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The business errors made by executives of Canadian organizations are the result of the business leaders personal attributes.   Take, for example, this statement from an engineering executive about Hydro Quebec’s management behavior in South America:   “They had too much arrogance.   For them, going to another country was like visiting the colonies; they had a ‘we’ll teach you’ attitude.   They had the financial might, but not enough sagesse to compete”” (Mandel-Campbell 160).   The absence of social awareness in this circumstance caused Hydro Quebec to struggle, and eventually blow they’re opportunities   in South America.   This lack of understanding about global markets, and building business relationships is prevalent across Canada.   Mark Romoff, a former federal trade commissioner posted to Japan, Mexico and Malaysia states: “The biggest mistake Canadians make is not understanding the culture of business when they are in another country.” (Mandel-Campbell 162)  
There is also, a tendency for Canadians to adopt a patronizing approach to business associates abroad.   This attitude reflects a completely inept strategy toward conquering international markets.   Take the case of BCI (Bell Canada International) in Brazil, Peter Legault a Toronto investment manager was responsible for many ventures in Brazil involving BCI.   He had this to say about how BCI treated its associates: “… the BCI executives treated them like “sefs”.   They immediately pissed off our partner through their arrogance.   Their attitude was, ‘We’re going to tell you peons in Brazil how to run a cable company.’” (Mandel-Campbell 150)  
Stereotyping and ignorance has also played a factor in many of Canada’s business failures.   Omar Grine, a Brazilian working for one of BCI’s companies in Sao Paolo had this to say “They had no interpersonal skills, no cross-cultural references or sensitivity training.   They treated people like they came from the bush, as if all Brazil had was soccer and samba.”... [continues]

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