Global Leadership: Recommendations for Olive

Read the Case: “Leading across cultures at Michelin (B) by Erin Meyer, Sapna Gupta. INSEAD. Publishing Date: Jan 2009
Discussion Overview

In this discussion, we analyze a short Michelin (B) case. Please read the case before engaging in the discussion.In Case (A)–which we discussed in Week 3–Chalon is approached by the head of HR and told that his American staff does not appreciate his management style. Chalon, who has always been very successful at motivating European employees, is shocked by the feedback and forced to re-examine his leadership style. The Case (A) class discussion focused on analyzing the cultural differences at the root of Chalons difficulties. In Case (B)–which we discuss this week–Chalon meets with a consultant specializing in helping European executives manage American teams. He begins to understand some of the key differences between French and American management styles and why his style caused such a negative reaction from his staff while managing in Greenville, SC. The discussion focuses on what strategies Chalon should employ now that he is aware of the cultural differences at the root of his challenges.

Questions & Instructions
1. What specific strategies should Mr. Chalon employ when he returns to his office in Greenville?
2. Would it be best for him to adapt his style to be more American in how he manages
Examples:
Hi Everyone! Olivier Chalon demonstrates resilience, and with resilience comes the ability to adjust and conform to culturally appropriate approaches. One of the most important strategies he should employ upon returning to Greenville is continuing to assess his leadership from an outside-looking-in perspective, which he already began by seeking guidance from a consultant. By doing so, he is able to compare his familiar French management style with American expectations and find a balance between the two. Rather than relying on his personal belief about whether French or American methods are better, Chalon begins to think and act as a global leader whose priority is effectiveness, motivation, and team performance.A key strategy Chalon should implement is adjusting how he delivers feedback. Instead of assuming his approach is understood or effective, he should actively learn from his team what methods work best for them. This could be done by requesting open feedback in a group setting, allowing employees to share their perspectives in a transparent and inclusive environment. Doing so not only helps him avoid misinterpreting silence or agreement, but also creates psychological safety and demonstrates his willingness to grow alongside his team. As a result, his team is likely to respect him more, as they see him making a genuine effort to listen and adapt, and they will also appreciate the intentional steps he takes to improve his leadership.Chalon should not completely abandon his French management style, nor should he attempt to become fully American in his approach. His high standards, directness, and focus on excellence remain strengths. However, he must adapt how those values are communicated in an American context, particularly by offering more explicit positive feedback and recognition of effort. By combining his core leadership values with culturally appropriate behaviors, Chalon can build stronger relationships with his team and turn this challenge into an opportunity for both professional and personal growth.
Being realistic, I think the specific strategies Mr. Chalon should employ when he returns to his office in Greenville are to be more complimentary to his employees and to avoid saying negative things. I know that he is driving for a standard of perfection in the European style of working with management and employees, which differs from the American style. I know some people may say this is changing his character and who he truly is, but it is important to recognize that if he is working at a global leadership level, he should be adaptable and have cultural agility to adjust to the people he works with and their backgrounds. In this case, he is working with American employees most of the time, so he would need to adapt, be more open, and learn how they communicate and which leadership styles they are receptive to. Given that they are receptive to positive affirmations and praise, he should start focusing on three wins and on what we can do to help you improve your mindset. It will also help him if he is more open with his employees, talks about his personal life, gets to know them, and establishes a genuine connection with his coworkers and colleagues. Because it was stated in the previous case that he doesn’t have that much interaction with his employees and they only talk to management when it is urgent, so I think establishing a down-to-earth connection with these employees could do wonders for his morale and change the perspective of his leadership style so that they could be more receptive to him and start to men their relationship. I think it would be best if he adopted a more American style and approach to management, so he can connect with his coworkers more and build genuine, authentic relationships with his employees. Because as of now, he has a negative reputation for his leadership style, so being able to meet his employees halfway and where he’s at and where they are at could be an olive branch and showing that he is trying to change his actions and how he works and conduct himself. I think that if he changes his style and is more adaptable and flexible, his employees would be more receptive to him, showing that he is approachable, wants to work with them, and has the best expectations for them. That way it could be more clear and he can have more clear lines of communications and relationships with his employees on a professional level and wanting to establish the level of perfection that he wants but also showing that he cares about how they feel how resilient they are and wanting to overcome the adversity and knowing that there were some hiccups in the beginning but he is trying to fix and change them so that they can have a better working environment in the future and push beyond the limits and expectations that he has for them in order to become truly great.
1. What specific strategies should Mr. Chalon employ when he returns to his office in Greenville?Mr. Chalon has reflected on key differences in French and American culture and now has a better understanding of how his American team in Greenville may prefer to be managed. Upon his return, he should focus on re-establishing relationships by holding informal team meetings and direct 1-on-1 discussions to demonstrate approachability. During these conversations, he could openly share his own cultural leadership style and invite feedback on what is working well and where adjustments could be made.In addition, Mr. Chalon could provide guidance on how to receive and interpret his criticisms based on cultural differences. Engaging his team about working styles and personal matters, rather than solely work and strategic discussions, will strengthen relationships and improve communications. As shown in Modules from Week 3, curiosity and active listening are essential. These actions would help Mr. Chalon build trust.Lastly, Mr. Chalon could adjust his feedback approach. After learning that Americans need more praise, he could offer more frequent and consistent constructive feedback paired with praise for strong results. 2. Would it be best for him to adapt his style to be more American in how he manages?Overall, yes, I think it would be best to adapt his style to be more American, but it should be done intentionally and selectively. Each individual has their own unique managerial style, based on combinations of their personality and cultural environment. I do not want Mr. Chalon to fully adapt his style and “pretend” to be someone he is not or abandon his core values. However, taking steps to adjust his communication style and engaging more closely, whether by relationship building or encouraging creativity, would be an effective balance that improves team dynamics, performance, and Mr. Chalon’s growth as a leader. ReferenceMeyer, E., & Gupta, S. (2009). Leading across cultures at Michelin (B) [Case study]. Harvard Business School Publishing.

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Global Leadership: Recommendations for Olive

Discussion Overview

Questions & Instructions

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