5 tips for Singaporeans to be the best regional leader

If you are reading this article, chances are you are among the many executives based out of Singapore who have to juggle the multiple and specialized demands that come from being in a regional role. What makes these roles particularly challenging is the large matrix structures that characterize corporations of today, with a lot of interface required with their country partners and global teams.

The matrices translate into high levels of responsibility not always matched with the authority that one traditionally associates with senior roles in direct line reporting. So what can an executive do to succeed in the challenge of regional roles? Here is what my experience in such roles in Singapore and US has taught me:

Serve the P&L: It is important to align all your actions and thinking to support the achievement of the business goals for the country teams. When engaging with them, keep demonstrating that your agenda will help them succeed. For instance, I make sure that my performance plan clearly shows that my team succeeds only when the country businesses do. 

Give the country teams the win: this is perhaps the toughest rule to follow. We human beings love to get recognition, and therefore can easily fall into the trap of being in a perpetual ‘sell’ mode to show the results we drove.

This is important, but unless this act is well balanced, it can create a ‘them country team and us regional’ feeling. Acknowledge the role played by your country team members. Praise them, especially the more junior ones who engaged well. Senior leaders are smart and know exactly the role you would have played. They will respect you more for amplifying the part their people have played.

Respect their local expertise: Great outcomes happen when you take local expertise and then layer on the global or regional best practices. I once dealt with an irate global leader who was frustrated that our China team was not ready to adopt the global standard for retail stores. The discussion had quickly degenerated into an emotional one where egos were soon on the line and the conversation became all about us vs. them.

In my experience once you have understood local nuances, you have the credibility and connections to jointly create a strategy suited to the region. It is particularly important to remember that English is a second language for many country team members, and we should not mix up the ability to articulate in English with expertise levels.

Spend time face to face: this is important mainly to build a level of relationship and trust that being on the other end of a phone line can never create. During trips it is important to get to know the people and the local area.

I was once doing customer visits in Japan, and at the end of the day asked my Japanese counterpart to point me to the subway station. He seemed surprised that I was not looking for a taxi. I replied that the Tokaido train line would work well for me. He smiled and said, “You know our train lines. Now you are like a Japan team member, Prashant san”. Small gesture. Huge and lasting impact. 

Bring resources to the cause: Most regional teams tend to be small and have small budgets of their own. However, don’t underestimate the difference that even a small infusion of human power or money can make to overstretched country teams. Be clear on what resources are within your control and add them to the initiatives you advocate.

For one of our priority solutions my team controls less than 5% of the total budget or people assigned. Yet our ability to add those to a specific country plan means that each wants to demonstrate that their plans and performance merit the additional support. In that process, everyone does better.

A regional leader plays a pivotal role being an interface between global teams that work on strategy and the country teams tasked with execution. An effective regional role can drive a lot of business impact, and be a great professional learning experience at the same time.