Imagine the following: Feng Li is a Chinese-born management consultant for a major American-based professional services firm in Chicago. Feng has impeccable oral and written English and outstanding technical skills. He is also very creative. In fact, he is on the fast track to senior consultant, then director, and eventually partner, except for one major issue: Feng cannot get himself to participate actively in meetings. The problem has nothing to do with lack of ideas. Feng is one of the brightest consultants at the firm and has excellent ideas and insights. The problem is that Feng is simply unwilling to contribute his ideas in a public forum.
So what can we do to help our foreign-born professionals succeed in these situations?
Source: HBR Blog Network