The excitement and challenge of a new work environment causes expatriates to focus a lot of time on their new postings. Moreover, they are subjected to a lot of performance pressure that is based on effective results on their new responsibilities and adaptation to the new culture. Consequently, the expatriate spouses spend most of their time alone and are delinked from their friends and family back home. Moreover, the spouses are left dealing with the challenge of adapting to a new culture devoid of any formal training. Furthermore, she maybe faced by the challenge of finding a new job which ultimately damages her personal long term career. To this end, the cultural shock is more evident on the spouse than the expatriate manager. Consequently, the unhappy spouse directs her frustrations on the expatriate manager in the house of residence. These may include constant arguments or communication withdrawal. As a result, the performance of the expatriate manager is impaired due to the stressful family environment. This eventually leads to a premature termination of the expatriate posting. Physical and psychological breakdown is also another cause for expatriate failure. Evidently, expatriates are normally motivated towards achieving success in new international assignments. Furthermore, there are organizational goals that the expatriate is expected to achieve. To this end, the expatriates are subjected to working overtime in order to achieve success. In addition, family pressures due to cultural
adjustment difficulties and an overwhelming foreign staff poses significant physical and psychological breakdown to the expatriate. This is what is also known as burn out which if not alleviated results to reduced effectiveness of the expatriate manager. Two competencies that ensure success for expatriates The successes of expatriate managers are normally linked with key competencies that are pertinent. One of the vital competencies pertains to relational abilities which are viewed as a relevant international competence. To this end, the relational competencies refer to the ability to constructively interact with the citizens of the host country and more particularly with the local stakeholders of the international business. Furthermore, it includes the ability to employ active listening, and management of first impressions. In addition, the expatriate manager should be able to maintain a positive esteem for persons in circumstances beyond personal experiences. To this end, the relational competencies with the host country is positively related to more acceptable stereotype attitudes, satisfaction and improved personal adjustment (Weber, 2011). The ability to handle stress encompasses another vital competency of expatriate managers. This vital competency is in recognition of the prevalent stressful environment associated with pre-departure and the transition process of acculturation to the new job posting. To this end, the ability to handle stress goes beyond to encapsulate the personal management of culture shock and the coping of everyday hustle in the expatriate job. Furthermore, the ability to handle stress revolves around the expatriate’s exhibition of maturity levels within a personality paradigm. Consequently, expatriates that exhibit effective stress management techniques stand a greater chance of success in their job postings. Types of cross-cultural training that can be offered to help departing managers adjust to a foreign culture.