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1、ceo操盘多元文化（CEO trader multicultural）Wang Chunmei, editor of the pressWe usually want people who come in to share the same goals and values. For the management of multicultural employees, instead of racking their brains to think about the different national backgrounds, it is more important to attract
2、 like-minded talents in the introduction of personnel.Different race, religion, color, gender, age, experience, when these differences, people will always be faced with challenges, we always have a refusal difference trend, but I realize that we need more difference. Because only those differences a
3、re the only way that we can confront ourselves and grow.This is from the mouth of CEO Carlos Carlos Genn (Nissan Ghosn), the two car companies in France and Renault in france. As a leader of multinational corporations, the management and control ability of employees with multi-cultural background is
4、 the key to success.Carlos Genn: listen and subvertBefore I went to Nissan, I was told that there would be some cultural resistance. But actually, most of the things I didnt experience. In his interview with Fast Company magazine, Ghosn summed up how he started to build a cultural bridge for Japanes
5、e companies.The Nissan is confused, in the confusion in the staff, my first action is to give the target, we must explain what to do, why do these, the best path to achieve these goals and to describe. To do these, absolutely inseparable from a large number of staff communication. Ghosn recalled: be
6、fore going to Japan, Im not trying to learn a lot of knowledge about Japan, because I do not want to have too much preconception. I want to find Japan with the Japanese in japan.So, Ghosn learned Japanese attentively, and every weekend drove his opponents car around the highway in Tokyo, knowing jap
7、an and finding out the attack point. At the same time, the company began to call it close listening activities. Ghosn talked with thousands of people, including Nissans overseas division, domestic divisions, production workshops, staff canteens, distributors, and listened to every employees proposal
8、 for Nissan revival. And then identify the route that youre going to take. Ghosn also listened to outside voices of the company, most of which were conservative, for example, someone told him, in Japan, you cant act too fast, and you cant shut down factories in japan. Because many managers know that
9、 there are three pillars that cant be moved in Japanese companies: annual jobs, lifetime employment, labor benefits.I listen seriously, even if its contradictory to my own beliefs, so its done to make sure that I dont miss anything at the end of my decision. Because of beforehand so fully, Ghosn can
10、 make a lot of people in tears eventually accepted sincerely convinced the cruel NRP plan (in fact, including layoffs, the closure of the factory).Of course, in the implementation of the plan, from time to time will encounter some friction, encountered some controversy. But these frictions and argum
11、ents are just Ghosns admiration and encouragement, and he often encourages subordinates to argue. Everyone has different ideas and different perspectives. The Japanese are very pragmatic, and they have some doubts about any great idea, and the best solutions are often made out of arguments.Soon afte
12、r, Ghosn discovered that the French did much when they were doing things; and the Japanese didnt like to talk. The French strategy was well developed, but not well executed; while the Japanese did well in the implementation, but the strategy formulation was worse. So I think French culture and Japan
13、ese culture can be effectively combined, and they can do better.Another important thing for Ghosns success in Nissan is the full trust of Japanese employees. Let yourself stay in the front line, and if you want your employees to survive the tough times, you have to share the hardships with them. Thi
14、s also led to Ghosn following the American Navy Commodore and Macarthur,Can third people have disruptive impact on Japanese society, its management style is not only consistent rejection of foreign culture of Japanese society by obstacles, but also become Japans most famous foreigners, even became a
15、 Japanese comic book hero.This high degree of adaptability to different cultures is partly attributed to Ghosns personal change of life. Born in Brazil, Ghosn, who studied and worked in Lebanon and France, is changing all his life. Changing friends and changing schools, at first, was unpleasant, but
16、 also full of harvest. Now, when I go to another country and face another culture, I dont feel any anxiety, but curiosity and interest. Ghosn recalled, because Ive spent too much time worrying about my life, now Ive overcome the worries that Ive had in the past. I understand the feelings of the first person facing the difference. When my children changed schools, they were very unhappy. But
