<p>I was not intending my post to show any bias, in fact I am very culturally aware, so much so I have been selected multiple times to open offices for a major fortune 100 company all over the world. I know how to leverage what we say are local and internationally aware assets ( people) What I was trying to convey was that cultures are different and that what Ms Chua was stating what she felt was the way to best prepare an AMERICAN person for success here is the same method used in China. I wholeheartedly disagree and have seen first hand those born in those cultures fail here and those brought up in those cultures by parents here fail but those that can INTEGRATE the attributes coveted by BOTH cultures thrive. Again, this is in position in management where it it important to understand and relate to all stakeholders. In positions where a single individual ( like a doctor) can succeed it really does not matter. ( I hire MD and PhD positions in my departments all the time) </p>
<p>Regarding leadership bias against Asian cultures, I have been in those meetings as well. Those investing in companies like that are not necessarily against an Asian leading those organizations, they are, again culturally aware that these individuals have not been able to drive companies based in american society to succeed, of course this is a generality and based on historical performance. Companies in the US who attempt to drive success with Asian ( Chinese) methods, most often die.</p>
<p>I worked very closely with Patrick Soon-Shiong who was a brilliant scientist and founder of Abraxsis Technology where he developed Abraxane a billion dollar cancer treatment. There is an interesting article in Fortune that illustrates how his single driven mindset ( Tiger Mom style) drove venture capitalist and leadership away from him in droves. He was successful yes, but may have left plenty on the table because he had issues keeping his company alive ( due to the way he treated management and staff) His only option was to sell the company to a US organization that took it from 200 Million in revenue to approaching 2 Billion, the consensus was that he did not have what it takes to get it there. This is only one example that venture capitalists and investors look to to decide if soneone with a specific “personality” or “cultural” perspective is the “right” fit to drive a company to success. </p>
<p>Of course, just as Americans are considered loud, obnoxious and too matter of fact for cultures in France, Japan and China, why not believe the converse is true? I have had to instruct US staff that we get personal for a month before we start to talk business in China, and I instruct Chinese staff to get to the point at an initial meeting in the US, both cultural anomalies for each.</p>