Why it is so difficult to come up with a good curriculum for Global Mobility

As you probably understood already the arena of Global Mobility is vast and no Global Mobility Manager will have all the answers. If you enjoy constant challenges and a day that never looks the same Global Mobility could be right for you. However, you also need to be very structured, focussed and analytical. For Global Mobility Educators, it is a constant challenge to provide a curriculum that is based on the right career level and also deep enough. Most courses you will find about Global Mobility in your home country will assume the home approach and all the special legal areas will mainly be presented based on “home” legislation and in the home language. If you are managing a global population and wish to implement a host approach you will need to go through a lot of learning by doing and you probably have to invent the wheel.

The Expatise Academy in Holland

I recommend the Expatise Academy program in Global Mobility because I am a lecturer at the Academy and have seen how they ensure the high-quality standards in teaching. The program has a modular approach and follows your career development as a Global Mobility Professional. You should consider learning the basics at least for the home country of labor and employment law, immigration, personal and corporate tax and you need to understand your Global Mobility policy and compensation approaches.

Global Competency

A factor that is often underestimated in Global Mobility is the critical importance of developing global competency. As long as we do not see cultural differences, we do not know why men and women from other cultures behave and think differently than we do. We just assume that they are “strange”. Also, we might think we treat the other person with respect but the concept of respect is defined differently in other culture. Even if we consider ourselves open-minded, we might not have developed the skills that we need in order to be more effective in other cultures.

Our brains today still work in a similar way to that of the cavewoman. We often decide only about fight or flight. We hardly ever step back in stressful situations and think “Why is that person behaving like this?”.  We rarely sit down, take a deep breath, smile and then write a polite email to say that our judgment of the situation might have been guided by our own values and assumptions. No. Normally we jump to conclusions first and put other people’s behavior in a box (Like / Not Like). Facebook does not help.

We rely on our mental images and can become prejudiced because this is the way our gut decides if we are safe or in danger. Our mental images are influenced by our inner landscapes but also largely by the pictures we see on the news channels every day.  When some Westerners hear “Pakistan” they think “terrorism”, “Islamists”, “oppression of women” and “Osama bin Laden” instead of  “IT professionals”, “tourism” or even “Benazir Bhutto”.

A holistic Global Competency model

For the development of global competency, I have developed a simplified model with five elements: knowledge,  attitude, skills, experience and body learning. I first explained this model in an article in the German-speaking HR magazine Persorama (Weinberger, 2013). I work with this model in executive coaching and it also helps junior professionals start developing their effectiveness in a global context.

What is Global Competency?

Global Competency is the ability to work effectively in a global, complex environment with a high level of stress while achieving goals sustainably and in accordance with your own resources. It is a combination of knowledge, attitude, skills, reflected experiences and body learning.

Let’s look at the different elements of Global Competency.

Knowledge

You can gain knowledge of a country’s history,  politics, economy, and religion.  It is helpful not to focus only on factual information but to prioritize all the topics you enjoy reading about. As mentioned previously, start with the home country and move on to the knowledge areas of other legislation. Areas of knowledge you need to study are the tax, social security, immigration, local employment law, business terms, compensation and benefits, country-specific history and processes.

Attitude

It is very important that you develop openness for ambiguity, the potential to accept new experiences and the questioning of your own cultural minting. Through making yourself aware of and verifying your own cultural beliefs, you develop a more open attitude. Once you understand and are aware of your own cultural attitude and behaviors you are able to change your behavior to be more effective. You want to develop a global mindset and become more open towards ambiguity and not knowing. You want to practice curiosity and learn to be humble and serving.

Skills

Through developing your foreign language skills, active listening and empathy you can gain better access to people of other cultures. In today’s technology-driven times I believe it is also important for a globally active professional to have media competency. It’s important to be effective in telephone and video-conferences, but also to be able to build connections via LinkedIn, Facebook and Twitter. If you are working in Global Mobility you will have to develop your analytical problem- solving skills, you need a feel for numbers. You want to develop your language skills (especially English). You might need consulting and communication skills. You need to improve the way you build relationships.  You need to work with information and communication technology effectively and have a grasp of Social Media.

Reflected Experience

When dealing with other cultures it is helpful to analyze critical situations and incidents. One option is the „search for the proof of the opposite. You could, for example, have an assumption about a person’s cultural behavior and then assume that it’s the opposite of your assumption and find proof for this theory. You can start to write an intercultural diary and reflect your assignee cases by applying systemic thinking. You need the ability to record cases, decisions, and exceptions. You need to able to note the details while not losing focus of the overall process. You could debrief challenging assignees with an external coach.

Body Learning

By learning dances or practicing martial arts, and relaxation methods you learn to focus and you will feel better in your body. Thereby you will be able to handle the stress and global complexity a lot better. A good physical constitution is helpful to remain globally competent and effective.  Other creative tasks such as painting, playing the piano and photography are also helpful. You want to develop a good routine for processing information. You can increase your presence in meetings and with your clients by following our advice on learning a dance, martial art or relaxation method.

Test your Intercultural Sensitivity

A lot of scientific work has been written on intercultural sensitivity. My favorite model is Milton Bennett’s developmental model of intercultural sensitivity (DMIS). This model is the basis for the Intercultural Development Inventory (IDI) by  Hammer and Bennett (2001).
Would you like to test your intercultural sensitivity with the IDI and see if you estimated your competence correctly?
If you would like to go through the test you can email me. The cost is CHF 97 including a debriefing.

I feel that the era of treating people as numbers on a spreadsheet needs to change, don’t you?

Steps in the right direction are already being taken and I believe that Global Mobility professionals and their increasing value in businesses is the example to rally behind. For the uninitiated, let’s talk today about how you as Human Resources or Global Mobility Professionals can demonstrate and amplify the value they bring to organizations. We had our guest blogger Kevin Castro tackle this very topic last year and it remains highly relevant today, so we are re-sharing the main ideas.

Agile is Fragile

First and foremost, Global Mobility professionals need to be agile. The goal posts are shifting all the time – organizations are reevaluating what is critical to business needs rapidly and adjusting the focus of their teams accordingly. Not only do you need to be aware of these changes as they happen, but you also need to be ready to adapt at a moment’s notice. Agility is the name of the game the most successful professionals in the industry right now are those on top of these trends.

That said, we have yet to test the boundaries of agility and how quickly we can adapt in the face of great change, for instance, how we can use integrated vendor platforms such as TOPIA with all the data protection regulations within Europe. There’s also the issue of adoption of agile technologies. For instance, I find that sometimes, even using a shared document on Google Drive or OneDrive already seems to be considered innovative for many companies I work with. (Some often still have paper files!)

Business Acumen and Language

Second, and this one is for those who interact with business leaders, start engaging with them on matters that concern the business directly. By conversing with the various team leaders, you will gain a better understanding of business goals and targets – this understanding will help you make the right suggestions that help the business get closer to those goals! In addition, this sort of engagement will put you in a better position to demonstrate your value – more on that in the next section. A great example would be to understand the growth markets of the company you work for and gaining deeper insights into their legislation. For example, if your growth potential is in India, try to at least understand an Indian payroll slip. (I know that this is almost impossible, but hey we love challenges.)

Communication

An important but often ignored part of demonstrating one’s value is the simplest: communication. Communication is key to a successful personal life but it’s equally important to the well-being of your professional one! It’s a well-known secret that many organizations slip up when it keeps to assignment tracking, so why not remind them, regularly? It’s for your good, after all. A presentation, an email, a newsletter, highlighting key successes and listing all that you’ve accomplished will go a long way in ensuring that senior leadership is aware of the value you bring the company. When was the last time you mentioned a successful expatriation of key talent to the C-Suite? When did you create a report that showed the company the cost-saving you achieved by creating a more effective compensation and operating model?

Expertise

Finally, it is critical for any GM professional to know how to flaunt their expertise. This sounds like common sense but in my experience, I’ve found it surprising just how many people express hesitation or reluctance when it comes to the subject of selling one’s skills. It’s important for all professionals, doubly so for GM professionals! You are the expert of your field, that’s why you were hired after all – you should demonstrate this expertise more often.

Our domain is a rapidly evolving playing field of ever-shifting requirements, technologies, and expectations. This is in addition to the language, cultural and geographical integration requirements. You –  are expected to have a multitude of knowledge, attitude, skills and you need to learn to constantly reflect your experiences and integrate body learning into your attributes.

Develop and Grow Global Competency

I tackled this topic in detail on last week’s “Club Sandwich”, you can catch up with the post here.

One way to build your knowledge base is to join the Global Mobility courses at the Expatise Academy in Rotterdam, Holland.  I’m currently teaching several courses, which are all now available to YOU, online. My courses deal with Global Mobility Competencies, while also focusing on intercultural competency, building solid international assignment business cases and most importantly, bringing the human touch back into our processes. There are all sorts of other technical courses available as well, by experts in the fields of immigration, taxation, social security, and employment law.

Check out the new and shiny “Educate Yourself Platform” by Expatise Academy now.  

Please mention me when you sign up to qualify for a discount via this link or email learning@expatise.academy.

Let’s keep our momentum going and aim to be even better at what we do. I believe in the “Future of Global Mobility” (#FoGM) and that we will grow in scope and influence.

Kind regards,
Angie Weinberger

PS: If you mention anything relevant on social media, don’t forget to brand it with #GlobalMobility.

You could be a #GlobalMobility rockstar with a few tricks of the trade.

I held a talk at the Forum for Expatriate Management event in Rotterdam a few years back. Every word is true today. I am nowadays more involved in operational global mobility topics than I ever was and while the constant filling of payroll instructions, hypo tax calculations, and balance sheet updates reminds me of the Sysiphus tasks I mentioned in the talk, I have learned a great deal over the last few years and I don’t mind the operational work so much anymore as long as I can still coach expats and their families.

I am contemplating that even expatriate payroll is so much more interesting than normal payroll and that we need professionals with intercultural competence to ensure that the expats get paid correctly. You would think this is easy but believe me with all the technology, processes sometimes seem more complicated than in 1999. At that time we used to calculate net payments on paper.

In the last few weeks, I used a calculator every day and excel became my second best friend. On a few occasions, we don’t seem to get it right in the first attempt. The bonus is wrong, the expat unhappy and we get a new calculation. Then we start again. The third time it’s easier.

In a case from the UK, I notice that the pension contribution has changed from the previous year. In one from Madagascar, a figure was not transferred automatically into the next record of the assignee. A lot of checking and cross-checking is needed.

Once you think that you finally have created the right balance sheet you send it to the assignee and they tell you that it is a joke. They challenge your figures and you need to go back to the provider and explain why the tax system in the UK reduces your personal allowance once your salary reaches 100k GBP so that your bonus is taxed at an unimaginable tax rate. Or why the INR has devalued against the EUR and how that is reflected in the Cost of Living Adjustment. Then they ask why the COLA is calculated on spendable income only and how we came up with that figure.

You need to see every step along the way as learning towards what you can contribute to the world. If you don’t enjoy this process, tell yourself that it is only once a year and it pays your rent. I see exciting challenges for the GM Professionals but even if you are in a different field you might relate to these topics too. Here are seven current issues that seem to be examples for GM Professionals around the world

1. We solve issues with manual workarounds that we cannot seem to handle with technology.

2. We need good working relationships with our colleagues and the expats around the world to solve those dilemmas.

3. We need superior technical skills in tax, social security and immigration and other subject matter areas so we don’t lose oversight of the full process.

4. Without the experience of at least 200 cases, it is really hard to see patterns in your problem-solving approach as every case poses a different country combination and needs to be tackled individually.

5. We need high levels of focus and productivity to deliver excellent solutions.

6. We work too many hours and it is hard for us to keep healthy.

7. Many of us are women and at a career and pay level that is way below our background, competence, and qualification.

One of the reasons why I started my company Global People Transitions was to help Global Mobility Professionals develop further. I would like to encourage you and support you with advice on how to get your develop your global competency further.

You can buy “The Global Mobility Workbook” (2019) for further explanations, apply to become a tester of our RockMeApp and you can book 1:1 coaching sessions with Angie Weinberger.

I have been a strong proponent of Global Mobility for years now and most readers and clients will know my general optimism towards it. This week I will be taking a critical look at the trend towards more Lifestyle expats and various shortcomings that need to be addressed. AIRINC (2019) confirms that 13% more companies now have an international one-way transfer policy (72% vs 59% in 2018). We also have to take into consideration here is that our populations are a lot more diverse than they used to be 10 years ago (Weinberger, 2019).

Let’s dive right in.

In recent years, we have come across a new source of mobility traffic. We can call this driver “lifestyle”. Through technology, economic crisis, and mobile mindsets, younger professionals are more willing to move to other countries to find work. The local-to-local hires from abroad are often “coming for love and staying for the job”. Locations with a high influx of foreigners due to low unemployment, high staff turnover and perceived high quality of living – such as Australia, Canada, Singapore, United Arab Emirates and Switzerland – attract professionals from many countries. The jobs require academic backgrounds and professional experience but can be filled by local staff, if the talent is available in the marketplace. There is, however, a downside to this trend. Not many professionals think about the long-term consequences of moving from one place to another. Social security is covered in a later chapter, as well as other potential issues that can arise for global mobility professionals.

Lifestyle expats are often expat spouses in Dual-Career Couples, Third Culture Kids (TCK’s) and Gig Workers (or Digital Nomads as they tend to be called too).

What’s in the packages?
Often the packages of lifestyle expats are limited. They have a local employment contract in the Host Country. Sometimes we support the immigration and relocation process. The company does not always offer international medical insurance or an international pension plan. In many cases, this is not because of bad intentions. Often, local HR staff has not considered the package and support as they have misconceptions about how these systems work globally.

So here are a few examples and tips to consider.

Going to the US? –  Do you face any Work and Residence Permit Restrictions?
In recent years I have heard a lot of complaints about the US immigration process among others. Protectionism has made it a more trying and difficult process in many countries. In Switzerland, too, we have more administration to tackle than before the bilateral agreement with the EU on free movement was accepted. You need to learn and understand the steps of the immigration process – for certain countries such as the US, you will need the help of a lawyer. Check if your spouse is allowed to work in the host country.

Going to Brazil? – Have you thought about your personal security?
In several countries in the world, you might face issues of personal safety. Brazil is one such country which has built a bad reputation over the years. It’s worth taking a look at your government security websites before moving to a new country. Additionally, once you are there, find out right away where your Embassy is in case of an emergency and get yourself registered with them.

Going to Europe? – Do you have social security in this particular European country?
Imagine if you will, that you move overseas with your spouse, you just find out that you are pregnant but you don’t have health insurance coverage yet in the new country, nor any type of social security. You might not have new coverage because insurance companies won’t accept you or they will increase their premiums significantly.

This leaves you stuck in a limbo where you are waiting for the lengthy assessments for private medical, social security and international pension to come through, while your spouse or yourself require the use of those facilities.

Going to the Middle East – Do you have any residence rights if you get fired?
The employment on a local contract poses a risk in many countries in the world as you might have to leave the country in case you lose your job. If you accept a contract in the Middle East, make sure that you understand your rights and obligations but also your residence permit status. Is it bound to your employment or financial security?

Going to China – Are you ready to face the pace and work 24/7?
Some countries have a different work ethic than others. Some countries are highly productive while others still have a lot of inefficient processes. You could move to a country like China and be surprised how many hours you are physically expected to be “at work”, in the office or even socializing with colleagues. The pace in fast-growing markets such as China could drain you or become stressful in the long run.

Going to India – Will you face tax issues and do you understand your package? 
As a local hire, you might have different legal implications to consider than an expat being sent by a company. If you are going to India, it is worth checking the kind of tax exposure you will face there and to really understand the package that you are offered.

Relocation Planning is left up to you
Many companies have not implemented a great process for hires from other countries. HR often works ad-hoc and as mentioned doesn’t understand all implications.
I once met an expat who moved to Switzerland around the New Year and didn’t have a place to stay when she arrived! Normally, the company could have provided temporary accommodation but that did not happen, the expat ended up having to figure things out on her own.

You somehow forgot that the host country has a different native language than English
Internations mentions that there are still many expats moving to another country without managing the host language to a workable level. I’m often surprised when clients complain about German being ‘so hard to learn’. Even if you can survive well in Switzerland without German, not speaking the language hinders you from integrating into a culture and entering the “circle of trust”.
How can Global Mobility help if they are not empowered and don’t have the staffing?

Increase the Scope, Team and have Global Mobility report to the CEO
What can be done to improve on these shortcomings? On an organizational level, I strongly feel that making Global Mobility a  function reporting to the CEO is the most logical path to positive consequences. Global Mobility activities need to include all sorts of cross-border activity including weekly commuters, International Business Travellers, International Hires and “Digital Nomads”.

It would allow for smarter, involved decisions regarding Global Mobility professionals as part of the company’s expert staff. Looking after the wellbeing of your international workforce is now considered essential to an organization’s success, there really is no justification for slacking off on that front.

Having the CEO directly involved with Global Mobility allows them to devise budgets and become the escalation point for critical hires and moves. Often, CEOs only hear about GM when things go pear-shaped and there is, for instance, a real life-and-death situation such as a terrorist attack or a tsunami – at times like these GM might not be able to get through to them because there are too many layers of organization between them.

Address the Package Issues through a Guideline
We should address the package issues and devise at least medical coverage, support with the immigration for expat and spouse, international pension, pay for the move and repatriation in case of redundancy and ensure the personal safety of the expat family.

Despite the tougher aspects of being involved in Lifestyle Expatriation, I still maintain my optimism. The Future of Global Mobility will see us rise to the level of other corporate functions and we will be able to support our diverse global clients even better than today.

Great strides have been made in recent years and I am certain that the coming days will see more positive resolutions to people’s pain points and enhance the expat experience.

Lastly, I’d like to mention that the third edition of The Global Mobility Workbook is coming together really nicely.  For a field evolving as rapidly as #GlobalMobility, revisions to the workbook are inevitable to continue being of value to professionals. This edition brings you many new chapters, thorough analyses on the Future of Work and a host of improvements.

I have this tendency to not want to work with Germans who have just arrived in Switzerland. I end up seeing too many of my own mishaps and small failures back when I was a newbie in Switzerland. Instead of reminiscing about my failures however, l would like you to meet Dr. Rainer Schulz.

This German leader from one of the cases from The Global Mobility Workbook (2019) has never done any intercultural training. He manages a global team which is mainly based in Switzerland exactly like he manages everybody in Frankfurt. Tom Jones, the main character in this case study challenges a lot of his assumptions about hierarchy and collaboration.

At the age of 55, Dr. Schulz cannot get over the fact that everyone in Switzerland goes to first name and “Du” in no time. Even his children call him stuck up and old-fashioned. Dr. Schulz is a typical example of someone stuck in their own cultural preferences. He could have made an effort and offered Tom the first name basis. He could have tried to build trust when they began working together. Instead, he just cannot get out of his comfort zone, hides behind his intellectual competence, relationship to the Management Board and his assistant. 

Tom on the other hand, is a little naive and not even aware of intercultural differences. He made an effort to learn German but he is still depressed. He attributes his issues to others. His weakness in this situation is that he does not take responsibility for his learning and progress. Tom also limits himself and could have done more to work better with Rainer. Tom quits the company, an assignment failed, the retention score is down and people are even more convinced that working with people from other cultures is just too hard. No happily ever after.

Having lived here in Zurich for over 10 years now, I also prefer to run my life Swiss-style. Despite considering myself open and tolerant, I still mess up intercultural communication. I’m not always understood and sometimes I’m just wrong. I recently got into a long discussion about left and right and I know that I have a weakness there. At the end I had to find out that I muddled up left and right (again!).

Communication across Cultures is a Challenge

My team members sometimes don’t do what I thought I had asked them to do. Then there is the occasional issue where I thought I had sent an email with a spreadsheet attachment but the person at the other end never received it. We hop on a conference call to discuss a topic with the assumption that the other person has the spreadsheet in front of them but IT Security blocked it. The whole conversation goes in circles. (Remind me to explain the “Asian Loop” to you sometime.) 

And yes, there could be plenty of reasons behind these issues. Maybe it’s “not my fault” or “not my responsibility”. However, if we don’t achieve our goals as leaders, then we are not good enough as leaders. 

Do you also in such situations then tend to take control and do everything yourself?

And does that then lead you to burnout, depression or anger?

Does your partnership or family life suffer?

I have had to learn to accept the fact that people are as diverse as sand corns or snow flakes. You can learn to improve your leadership style but it is a never ending story of continued failures. Eventually you’ll get the swing and then you are asked to retire from the working world…

(Isn’t it crazy that our society doesn’t value the experience of our elders? Personally I intend to work until the day I die… hopefully with a nicely branded fountain pen in my hand.)

With this post I would like to give you an intercultural explanation to these phenomena and help you get out of your cultural comfort zone.

What is Global Competency in Global Mobility?

“Global Competency is the ability to work effectively in a global, complex environment with a high level of stress, while achieving goals sustainably and in accordance with your own resources”. (Weinberger, 2019)

One of the major themes in my work with clients is on how they can improve their relationships at work. In order to find a new role in the Swiss market a number of trusted relationships are required. Relationships are usually built through a third-party introduction, at events and through long-lasting cooperation. And while this is similar in Germany, the German approach to building relationships always has a hierarchical component. Usually, the younger or newer members of the crew are treated with a little less respect. Globally competent leaders know how to gauge the hierarchy level and address the person according to status and seniority. However, in Switzerland where 70% of your interactions are with other expats it is trickier than in Germany.

You can almost assume that everyone is on your experience and intellectual level. And most locals are modest, so they could easily be underestimated.

I’m trying to summarize the reasons why Expats and their Spouses have a hard time building professional relationships in Switzerland:

1. They are shy, introverted or not convinced that they are good enough to deserve success. Many partners suffer from the “impostor syndrome”, a psychological state of mind where people doubt their own accomplishments or consider themselves frauds just about to be exposed, especially if their career-driving partner just got another promotion in another country.
2. They are embarrassed and ashamed of being “unemployed” in a society where most of your self-worth is driven by your career and how busy you are.
3. They come from a culture where achievement is overly emphasized and ascription is considered an unfair privilege while at the same time they are blindsided by the fact that they had an ascribed status in their home turf. Fons Trompenaars and Charles Hampden-Turner used to associate the achievement dimension with mainly protestant work ethic and belief. However, even if Switzerland is the home of Zwingli and Calvin, we have catholic cantons as well and status is often equal with family name, wealth and also how many generations you have already been a member of this society. So, there is still a strong ascription component that is not so obvious to outsiders. you don’t recognize that you have been in the out-group until you join the “Circle of Trust”.
4. They are not aware of how they come across in person and assume that their style and behavior is “normal”. However, they have not yet learned to read the cultural cues that would indicate to them that they might be too pushy or even rude. A common example in Switzerland is that expats tend to overstretch a time commitment. For a society that runs on the clock and is a role model of the sequential time approach according to E.T. Hall’s time dimensions, this is often creating a lot of stress for the other person.
5. They are sending messages with which in their home turf they would mark their status such as the “Dr.” title in Germany or a certain seniority by name-dropping the influential VIP’s they used to hang out with but in Switzerland for example this is either not understood or considered boasting, egocentric and merely annoying. 

When I started my business I created these ten professional networking principles for myself. Over the years of running my own business and projects I often noticed that all the tools I tested to maintain a strategic approach to networking failed miserably with the extensive network that I’ve built over my professional life. 

So, I decided to let go of “strategy” and follow my gut and memory. I realized that the best idea is not to worry too much about “contact segmentation”. We Germans love the word “Begriffsabgrenzung”, so we also do this to our social life (“Bekannter, Kollege, Freund, Verwandter, Familie, Partner, Ehepartner…”). It’s a step-by-step approach showing how much you trust the other person. The same segmentation exists in Switzerland, but there are “false friends”, e.g. the word “Kollege” means “Work Colleague” in High German and “Friend” in Swiss German. The meaning of the informal way of addressing a person with “Du” has a different meaning in Switzerland than in Germany. Without intercultural training a German manager will behave like a bull in a China shop in Switzerland – completely unintentionally. Hence, working with German managers in the “honeymoon phase” is a lot of work for the trainer or coach.

My approach after 10 years in Zurich

Some of my colleagues in the #GlobalMobility world have become friends over the years and some of my best friends from the university days or early career are colleagues or clients now. Some of my team members have almost become family and some of my family members work in the same field or closely related ones. 

While saying this, I don’t want to imply that you have to like everybody you work with and everybody you network with. However, it’s another atmosphere for collaboration and innovation when you can fully trust the other person without a doubt.

When you know in your head and in your heart, that this person would never talk badly about you behind your back and would not spill your secrets with your competitors. I thrive in safe and collaborative environments but these require “relationship work”. We can’t stay on the task-level (the “Sachebene”, one of my favorite German words).

I’m aware that it takes “advance-trust”, but it also requires globally competent managers, Global Mobility Leaders and Expats.

We’ll continue with this topic next week.

Have a great week ahead!

Angie

PS: During the RockMeRetreat! I will support clients to overcome these challenges by applying the 4 P’s of building professional relationships (Purpose, Preparation, Presence and Promises). 

The Expat Experience (XX): Walking alone at the shores of lake Zurich on a rainy Sunday morning.