Proximity Instead of Remote Diagnosis
Why trust and presence determine sustainable success
Global organizations today face more complex challenges than ever before. Conversations with colleagues over the past few weeks, as well as discussions at the China Forum in Nuremberg, confirmed one thing again: The tensions between headquarters and international subsidiaries are nothing new – but they have intensified.
Despite modern communication technologies, global reporting structures, and standardized processes, the same patterns keep repeating.
Recurring Patterns in International Organizations
In many companies, similar developments can be observed:
- Costs are prioritized, and local leaders replace European expat positions
- Cultural understanding is “transmitted” through short training sessions or 2–5-day seminars
- Management is predominantly remote, relying on KPIs, reports, and video calls
What is often underestimated: Culture is not a soft skill – it is a hard success factor.
Communication is Context-Dependent
A simple example illustrates this:
The phrase “Yes, we’ll try” can – depending on cultural context – mean a binding commitment or a polite refusal. Misunderstanding these nuances leads to decisions based on false assumptions and creates unrealistic expectations.
Consequences include:
- Wrong decisions from headquarters
- Frustration at the local level
- Decreasing motivation and eroding trust
My Approach: Understand Instead of Judge
For this reason, I follow a different approach. I do not travel for short control visits to check numbers or comment on deviations. My goal is to understand the reality on the ground:
- Why is the situation the way it is?
- What are the root causes behind the symptoms?
- Which conditions shape the daily actions of local teams?
This means:
- Longer stays on site
- Continuous exchange with the teams
- Accompanying processes in day-to-day operations
- Participation in customer meetings
This approach is time-intensive, but it prevents remote misjudgments and builds the foundation for trust.
Trust Cannot Be Mandated
One of the key lessons from my international work: Trust must be earned.
A central component is the targeted empowerment of local teams. On-site training is not a cost – it is an investment, especially in after sales and service.
It is not only about technical knowledge, but also about:
- Decision-making ability
- Understanding customer requirements
- Confidence in customer interactions
Typical Thinking Errors – and Their Consequences
A frequently heard statement:
“We can’t give all information to the technicians—they’ll leave after one or two years anyway.”
Reality often shows the opposite:
The employee on site feels undervalued, is not trusted, performs poorly with the customer – and this is exactly what leads to resignation.
Yes, negative examples exist. But is it really the right approach to use isolated cases as an argument to fundamentally block development, trust, and knowledge transfer?
Presence Beats Efficiency Thinking
Digital training, videos, and online formats are useful – they are efficient, cost-effective, and reach many participants. What they cannot replace, however, is:
- Personal interaction
- Sustainable knowledge building
- Relationship and trust
International experience shows: problems are detected earlier when leadership is close to the team – not when assessed remotely.
The Result of Proximity and Trust
Companies that consistently focus on presence and empowerment achieve measurable effects:
- Higher motivation and better service quality
- Lower turnover and reduced travel costs
- Increased market reputation
- Sustainable revenue growth
Proximity creates trust – and trust drives performance.
International Leadership: A Personal Perspective
Regardless of region or culture, the formula for success remains the same. People who feel understood, respected, and empowered deliver better results.
For me, international leadership means:
- Not control, but confidence
- Not distance, but presence
- Not directives, but empowerment
This principle guides me to this day. Even as an interim manager, I am regularly asked if I want to work remotely. My answer is always the same: No.
How could I possibly recognize the real challenges, develop viable solutions, and build the necessary trust from a distance?
