Ep 1 – How This Asian Woman Leader Found Success Abroad

The Culture Shock of Working in a New Country

In 2001, I was selected as the first Philippine national to serve as a global commodity manager for Intel. This wasn’t just a career advancement – it was a pioneering role that took me from the Philippines to Oregon on an expatriate assignment.

The professional culture shock was immediate. In the Philippines, leadership was about building consensus, showing deference to seniority, and working behind the scenes. My American colleagues operated differently – speaking assertively, openly challenging ideas regardless of hierarchy, and actively promoting their achievements.

During my first major leadership meeting, I prepared thoroughly, analyzing data for our global supply chain strategy. When presenting, I carefully prefaced my points with qualifiers like “I believe” and “perhaps we could consider.” I was being respectful, as I’d been taught.

Afterward, my manager pulled me aside. “Zelle, you clearly know your stuff, but you need to be more definitive. If you believe something is the right direction, state it directly.”

This was jarring. In my cultural context, such directness could be perceived as arrogance. But I was beginning to understand that my new environment had different expectations.

Three Challenges Asian Women Face Working Abroad

In those first years abroad, I faced three significant challenges that became powerful learning moments.

The first challenge was around execution versus strategy.

I personally managed every aspect of multi-million dollar contract negotiations, believing this demonstrated commitment. Instead, it signaled I wasn’t ready to think strategically.

The breakthrough came during a project to establish an alternate supply chain network in Southeast Asia. I realized I needed to leverage my team’s capabilities. When I shifted to a more strategic approach, we achieved significant savings and earned recognition for corporate excellence.

The second challenge was about visibility and recognition.

In my cultural upbringing, drawing attention to personal achievements was inappropriate. I believed good work would naturally be recognized. Meanwhile, colleagues confidently discussed their successes during leadership meetings.

The turning point came when I realized that by not communicating my team’s successes, I was doing them a disservice. I began strategically highlighting our collective impact. This approach led to winning a Corporate Divisional Recognition Award for excellent negotiations and significant cost reductions.

The third challenge involved building relationships and networks.

I hesitated to build a network beyond my immediate team. In the Philippines, professional relationships developed organically. In the US, networking seemed intentional and transactional, which felt inauthentic.

Everything changed when I realized that relationship-building wasn’t self-promotion—it was about creating connections that helped both my team and the organization succeed. This network became invaluable when I later led global procurement initiatives across different regions.

Finding Your Authentic Asian Leadership Style Abroad

The greatest challenge wasn’t learning new skills—it was integrating these changes while maintaining my authentic self.

I identified my unique strengths as an Asian woman leader. My ability to build deep relationships, consider multiple perspectives, and lead with both empathy and determination weren’t weaknesses—they were advantages in a global organization.

Rather than mimicking American counterparts, I developed my own approach.

Instead of dominating conversations, I became skilled at asking insightful questions that shifted discussions in strategic directions.

I learned to frame my communication differently, preparing clear points backed by data while staying true to my values.

I found ways to build meaningful connections across cultural differences by being genuinely curious about others’ perspectives.

This became the foundation for a global leadership career spanning multiple Fortune 500 companies.

My expertise led to leadership roles at TeleTech, Philips Semiconductors, Henkel, Citibank, and Johnson & Johnson, where I applied these early lessons. This culminated in being featured in a global publication about shared service leadership, where I shared my expertise in building high-performing teams.

The “bridge builder” capability I developed became my most valuable asset. I could translate between different communication styles, build trust across cultural boundaries, and find solutions that honored diverse perspectives.

From Corporate Executive to Entrepreneur: An Asian Woman’s Journey

In 2015, I faced my greatest transition yet – relocating permanently to the United States to marry my American husband and step into a blended family life.

I channeled my leadership experience into entrepreneurship as Chief Operating Officer of Freedom Boat Club of New York, significantly growing this family business before its acquisition by Brunswick Corporation.

After achieving success in business, I sought formal coaching training, becoming a certified professional coach and Energy Leadership Master Practitioner.

My journey of adapting across cultures while maintaining authenticity now informs how I mentor other Asian women professionals working abroad.

What I initially perceived as a challenge—navigating two cultural approaches to leadership—became my greatest strength. I wasn’t just adapting; I was creating a unique leadership style drawing from the best of both worlds.

Today, I mentor Asian women professionals working abroad because I believe our unique cultural perspectives are precisely what global organizations need.

You don’t need to choose between honoring your heritage and advancing your career. The most powerful leadership emerges when you integrate both.

Be yourself and make your impact!