Part 1:

Read this case study:

LEADING ACROSS CULTURES: THAT'S NOT WHAT WE AGREED

Sandy is the new Lead Project Manager in Sao Paulo, Brazil. This is Sandy's first expat experience and first time in Latin America, but that's no reason to be nervous. Sandy is from a big city in the US and has traveled extensively for work and with family on vacations to many other places around the world. Sandy feels confident in being able to navigate the new culture.

One month into the job and things are going great! Sandy likes the co-workers and is meeting lots of other new people from all over the world. Immediately after stepping off the plane, Sandy has been immersed in Brazilian culture: trying new foods, exploring the city, and learning some basic Portuguese to show willingness to embrace the culture.

Sandy thinks, "I got this! These next two years are going to be pretty smooth."

As the Lead Project Manager, Sandy must guide a team in developing an innovative marketing campaign for a new product. The team, handpicked by the Vice President (VP) of Marketing, is very diverse and includes Olivia from London, Peter from Nigeria, Pedro from Sao Paulo, and Sandy from the US.

A few weeks into the project, and the team is not only meeting regularly, but making great progress. They agree on what Sandy thinks is an impressive marketing campaign, put together a detailed plan with assigned tasks for each team member, and planned who will do what for their big team presentation the following week. Sandy wants to stay on top of the project and has been working hard on the assigned tasks. In fact, most of them are already complete. Sandy has also been very intentional about making sure the team has whatever support they need. The team is scheduled to meet tomorrow to put finishing touches on the campaign and presentation. Sandy feels good about everything and is ready to get things finalized.

The next morning, Sandy, along with the other team members, receives an email from Pedro. He writes:

Hi Team, I spoke with the VP of Marketing yesterday and I'm concerned that the project might not meet their expectations. I don't want to disappoint the VP. I think we need to go in a different direction. Can we talk more when we meet? Regards, Pedro

Sandy couldn't believe the message. Everyone agreed on the project, the VP was aware of it, and the presentation is just one week away. There is no way they are starting over! There is way too much at stake. "I'm confident the others won't agree to this. What is Pedro thinking? I don't care if I'm new here, this is not what we agreed to do!"

(adapted from Cultural Intelligence Center, LLC)

Part 2:

It is clear from this situation that there was a breakdown in intercultural leadership and teamwork that led to a significant, last-minute roadblock in the project.

Answer each of the following questions (100-150 words each).

1. What could Sandy have done before going to Brazil to start her new job?
2. What could Sandy have done differently while working in Brazil that would have avoided this outcome?
3. What could the team, led by Pedro, have done differently in order to avoid this outcome?