A global perspective is essential for working in an international team, says Markéta Cechman of ČSOB
How does a Czech manager rise to lead an international team? What kind of challenging projects are carried out under her leadership? And what advice does she have for less experienced colleagues on dealing with bosses? The guest on the next episode of the Global Minds podcast series, which profiles influential business expats, is Markéta Cechman, Executive Director of the Shared Services & Operations division at ČSOB.
You can also listen to the full interview at THIS link.
The foundation for Markéta Cechman’s international career was laid four years ago. At that time, she was given the opportunity to lead an international project for KBC – ČSOB’s parent company – from the Czech Republic. „Even back then, the project required close, day-to-day cooperation with company representatives in all five countries where KBC operates,“ says the podcast guest. „It was a great experience, thanks to which I improved my negotiation skills, assertiveness and diplomacy.“
This was the first international project at KBC to be led from the Czech Republic. It is therefore not surprising that it was accompanied by a certain amount of nervousness. „I felt humility, respect and apprehension, but my boss at the time supported me a great deal and gave me courage,“ she admits. One of the reasons she decided to take on this opportunity was that she believed in the project. „For me, it’s always important to see the purpose in what I do. This project seemed, and still seems, very meaningful to me,“ says Cechman.
What was it about? The project led by Markéta Cechman’s team involved collecting data for reporting purposes. „Financial market regulation continues to expand, which increases the pressure on us to have high-quality, standardised data and to ensure that reporting is as straightforward as possible and does not require time-consuming consolidation on a country-by-country basis,“ explains Cechman, adding that the project also includes ‘Contract Life Cycle Management’, which relates to partners and third parties. „It tracks end-to-end contractual relationships with suppliers from the start of negotiations through to the end of the collaboration. The aim is to collect and validate a wide variety of data applicable to reporting and to make collaboration more transparent across the countries in which KBC operates.“
Overcoming friction
A project of this kind naturally requires specialist knowledge from the participants. However, as this is an international project, the technical aspect is not the only important factor. „In any international collaboration, the biggest initial challenge is overcoming cultural and operational friction. This involves aligning different communication styles and expectations regarding working methods and pace,“ says Cechman.
This also applies to another international project Cechman has embarked on. „I recently took on another challenge: leading the transformation of the ČSOB Group, which is once again an effort coordinated with colleagues from across KBC,“ explains Cechman. This approach has become second nature to her, and in many ways it suits her better than a team made up solely of Czechs. „I’m enjoying it more and more, because the diversity of cultures, personalities and working styles generates greater creativity and, consequently, innovation. At the same time, it teaches you empathy. We all harbour certain prejudices, and this is a good opportunity to learn to listen more and be open-minded,“ she says, commenting on the specifics of international collaboration. Openness on a personal level is then complemented by another quality which, according to Cechman, is essential for participation in international projects. „Today we lead lives that are far more global than they used to be. That is why international managers, too, should have a global mind,“ she believes.
You know best!
Diverse national influences are represented at KBC not only in individual working groups but also in management. „Even in our highest governing body, the Executive Committee, there is international representation. Among other things, this is enriching in that it prevents a certain kind of operational blindness,“ continues Cechman.
It was before this very body that she had to defend her vision for implementing international projects. „The first time, I was very nervous; I kept checking whether I knew everything and looking up information. On the other hand, however, I’m experienced enough to know that there’s always someone who’ll ask me something I don’t know,“ she says, describing this unpleasant, ever-present aspect of corporate life. „I’ve learnt to say ‘I don’t know’ and not feel bad about it. We’re only human; nobody knows everything,“ she says, offering some sound advice to anyone suffering from similar anxieties. „When I prepare my colleagues for such meetings, I always tell them: ‘Remember, you know a thousand times more about this project and the whole agenda than they do,’“ concludes Cechman.
What else was discussed in the podcast
Should you make special preparations for a change in working style if an expat is set to become your boss? Why do international teams sometimes fail to understand one another, even when everything is clear to everyone? And has Markéta Cechman encountered prejudiced or stereotypical perceptions of Czechs on the part of foreign managers? These topics were also discussed in the Global Minds podcast.
