Setting Up Women In Stem for Success: China Business Trips

Hong Kong Big Buddha 2015

A couple of weeks ago, I received a message in my LinkedIn inbox from a colleague from my time living and working in Shenzhen.

They were setting up their China office and were planning to send associates out for stints to support the product development process…. And wanted to hear my reflections on my time there.

Firstly, I was delighted that some thought was going in to set up their team for success, because whether we like it or not, experiences can be very different based on age, sexuality and gender.

It got me thinking; what would I have needed to set me up for success, as a woman in STEM travelling to China?

DISCLAIMER: This blog post describes my personal experience of living and working in East Asia. It may be different for others and I'd love to know your stories in the comments.

Travel buddies

Travelling to the other side of the world can be as daunting as it sounds.

My first few trips to Asia were between 2014 and 2017. I flew out of London a few times a year, heading to Shenzhen, China. Usually, I was part of a cross-functional crew tackling a quality issue or prepping a factory build. We didn’t have formal onboarding for international work, so we made our own map

Safety in numbers, was normally the best policy.

A China newbie back in 2014, the best experiences were shared and over time and a collective mental database of the best local joints around the default hotel was built. 

Foreigner (and food poisoning) friendly bars and restaurants, how the train system and airports worked for non-natives and how to pay without wechat.

The best approach here was kindness and vulnerability. Shared stories of getting it wrong were the most helpful.  The team bonded like war buddies and I always collected the best of the rest to share with others before their first trip. If I could go with them to take them to the best malatang or hotpot joint, even better.

If you’re sending people to China, especially women in STEM, give them access to peer stories, a travel buddy and soft-landings. Small details such as where to dispose of sanitary towels can go a long way.

Clarity on the trip purpose

We had a full China team, working with the factory every day.

What good did the project have by little ol' me.

Product development isn't a competition; it is a team sport and I learned the value of listening and building as opposed to trying to win at sharing the good (or more commonly, bad) news. 

Not always, but approaches in these situations can often be gendered; patriarchal norms train women to be more likely to outwardly express their inexperience, which, in this context in China, could further dis-empower.

I would learn the value of observation, challenge and discourse instead of overpowering and 'winning' the argument.

Instead of assuming that experiences and approaches will be the same, be sure to take the time to empower women in your team with the right information about what they are authorised and experienced enough to approve whilst on the ground.

Knowing who gets the final say

There was a general sense of dominance when it came to the final call which led to underlying energy of contempt and frustration, as young bucks from global offices would go toe-to-toe with a well-respected and very experienced China based VPs of engineering.  If you had travelled to the other side of the world, then your voice deserves to be heard, right?

Who would win in the battle of the ego (spoiler: nobody), and what was the real value of that approach?

Building trust and creating a cohesive global team is not going to happen with asserting dominance and control.

My time in factories have taught me way more than years of study and research. 

Times have changed, and we need to reflect to consider our 'lane' travelling to China as a foreigner without this depth of experience.

If you are sending associates out there, what are they the champions of, and what do you want their takeaways to be? Be clear about what challenges can be made.

A fresh slate regarding preconceived biases

I started noticing patterns after many trips.

If a team in China avoids certain design changes, be sure to check your assumptions. It was often because they were trained to think: time is money, don’t delay.

Too many decisions were shaped by what the global team unconsciously rewarded—speed, deference, getting things done without pushing back. When mistakes happened, the blame fell unfairly.

If you are sending people to China, check yourself on what biases you are sending out with your colleagues and how you might empower each associate in each team. Ask what behaviours your company culture might be rewarding and how this manifests.

A safe space to check in

A new place, unfamiliar dynamics, and pockets of self-doubt can leave even experienced professionals feeling adrift. Most of the time, I just soldiered on and assumed it was all part of the picture.

We had daily check-ins with the team — but they focused on projects, not people.

Make space to check in on your associate’s wellbeing. Revisit the key points above and let them ask the so-called “stupid” but essential questions. It could be the difference between a one-time disastrous excursion and a repeat visit that becomes a defining career moment

Need some top confidence tips? Then check out my imposter syndrome first aid essentials.

A heads up on the comments to come

"It's ok for you to make this decision, because if it's the wrong call and they fire you then your husband will look after you"

A throwaway comment from a colleague — but loaded with assumptions about my marital status and my role.

It was the first of many remarks about my child-free choice, my lack of marriage aspiration and my contribution to the project as a woman in China.

Whether you like it or not, the expectations placed on women — especially compared to white male foreigners — are vastly different. Men are listened to more, challenged less, and granted authority by default.

Unless given support, encouragement and allyship, women — along with other underrepresented identities — will experience these trips very differently. Their choices and positions may be questioned with curiosity, or outright dismissal.

Cultural training to appreciate all sides can only improve the dynamics and relationships created in your global teams.

Conclusion: How to set up women in STEM for successful business trips in China

Without prior warning, my experiences were challenging — but travelling to China remains one of the best learning curves of my career.

It stretched my understanding of people, of leadership, and of myself. But it also revealed how little we talk about the real experience of being a woman in STEM on international assignment.

If you're sending people abroad, especially those who don’t fit the traditional mould (if you wonder what that is, ask DALL-E to literally paint you a picture), set them up properly. Give them clarity, context, support, and the space to lead in their own way.

And if you’re someone being sent — go. Go with eyes open and questions ready.

Have you travelled for work as a woman or an underrepresented person in STEM? What would you add to the list? I'd love to hear your stories in the comments.