (79 percent) and women (21 percent) shifting only slightly from 2012.

Generation X employees (56 percent) represent the largest age group of transferees. Baby Boomers (20 percent) posted a slight increase over 2012, while the youngest group—Millennials, or Generation Y (20 percent)—showed a significant increase.

Married expats with accompanying families are still the most common but have become a smaller percentage of global workers over the past six years. The category of those “married and traveling solo” has gained the most in percentage points over this period.

In general, younger, single male employees are showing the highest interest in global assignments, according to the survey. Women, Baby Boomers and employees with families are showing less interest in working abroad.

This profile holds true when the destination is an emerging market.

“Given the issues with schooling, housing and in many cases security, the lack of interest among assignees with families is not surprising,” the report said.

Some of the respondents’ comments include:

• “Dubai and the Middle East have their limitations for certain lifestyles. People with family are not so open to move their family to areas with little infrastructure.”
• “There is low interest in African regions.”
• “Employees seem to be less interested in going to certain locations if assignment allowances do not properly reflect the hardships that exist in the new work/life environment.”
• “As the quality of lifestyle in emerging markets can vary when compared to a developed country, it is difficult for entire families to relocate to these types of countries. We have implemented two-year assignments in these regions, which seem to be working, with a limited time in more challenging environments.”
• “Although Millennials are interested in these types of assignments, we need highly experienced people to go in and develop our emerging markets, so sometimes the interest and the experience needed to be successful are out of sync.”
• “Employees with families tend to shy away from emerging markets. They look for places with more stable economies and social systems, especially for reasons of safety, security and schooling. They are also concerned about fluctuations in currency and overall earning and savings power.”

Most and Least Desirable Locations for Assignments

When asked which of the developed countries generated the most employee interest for assignments, the clear choices were the U.S., U.K., Australia, Singapore and Canada.

Tier I India and China (developed cities such as Mumbai and Shanghai) ranked as the locations that workers were most resistant to relocating to among the developed countries, indicating these are still perceived as challenging markets.

For emerging-market locations, Brazil topped the list of nations to which employees most wanted to go, followed closely by the United Arab Emirates. Among the emerging-market countries that professionals were reluctant to work in are Nigeria, Saudi Arabia and Russia. Notably, Tiers II-IV for both India and China show up as generating significant interest and resistance. “This is likely attributable to the fact that as booming markets, they offer significant opportunities but also major challenges in infrastructure and other areas,” the report explained. “They are likely to be perceived differently depending on the assignee’s experience, appetite for adventure, and perception of the market’s importance to company goals.”

Motivating Factors

When asked for the main reasons why employees accepted an international assignment, companies said that while attractive compensation was named by a third of respondents (34 percent), the main motivating factors for employees were career development and advancement.

“This finding is a clear indicator that now is the time for companies to really start focusing on creating synergies across HR and businesses in order to ensure assignees are no longer ‘out of sight, out of mind’ and they are aware that the company is also focusing on their career. If employees’ value is not recognized, particularly the Gen Y/Millennial population, attrition rates will continue to rise,” according to the report.

Qualifying Criteria

As for the business criteria and qualifications that organizations seek when considering someone for an international assignment, leadership potential (80 percent) and technical skills (75 percent) were cited the most. A significant number of respondents (61 percent) also noted that the criteria depended on the project. Notably, only 33 percent are factoring in minimum performance ratings in selection criteria.

Flexibility and the ability to adapt to fluid circumstances (71 percent) led the list of behavioral characteristics businesses look for when considering an employee for an assignment abroad.

Second and third on the list of behavioral traits were career orientation and the desire to advance (63 percent), and the ability to work productively in an independent setting (57 percent).

Questioned about the family criteria their organization takes into account when considering someone for an international assignment, 68 percent of respondents said family status was not considered, while 25 percent said family criteria depended on the project.

Linking Talent Management and Global Mobility

When asked whether they agreed with the statement “The impact of an international assignment on an assignee’s career is positive,” 82 percent said yes, a 30 percent increase from 2009. “This supports the feeling that companies are paying more attention to, and realizing the importance of, how international assignments support employee growth, business value and retention,” the report said.

Building effective linkages between talent and global mobility will help ensure that assignments truly contribute to company business strategies, the report said.

According to respondents, the most frequently implemented strategies were:

• Ensuring assignment objectives are incorporated into the employee’s performance review while on assignment (62 percent).
• Collaborating with HR to ensure that employee performance ratings are considered for all workers on overseas assignments (60 percent).

The top three strategies under consideration:

• Tracking postassignment employee advancement (63 percent).
• Tracking postassignment employee retention (57 percent).
• Developing a global talent pool for future assignments (56 percent).

Sequential Assignments Rising

Not all expatriates get to return home after an assignment. Fifty-eight percent of respondents have either many (13 percent) or a few (45 percent) “global nomads” who are on back-to-back assignments. More than half (57 percent) expect the sequential-assignment trend to stay about the same, and about a third (31 percent) expect the trend to increase.

Of organizations that said they have sequential assignments, 80 percent said they were typically long term, and the most frequent demographic profile was an older employee, Generation X worker or a Baby Boomer. This supports a general trend of companies sending more senior employees on this type of assignment, often with newer employees accompanying them for professional development, the report said.

Repatriation Lacking

Responding organizations ranked repatriation and career development highest among aspects of their relocation programs they most want to improve.

More than half (58 percent) of companies said they did not offer formal repatriation programs. Of those that offer these programs, only a third (33 percent) typically offer repatriation programs for long-term assignments. The most common reasons given for not offering these programs were lack of perceived value by the organization (60 percent) and cost considerations (35 percent).

Roy Maurer is an online editor/manager for SHRM.

Follow him at @SHRMRoy

Related Articles:

Developing an Effective Global Mobility Program , SHRM Online Global HR, August 2013 International Assignments Expected to Increase in 2013 , SHRM Online Global HR, May 2013

Managing International Assignments , SHRM Online Templates and Samples, July 2012

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5 Tips for Managing Successful Overseas Assignments

• Andy Molinsky
• Melissa Hahn

Stay in constant touch and have a plan for their return.

Sending talented employees overseas can be a promising way to leverage the benefits of a global economy. But expatriate assignments can be extremely expensive: up to three times the cost of a person’s typical annual salary, according to some statistics. And despite the investment, many organizations lack the know-how for optimizing the potential benefits, leaving them disappointed with the results. The unfortunate reality is that even companies providing well-crafted relocation packages (including the all-important cultural training) may not have the talent management mechanisms in place to truly leverage the valuable skills expatriate employees gain during their assignments.

• Andy Molinsky is a professor of Organizational Behavior and International Management at Brandeis University and the author of Global Dexterity , Reach , and Forging Bonds in a Global Workforce . Connect with him on LinkedIn and download his free e-booklet of 7 myths about working effectively across cultures .
• Melissa Hahn teaches intercultural communication at American University’s School of International Service. Her new book, Forging Bonds in a Global Workforce (McGraw Hill), helps global professionals build effective relationships across cultures.

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10 tips for managing successful international assignments (2023 update)

Embarking on international assignments brings both excitement and challenges. As businesses have been extending their global presence for years, the effective management of international assignments has always been extremely important. These assignments require collaboration and coordination among team members from different countries and cultures, demanding a unique set of skills and strategies. In this article, we will explore ten invaluable tips to help you navigate the complexities of international assignments and achieve success. 

The world has become a global village, with teams spanning continents and cultures. In this interconnected landscape, effective management of international assignments is essential for organizations to thrive. Whether you are a team leader or a team member, understanding the intricacies of international collaboration is key to overcoming obstacles and achieving exceptional results. 

Our ten tips for managing successful international assignments cover a range of factors that influence the outcome of these endeavors. From communication and cultural sensitivity to logistical considerations and fostering team cohesion, each tip provides actionable insights to enhance your approach. By implementing these strategies, you can strengthen your team’s collaboration, optimize productivity, and cultivate a harmonious work environment that transcends borders. 

Here are 10 tips for managing successful international assignments:

1. Effective communication 

Effective communication serves as a cornerstone for success in international assignments. Understanding the diverse communication styles of team members is essential, as it allows for clearer and more meaningful interactions. Different cultures have their own ways of expressing ideas and collaborating, so being attentive to these styles fosters better rapport and mutual understanding. 

Bridging language and cultural barriers is another vital aspect of effective communication in international assignments. Cultivating cultural sensitivity and embracing inclusivity create an environment where everyone feels respected and valued. Being mindful of cultural norms, customs, and social etiquette enhances cross-cultural interactions. Additionally, utilizing interpreters, translation tools, and language training programs can facilitate communication across language barriers. 

2. Cultural sensitivity and adaptability 

Embracing cultural diversity as a strength is essential. Each team member brings a unique perspective shaped by their cultural background, which can lead to a wealth of ideas and innovation. By recognizing and appreciating these differences, teams can create a collaborative environment that celebrates diverse viewpoints and enhances problem-solving capabilities. 

Developing cultural intelligence and awareness is key to navigating cultural differences.  

This involves cultivating the right attitude, developing awareness, acquiring knowledge, and honing the necessary skills to understand diverse cultures, including their customs, traditions, and values. 

By doing so, team members can navigate potential misunderstandings, promote effective communication, and build strong relationships based on mutual respect and understanding. 

Effective leadership in international assignments requires flexibility and an understanding of diverse work styles and cultural preferences. That is why adapting leadership and work styles to accommodate cultural differences is crucial. Leaders who adapt their approach can foster trust, engagement, and collaboration within the team. By demonstrating respect for the values and practices of team members, leaders create a harmonious and inclusive work environment. 

3. Logistical planning and coordination 

Dealing with time zone differences and scheduling challenges is a primary concern in the realm of international assignments. With team members located across different regions, finding mutually convenient meeting times and synchronizing schedules becomes crucial. By considering time zones and accommodating various working hours, teams can establish effective communication and seamless collaboration. 

Leveraging technology plays a vital role in facilitating efficient coordination. Collaboration tools, project management software, and communication platforms enable real-time updates, document sharing, and instant communication irrespective of geographical distances. Harnessing these technological solutions enhances productivity and streamlines workflows for international teams. 

To ensure smoother operations, streamlining processes is imperative. By establishing clear protocols and workflows, teams can minimize delays, miscommunications, and redundancies. Standardizing documentation, establishing effective communication channels, and defining roles and responsibilities maintain clarity and efficiency throughout the project. Regular evaluation and improvement of processes further enhance productivity and mitigate challenges. 

4. Building trust and collaboration  

Trust forms the foundation of effective teamwork. In international assignments, team members may come from diverse backgrounds, cultures, and work environments. Establishing trust is essential to foster collaboration, promote open communication, and ensure the success of the project. 

Building trust begins with setting clear expectations and goals. Team members should have a shared understanding of the project’s objectives, milestones, and deliverables. Clearly defining roles and responsibilities helps to avoid confusion and promotes accountability. Regularly communicating progress, addressing challenges, and providing feedback fosters transparency and trust among team members. 

Promoting collaboration is also crucial in international assignments. Encouraging open dialogue and creating platforms for sharing ideas and insights allows team members to contribute their expertise and perspectives. Virtual team-building activities, such as icebreaker sessions, virtual coffee chats, or online forums, can help strengthen relationships and enhance collaboration. Additionally, facilitating cross-cultural training and workshops enables teams to develop a shared understanding and appreciation of each other’s cultures, further fostering collaboration. 

5. Flexibility and adaptation 

Flexibility and adaptability are key attributes for success in international assignments. As the business landscape continues to evolve, teams must be prepared to adapt to changing circumstances, new technologies, and unforeseen challenges. 

Being open to new ideas and approaches is crucial. International assignments provide an opportunity to learn from diverse perspectives and innovative practices. Embracing new methodologies, tools, and processes can lead to improved efficiency and effectiveness. By encouraging a culture of continuous learning and adaptation, teams can remain agile and responsive to the demands of the project. 

Flexibility also extends to accommodating personal and cultural differences. Recognizing that team members may have different working styles, preferences, and needs helps create an inclusive and supportive work environment. Providing flexible work arrangements, considering cultural holidays and celebrations, and accommodating individual time zones and schedules demonstrates a commitment to valuing diversity and promoting work-life balance. 

6. Conflict resolution and mediation 

In international assignments, conflicts and disagreements are bound to arise due to differences in perspectives, cultural norms, or communication styles. Effectively addressing and resolving conflicts is crucial to maintaining team cohesion and productivity. 

First and foremost, creating an open and safe environment for addressing conflicts is essential. Encouraging team members to express their concerns, opinions, and ideas fosters open communication and prevents conflicts from escalating. Active listening and empathy play a significant role in understanding different viewpoints and finding common ground. 

When conflicts arise, mediation and conflict resolution techniques can be employed. Facilitating constructive discussions, encouraging compromise, and seeking win-win solutions can help resolve conflicts amicably. In situations where cultural differences contribute to conflicts, cultural mediators or intercultural experts can provide valuable insights and guidance. 

7. Knowledge sharing and learning 

International assignments provide an excellent opportunity for knowledge sharing and learning. Each team member brings unique skills, expertise, and experiences to the table, which can enrich the project and promote professional growth. 

Encouraging knowledge sharing ensures that valuable insights and best practices are disseminated throughout the team. Regular meetings, virtual workshops, and collaborative platforms can be utilized to share knowledge, discuss challenges, and learn from each other’s expertise. Implementing mentoring programs or buddy systems can further facilitate knowledge transfer and create a supportive learning environment. 

Additionally, fostering a culture of continuous learning enhances the team’s adaptability and innovation. Encouraging team members to pursue professional development opportunities, attend relevant training programs or webinars, and stay updated on industry trends strengthens their skills and knowledge base. Providing resources and support for learning initiatives demonstrates the organization’s commitment to personal and professional growth. 

8. Respect for diversity and inclusion  

International assignments bring together individuals from various cultural backgrounds, ethnicities, genders, and perspectives. Promoting diversity and inclusion is not only ethically important but also contributes to the success of the project by harnessing the power of different ideas and experiences. 

Respecting diversity means creating an inclusive environment where all team members feel valued, respected, and empowered to contribute. This includes embracing different cultural practices, beliefs, and perspectives. Avoiding stereotypes, biases, and discriminatory behavior is crucial in fostering an inclusive work environment. 

Leadership plays a vital role in promoting diversity and inclusion. Leaders should lead by example and demonstrate a commitment to diversity and inclusion through their actions and decisions. By actively seeking diverse perspectives, creating opportunities for underrepresented individuals, and ensuring equitable access to resources and opportunities, leaders can foster a culture of inclusivity. 

9. Cross-cultural training and education 

To navigate the complexities of international assignments successfully, investing in cross-cultural training and education is invaluable. Understanding cultural differences and acquiring intercultural competence enhances communication, collaboration, and overall project outcomes. 

Cross-cultural training programs provide team members with insights into different cultural norms, values, communication styles, and business practices. These programs help build cultural intelligence, enabling team members to adapt their behavior, communication, and work styles to effectively interact with colleagues from different cultures. 

Beyond basic cultural awareness, cross-cultural training should also include education on specific cultural nuances relevant to the project. This may involve learning about local customs, etiquette, and business protocols of the countries involved. By equipping team members with this knowledge, they can navigate cultural differences with sensitivity and respect. 

10. Recognize and celebrate achievements 

Recognizing and celebrating achievements is essential for boosting morale, fostering team spirit, and reinforcing a positive work environment. In international assignments, it is important to acknowledge the accomplishments of team members from different cultures and countries. 

Take the time to acknowledge individual and team achievements, both big and small. This can be done through public recognition, appreciation emails, virtual celebrations, or awards. Celebrating cultural diversity by incorporating elements of different cultures into the recognition process further enhances inclusivity. 

Regularly highlighting and celebrating achievements not only motivates team members but also reinforces a sense of belonging and pride in the project. It creates a positive work culture where everyone feels valued and appreciated for their contributions, regardless of their cultural background. 

In conclusion, managing successful international assignments requires a combination of effective communication, cultural sensitivity, adaptability, and collaboration. By embracing diversity, investing in cross-cultural training, and fostering an inclusive work environment, teams can overcome challenges, maximize productivity, and achieve outstanding results. With the right strategies and a commitment to cultural understanding, international assignments can become transformative opportunities for growth, learning, and global success. 

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Lessons from an international assignment

Robert S. DeVries

An international assignment has long been seen as providing executives with an opportunity for personal growth and professional development, while enabling companies to place executives in markets where specific capabilities are needed or to spread corporate values and best practices throughout the organization. With business footprints expanding and international markets becoming increasingly important drivers of revenue and profit growth, companies need executives who are global thinkers with broad-based business perspectives and the agility to master an array of markets, cultures, competitors and workforce differences.

As these capabilities become even more important, having a meaningful assignment outside one’s own market has become a critical element of executive experience and is likely to become a prerequisite for career advancement at a growing number of multinational companies.

We asked several senior executives to think back to their first or most memorable international assignment and share how those experiences helped to shape or influence their leadership styles. What surprised them the most? What did they learn and how have they continued to apply those lessons in their current leadership roles? Finally, what advice would they give to other executives about succeeding in an international assignment?

Philippe Bourguignon

Vice chairman, revolution places, and ceo, club med, what surprised you.

Someone who was born and raised in his country and, when he is 25, 28, 30, is posted abroad, obviously, learns so much during his first assignment. I was raised in Morocco. My father worked for a U.S. company, and I came to the U.S. almost every year when I was a young boy. Therefore, I’ve been exposed and living international from basically almost the time I was born. It is more a way of life, and, by the way, this has been a huge gift. My two children were born in New York and raised in the U.S., and today they are totally bicultural.

What have you learned?

I like to say that I’ve learned patience in Asia, and I’ve learned what competition means in the U.S., because I’m from a country where there is no patience and limited competition.

What I also learned by working internationally is that if you keep good sense — remain grounded in basic business judgment and rules — you can work in any foreign environment. Good sense is key. Some people try too hard to be too local, understand everything, but you will never understand a foreign country as well as you understand your native country, even if you speak the language. But good sense is the same everywhere.

What advice would you give to others based on your experience?

To an executive, my advice would be to listen and be humble. Listening is very important. Be humble and respectful. The tendency, particularly if you go into emerging countries, is to consider that everything else is not as well done. But being humble and respectful of people buys you tremendous mileage no matter where you go. You need to be more humble abroad than you are at home and more respectful.

When you are abroad, things are over-amplified. Being abroad over-amplifies your body language, your words and your decisions. Whatever you say is listened to twice as carefully as when you say it at home. You are watched much more closely than you are at home — for both good and bad.

John Doumani

Managing director, australasia for fonterra cooperative group, what did you learn.

The business issues were not that hard to discover, but the bigger issues for me were actually more cultural. The culture in the U.K. was similar to here, and there was a relatively informal work environment where you can joke around a bit. This is my style and it translated really well. However in Italy and the U.S., the work environment is more formal, and I had to adjust my style to be conscious of this. Had I not done so, I would not have been able to be effective working for the organization. You have to be very careful not to offend people. If you want people to follow your leadership, you have to engage them in a way that works for them.

Seventy percent of what you know about business will translate, but the other 30 percent — the difference between success and failure quite often — comes down to truly understanding the business dynamics that might be different. Market dynamics vary greatly in terms of regulations, trade and competitive structures. You’ve got to make sure you get your head around this because it will affect your ability to implement what you want to do, and you have to modify whatever you do to fit in.

The bigger issue is to be really sensitive to cultural differences. There’s no shortcut in being able to do this other than to have an open mind and be willing to accept any differences. You can’t go with the attitude of, “I’m just going to do what I do and if they don’t like it, stuff it!” The first thing is to accept that the cultural issues are really important. Accept the fact that it may be different and be really open-minded. The sooner you identify and are open to any differences, the better.

Philip Earl

Executive vice president and general manager, publishing for activision blizzard, what most surprised you.

Having worked in Saudi Arabia, having worked in Australia, having worked in Los Angeles, what surprised me the most is that there are more similarities than differences in the people across countries.

I learned the importance of understanding the pace of change: how much to do and how quickly. You have to be very astute in understanding the capabilities of the organization in the marketplace. It can be too fast, but can also be too slow. There is no right or wrong answer. You have got to accept that you can have a very strong strategy and you can have a very good vision, but unless you bring the team with you, it is just disconnected. Your people capability platform will determine whether to go faster or slower.

What people leadership insights have you gained?

Something interesting I have learned is the fact that people are motivated by different things, and understanding what most drives a specific individual lies at the heart of leadership. Often you assume people are concerned about money. It almost always isn’t the case. There has to be a base level of remuneration, but in three years working with video games people, I have Harvard graduates who just want to work in that industry; it motivates them to be part of something amazing. It is a passion for them. Some people are motivated by a very strong sense of family and a sense of community. If you are not careful and gloss over individual motivations, you never get the most out of people. You have got to understand people. There can be 10 nuances of what motivates them, and if you get that right, despite cultural differences, you can usually do quite well.

My advice is to “be in.” When you go to a new market, don’t hang around on the side; just get in there. Absorb the culture, language, food, sport, everything. You get a reaction from your work colleagues that is really incredible and makes you feel that you really want to be here, and as a consequence, they see you as an expat wanting to be here.

Conrado Engel

Chief executive officer, hsbc bank brazil.

The most important thing was how careful you have to be about managing cultural differences. People react differently to situations, and this is very challenging. For example, the way you interact with a Chinese company is completely different from an Indian one. Individuals can interpret situations very differently. Early during my assignment in Hong Kong, after a meeting where we were assigned tasks for a particular project, I asked an executive for a status update prior to the due date. I realized later that this made the executive feel very uncomfortable, because, as he said, he would fulfill his commitments; it was part of his responsibility. Again, it demonstrates the importance of understanding cultural differences.

What personal or professional lessons from your international experience have remained with you?

Managing any business is about managing people. Dealing with different cultures and reactions is crucial. I learned to listen more and reflect more before taking immediate action. I also learned that people can significantly benefit from each other’s experience. For example, I believe that my experience in dealing with crisis management as a Brazilian executive was very beneficial to the HSBC Group when I was in Hong Kong.

You have to visit people, go and visit the countries and the operations, and establish strong professional connections. Personal relationships may also help. Understanding the cultural environment is of vital importance. Learning how to navigate a large organization like HSBC — with a strong internal culture, with very strong roots in Asia — is also critical for success.

It is always best to listen, comprehend and then act.

Kirk Kinsell

President of the americas, intercontinental hotels group.

Based in London, with responsibilities for Europe and Africa, the things that surprised me were the diversity of thinking and the distinctive cultures and, therefore, how people felt, how people thought, how they processed information and what was important to them varied tremendously. As a result, there was more dialogue, which oftentimes meant debate. Having to have that broader discussion on issues was intriguing, challenging and fulfilling. Initially, the discussion can feel like it’s slowing things down, but when you reset expectations and build in opportunities for debate, what I have found is that, even though people may not agree with the ultimate decision, the process allows people to align and walk out of a meeting on the same page.

What personal or professional lessons have remained with you?

I made it a point to get underneath the differences between my new environment and what I was used to at home, and understand the history and the stories behind the surface. I began to appreciate the differences for how they enrich the environment that I was in, creating a more holistic and colorful tapestry from an aesthetic standpoint.

Coming back to the United States, I find myself wanting to go deeper with people who I otherwise would have thought were just like me. As a result, I think I have the potential to build stronger relationships. I have the potential to be a better leader. Because our job as leaders is to unlock the potential of the people we work with and the people we have the privilege of leading and managing. And, therefore, I can get perhaps a better perspective of who they are and their motivations and how they align with the company’s purpose and objectives.

What advice would you give others based on your experience?

To another American, I would say dialing down the fact that you’re American and dialing up being a global citizen is probably a much more effective way of engaging people. It doesn’t mean that you change your principles or your beliefs or your value system; it means being sensitized to how you come across. Saying things like, “We do it this way back there” — meaning that was the only good way — can come off as being too American, too know-it-all, too celebratory, too cheerleading, too shallow, all those things that are sometimes attributed to being American.

Murilo Portugal

President of febraban (brazilian federation of banks).

My most relevant international experience was to work with International Monetary Fund. It provided me a great opportunity to understand the reality of other countries. Since I was responsible for the fund’s relations with 81 countries in all five continents — from advanced countries such as Sweden to developing countries such as Bhutan — I had to understand different environments and market dynamics. In this role, I came into direct contact with the reality of different countries, different economic cycles and stages of development, from crisis to growth moments. What did not surprise me, unfortunately, was the reaction in some places to the economic crisis in 2008, in particular, the difficulty of entering into a discussion with governments and the denial about the gravity of the problems.

Do not postpone the inevitable. Trying to escape an inevitable conclusion will increase the costs related to the decision, but it is hard to define what you should fight for, and what to give up.

What personal or professional lessons from the experience have remained with you?

Life is the best teacher. The only problem is that there is only one pedagogy. You learn when you hit a wall, and usually you have to go through this painful process to learn. Even if you rationally know what to do, usually you only change when you hit a wall, because of the limitations in the decision-making process and human behavior.

Respect the level of the professionals who work with you, and learn how to best deal with very smart people and motivate them. Well-qualified people, of course, have their own ambitions and personal interests. It is critical to maintain the enthusiasm of people in a multicultural environment, and devote time for that. You have to be a manager of people, otherwise you will fail even if you are capable of managing processes and tasks. Technical knowledge alone will not make you successful.

This article is included in Point of View 2012 .