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Jul 30

BP has a New CEO: Did Culture Play a Role?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 1 Comment »

BP recently announced the appointment of a new CEO: Robert Dudley, an American citizen who will take the helm of the oil company. Dudley will replace British national Tony Hayward who had been in charge of one of the world’s largest organisations for the last three years.

This decision did not come as a big surprise. Hayward is paying for the Mexican Gulf disaster which is considered one of the worst ecological disasters ever seen. Hayward’s very public role as CEO combined with several PR gaffes in the days that followed the platform incident have all played a role in him being replaced.

Most US journalists and communication specialists have pointed out a lack of commitment, concern and apologies from BP’s CEO during the oil spill. Hayward was also described as distant and not really interested in the events occurring in the Mexican Gulf.

© istockphoto.com/ Nick Cook

These accusations seem somewhat strange, however, if we look at the bigger picture. How could a CEO remain unconcerned when his company is responsible for a massive oil spill that will harm the brand’s image and potentially market value for decades? As emotions run high in the US and particularly in the Gulf of Mexico States it is easy for Americans to accuse the besieged BP Chief of being a callous polluter.

One of the key elements of this case is the nationality and culture of Hayward. As a British national, his communication style and core cultural values are different from those which you typically find in Americans. More precisely, Hayward is less likely to show his emotions openly. Brits are renowned for their reserve, straight face and lack of emotional display, even in tense and dire situations. Foreigners often perceive this to be quite cold and a sign of disinterest – hence the reaction from the American public.

Although much of Hayward’s communication style could be influenced by his national culture and values, much of his communication strategy was poor and things he said were inappropriate. This is where cultural awareness training can be really helpful. If he had known what kind of audience he was communicating to, what expectations they had of him and the style of communication they preferred, he could have adapted his approach to be more positively received.

A better understanding and awareness of US culture and communication styles could have helped Hayward to adapt and choose a better strategy to deal with this crisis. Americans are known to be more open and direct and tend to expect their leaders, businesspeople and celebrities to openly apologise in public when they have done wrong. Recent American history is full of incidents where famous “wrongdoers” have publicly apologised and been “rehabilitated” by the American public. After all, “To Err Is Human, to Forgive Divine” (Alexander Pope).

BP will have a new CEO in October. His primary objective will be to mend the image of the company around the world but particularly in the US. The fact that he his American will probably help him to find the right tone and style to accomplish this difficult task. Hopefully, his previous experience in other countries will also help him to adapt to other cultures as BP continues to work and expand in other international markets over the next few years.

Cross cultural awareness training programmes such as Communicaid’s Doing Business in the US or Managing International Mergers and Acquisitions can help organisations to deal with such cultural differences and react more effectively to crisis such as this one. Understanding the key differences in communication styles as well as cross cultural perceptions and business practices is essential for any organisation working in the international arena.

© Communicaid Group Ltd. 2010

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Jul 27

How Politeness Impacts International Business

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Each culture has a set of unique idiosyncrasies. In other words, behavioural traits which have grown out of historical experience. These traits are so engrained in the psyche of the culture that it can be difficult to explain their origins or why they are still followed years, decades or even centuries later.

Outsiders or international assignees entering a new culture may be perplexed by what they perceive as strange or unnatural behaviour. Without proper pre-departure cross cultural training and support which gives international assignees an understanding of the culture, these cultural idiosyncrasies will remain distant, unexplained oddities that can prevent the assignee from having a successful expatriation in the new country.

© istockphoto.com/ Jacob Wackerhausen

A good example of where cultural idiosyncrasies often baffle foreigners is the UK. People who are not from Britain often say that the country is obsessed with courtesy and good manners. The British way of communicating is peppered with politeness markers and their behaviour can sometimes be perceived as too conciliatory.

In fact, in the UK the most minor omission of a politeness marker such as ‘please’ or ‘thank you’ or the wrong word order in a sentence can cause offence. Failing to observe the queuing culture or asking a question too directly can leave people with the impression that you are rude or disrespectful. International assignees living and working in the UK must therefore have an understanding of the culture and these unique politeness traits if they want to communicate effectively with their British counterparts.

The intricacies of politeness in the UK are complex and mostly subconscious behaviours that are considered the norm. Politeness markers are often used with complete sincerity or pre-thought. Let’s look at an example where a man and woman approach each other in a busy corridor both carrying papers. As they pass in the corridor, the man bumps into the woman and knocks her, causing her to drop some of her documents. The man says ‘sorry’, which would be considered quite normal for many as he is the one who knocked into her. However the woman also apologises. This happens frequently in the UK, and often confuses those who are unaware of the culture of politeness.

Another example often cited by non-natives revolves around taking the bus. Most British have the habit of thanking the bus driver as they get off the bus. There is no real reason for doing this as the bus driver has to stop at the bus stop and let them off anyway, and most of the time the driver is behind a window which makes it difficult to hear them. Nevertheless, most British adhere to this cultural norm on a daily basis. In many cultures, people believe that because the bus driver’s job is to drive the bus and to let you off, they have not done anything special for you and therefore do not deserve a thank you.

These differences in expected courtesy also affect the way people convey certain messages in business. Being unaware of such discrepancies between what it is said and what it is meant can cause some problems, especially in the workplace. One common example of this is how British people often request tasks to be completed.

For instance, your manager might ask you ‘Would you mind finishing this piece of work by the end of today please?’. This can be perceived as a request to complete the job without much urgency while in fact your manager could really be trying to say: ‘Get on with it and finish it by the end of the day!’. This misunderstanding can often cause the employee to take a longer time than required. If this pattern persists it may well cause frustrations between manager and employees.

These are just a few simple examples of how politeness in the UK can be a confusing thing for many foreigners and how it can impact international business. By attending a cross cultural awareness training course such as Communicaid’s Living and Working in the UK or Doing Business in the UK, business travellers and international assignees can gain the cultural understanding they need to successfully communicate, build relationships and adapt to life in the UK.

© Communicaid Group Ltd. 2010

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Jul 26

Global Leadership: What Makes the Perfect Leader?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Many anthropologists and intercultural specialists like Geert Hofstede and Fons Trompenaars have developed cross-cultural comparative models showing the main cultural differences between cultures. Their contributions as well as those of many other interculturalists such as Edward T. Hall are recognised as foundation models in the field of intercultural communication.

Although comprehensive, most of the work in the field to date is comparative, country-specific and focuses on elements of interaction and communication. Only of few cultural studies have focused specifically on how culture affects leaders and managers around the world. Even fewer studies have analysed the required set of skills and leadership capabilities managers need when working in a cross cultural environment.

© istockphoto.com/ Neustockimages

The GLOBE project is one research programme that looks to determine what qualities and characteristics the ideal leader should have in different cultures and what impact these cultural values and qualities have on global leadership, organisational culture and processes. Initiated by Robert J. House in 1991 and managed at Thunderbird University in Glendale California, the GLOBE project involves about 170 scholars from 61 countries.

By reviewing expected leadership qualities across these cultures, the GLOBE model shows what leaders should be aware of when operating in that country. For example, the research suggests that Americans look for leaders who will give them power and autonomy and lead the way with bold and clever ideas. Chinese on the other hand typically want their leaders to be able to give precise directions and orders but also inspirational and someone to look up to.

To find and isolate the most relevant cultural features, researchers working on the GLOBE project wrote and translated two questionnaires which focused on working styles within companies as well as the society as a whole. Through the analysis of the completed questionnaires nine cultural orientations were identified that relate to the characteristics of the perfect leader.  These nine cultural orientations are described briefly below.

Uncertainty Avoidance: the extent to which person or organisation tries to avoid unknown or unexpected situations and controls future events. In a management context this can be illustrated by the number of processes companies implement, the use of social rituals or the importance of bureaucracy.

Power Distance: how the power is shared within society or an organisation. The power distance value directly impacts organisational charts, the way decisions are made or even how people interact.

Individual Collectivism: how organisations and society incite people to share or undertake collective actions. In the business world, this value impacts the way people work, for instance alone or within groups.

Societal Collectivism: the level of pride and loyalty displayed by individuals toward their family, social group or company.

Gender Egalitarianism: how power is shared between men and women and how differences between genders are perceived. In organisations, this value is illustrated by the presence (or not) of women within the decision making sphere.

Assertiveness: the accepted degree of directness and aggressiveness within social and work relationships between individuals.

Future Orientation: the extent to which persons and organisations are ready to plan for the future. In organisations this value is illustrated in the confidence displayed in the future, the will of investing or the entrepreneurial spirit expected from the employees.

Performance Orientation: how performance and striving for excellence is rewarded by society or organisations. Organisations in strong performance oriented cultures will emphasise professional success before personal development.

Humane Orientation: the degree of reward individuals can get through kind, generous and altruistic behaviour.

The research conducted to date has been presented in the following two books:

  • Culture, Leadership and Organisation – an overview of the methodology and an analysis of 62 countries
  • Culture and Leadership across the World – an in-depth analysis of 25 countries

Cross cultural awareness training courses like Effective Global Leadership or Building International Teams can increase your understanding of cultural models such as the GLOBE project and how you can use them in your working context. Being aware of cultural differences and leadership expectations around the world will help you to motivate, inspire and manage counterparts more effectively while minimising the risks of critical incidents or misunderstanding.

© Communicaid Group Ltd. 2010

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Jul 21

Going on an International Assignment? Cultural Insensitivity Can Bring You Home Early

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 1 Comment »

Living and working in another country can be an exciting and welcome opportunity for many business professionals as it offers them a unique chance to put into practice their skills and expertise of doing business, yet in a completely different setting. However, this opportunity also means stepping out of your comfort zone and being confronted with entirely different people and their specific perceptions about things like time, hierarchy, ways of doing business and communication styles. Living and working in another country should not be taken lightly or seen as an extended break.

© istockphoto.com/ Kasia

Whether you are going to another country for business or pleasure, the fact remains that the way you present yourself will reflect your country as a whole. For example, the behaviour of many Britons abroad has resulted in many negative perceptions of British nationals by other countries around the world which impacts business relationships.

A recent article suggested that one of the most irritating habits of Britons abroad seems to be their cultural insensitivity. There have been numerous cases of horror stories of the antics of Britons abroad, most of them of people on holiday who drink too much. Recently, a Latvian MP branded British tourists as ‘savages’ since the Latvian capital, Riga, became the top destination for British stag parties. Unruly Britons seem to like relieving themselves on Riga’s Freedom Monument, which in Latvia is considered an important symbol of the freedom, independence and sovereignty of the country, honouring soldiers killed while fighting for independence between1918-20.

Cultural insensitivities are not always purely on a social scale like this example. Mishaps also occur at the other end of the spectrum, with business professionals on international assignments also guilty of failing to do their research concerning the local culture and traditions of their target country and therefore find themselves in trouble.

One of the latest high-profile cases of cultural insensitivity by business professionals was that of the British couple who were sentenced to jail and fined £200 in March 2010 for allegedly drinking alcohol and kissing in public while dining in a trendy restaurant in Dubai. Although the male defendant, marketing executive Ayman Najafi, is of Muslim background, he has lived in the UK his entire life and was not aware of Dubai’s strict rules. Both were held on bail for a month and were unable to leave Dubai as their passports were taken away.

This is an interesting example since Dubai has a very modern atmosphere compared to many other Arabic cities, with state-of-the-art architecture and a fairly progressive approach to doing business. Yet the United Arab Emirates, of which Dubai is one of seven members, is still quite a conservative state. Many Western expatriates therefore wrongly assume that by being Western the rules do not apply to them, or they are simply unaware of the strict protocol they are required to follow in public.

Cross cultural awareness training courses like Living and Working in the UAE can provide companies and their employees with all the information necessary to make their transition and business experience abroad as smooth and successful as possible. By giving employees an awareness of how to do business in a different culture and an understanding of the wider social and cultural traditions, companies can make sure that their employees do not jeopardise business deals or even their own careers by their lack of cultural sensitivity and awareness.

© Communicaid Group Ltd. 2010

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Jul 13

Benefits of Doing Business in Africa

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management No Comments »

The mention of Africa conjures images of impressive wildlife, diverse habitats and safaris, but also images of deprivation and inequality. Yet despite its current status as home to the world’s most underdeveloped countries, the past few years have seen a remarkable change in tide for the continent.

According to the Economist Africa’s annual output grew 4.9% faster than the global average of 3.8% in 2000-08. Foreign direct investment increased from $10 billion to $88 billion, which was more than India ($42 billion) and, remarkably, almost as much as China ($108 billion).

© istockphoto.com/ Kensorrie

This increase in growth and foreign investment can be attributed to the fact that international businesses can no longer ignore Africa’s potential. The continent is not only the second largest in size and population in the world, but it is also vastly rich in natural resources, a sector which surprisingly only accounts to about a third of the continent’s growth.

Pharmaceutical and telecommunications industries among others are increasingly looking towards Africa as manufacturing costs are cheaper and labour costs in current powerhouses India and China keep increasing. The Economist also mentions the rising sector of ‘frugal innovation’, which involves developing clever designs to serve the poor. International entrepreneurs and organisations would be wise to take advantage of the endless possibilities for development and business ventures that Africa has to offer.

Starting a business venture in Africa successfully requires an understanding of the cultures and societies present on the continent. Africa is still largely considered uncharted territory for the business world compared to other regions, so getting to know the challenges and intricacies of working alongside African colleagues and their traditions could provide your company with an edge by starting on the right foot.

As Africa becomes an increasingly attractive location for international business ventures, we are seeing an increase in the number of corporate and public sector clients who ask for training on African countries like Kenya, Ghana, South Africa and Zambia. These organisations are leading the way in ensuring that their employees have the right level of cultural support and intercultural training they need to successfully adapt to their professional and daily life in Africa.

Providing relocation training courses such as Living and Working in South Africa to international assignees or cross-cultural training for business and management programmes such as Doing Business in Nigeria, you can significantly increase the chances of any business opportunity in Africa succeeding.

With the World Cup hosted in South Africa over the last month, the whole continent has seen an influx of visitors never seen before. This has provided the perfect opportunity for businesses to see first-hand the numerous prospects and benefits of doing business on the African continent. Organisations doing business in Africa over the next few years will lead the way in harnessing the many benefits this greatly diverse continent has to offer.

© Communicaid Group Ltd. 2010

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Jul 06

Challenges of Doing Business in France

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

France is home to a qualified workforce, excellent infrastructures and some of the most dynamic firms in the world making it an attractive place for doing business. Getting used to French working habits can however be difficult and undertaking a cross cultural awareness training programme like Doing Business in France can help you and your team to have a better understanding of French business culture and improve your success.

© istockphoto.com/ SomaTuscani

Understanding core French values such as those described below is particularly important when doing business in France.

The ‘réseau’- Getting familiar with how the French socialise can be challenging. Being part of someone’s ‘réseau’ (or network) can be time consuming but it is the first step to get acquainted and eventually develop a good relationship your French counterparts. This ‘réseau’ can also provide privileges or special treatment either in your personal or professional life and help you progress more rapidly when doing business in France.

Courtesy – Newcomers may find it difficult to understand how to address or greet someone properly when doing business in France. The use different titles like ‘tu’ or ‘vous’ and the sometimes subtle rules of courtesy may be confusing without proper guidance. The way people greet each other in France can vary and depends on their relationship.

Hierarchy – France is a really centralised country and this influences the structure of French companies. Decisions tend to be made only by the top managers and the CEO of the company so the decision-making process can take time when doing business in France. This cultural orientation towards hierarchy and formality means that you will also be expected to know the rank of your counterparts and act accordingly. Be formal with senior people and more casual with people of lower or equal rank, but always check first how you should greet and address them.

Control – An important aspect of French culture is controlling events and avoiding any unexpected developments. The French tend to plan everything very carefully and this can sometimes be seen as a lack of flexibility or creativity. The role of the manager in France also reflects this orientation. Managers must be sure that everything is going according to plan by guiding, correcting people and reviewing employee’s work on a regular basis.

Understanding the rules and particularities of the French business world will dramatically improve your performance when doing business in France. Intercultural Training France courses will give you the tools and understanding you need to successfully deal with the many challenges of doing business in France.

© Communicaid Group Ltd. 2010

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Jun 02

What is the most challenging destination for an international assignment?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 2 Comments »

China and India are often regarded as two of the most challenging destinations for international assignments. However, there are difficulties awaiting every expatriate, regardless of their destination.

Many people assume that cultures which are drastically different to their own will cause them the most challenges, however going to a country that has a similar set of cultural values or language can be even more problematic if international assignees are not prepared for possible pitfalls like assumptions of similarity, stereotypes, cultural differences and a lack of preparation which can lead to a failed expatriation experience.

© istockphoto/Daniel Cardiff

If we take the example of a British international assignee living and working in the US, the so called cultural closeness between the two countries (and thus strong assumptions of similarity) can create frustration and critical incidents. But there are indeed huge cultural differences between the US and the UK, and the fact that both countries speak the “same” language does not always help.

In fact, speaking the “same” language can actually hurt as many will not expect differences. US natives are not usually familiar with the nuances and turn of phrases used by the British, while the British may be confused by differences in vocabulary and business jargon. Small differences in the way English is spoken and used in each culture can lead to severe misunderstandings. Adding to the language are the many cultural values, attitudes and working habits which are often very different.

An international assignment in India or China presents a unique set of challenges. It is commonly accepted that these countries have their own values and cultural flavour; this is why intercultural training programmes are increasingly offered to expatriates going to work there. However, understanding the culture of these countries is one thing, living there every day is another. Living the rush hour in New Delhi or trying the unusual (from a westerner perspective!) Chinese cuisine cannot be explained, it has to be experienced first hand.

That being said, understanding the cultural drivers, values and traditions and having a set of strategies that help international assignees deal with any challenges they may encounter is essential for anyone going on an international assignment, no matter how ‘challenging’ the destination. This is where cross cultural training for relocation can help, whether it’s for the employee moving or their family or both, any destination which is deemed challenging can be turned into a destination of opportunity and success with the right kind of training and support.

© Communicaid Group Ltd. 2010

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Mar 16

Intercultural Training – Essential for Global Success

Communication Skills Training, Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources No Comments »

Today’s world is characterised by global organisations with operations and employees across the world in constant contact via traditional and modern communication methods. The coming together of different nationalities offers organisations access to an unrivalled talent pool. However, it also creates new obstacles that internationally focused companies and institutions have to deal with in order to be successful.

© istockphoto.com/urbancow

Intercultural training can help employers and employees navigate the challenges of international working rooted in cultural differences by helping them develop their intercultural competence which is essential for global success.

International organisations working across the globe should provide intercultural training options for its employees to ensure they:

  • Understand the implications of cultural difference on business
  • Understand how they are perceived by their international counterparts
  • Communicate effectively across cultures
  • Build successful cross cultural relationships
  • Help the organisation have a competitive edge in the international market

A high level of competence in the areas above, developed through intercultural training, will result in more successful financial cross cultural business endeavours, an improved corporate image and long-term relationships with international counterparts.

Understand the impact of cultural difference on business

Intercultural training programmes like Working Effectively across Cultures provides employees with a foundation for understanding the impact of culture on business. Through the analysis of several key dimensions of culture, employees are able to understand how their own cultural values compare to those of their international counterparts. Being aware of different attitudes to things such as time, hierarchy and risk raises awareness of potential differences and helps to develop strategies for successfully working across cultures.

Perception and Image

One of the most important things intercultural training develops is self-awareness. By understanding both their own culture and that of their international counterparts, employees are able to better identify differences which they will need to adapt to. Through an increased awareness of how they might be perceived in other cultures, both individually as representatives of the company, they will avoid any potential miscommunication and improve global business.

Effective Intercultural Communication

Another important area that intercultural training helps develop is intercultural communication. Different verbal and non-verbal communication styles can cause misunderstandings and frustrations that can potentially affect international business relationships and cause a decrease in productivity and efficiency due to the lack of knowledge or appreciation of cultural differences.

Problems in communication may arise from the obvious linguistic differences, but also from the often less apparent differences in cultural values which are often unconsciously embedded in people’s behaviour. The awareness gained from intercultural training about employees’ own cultural values and the impact they have on how they behave and are perceived is essential for anyone working in international organisations.

Build successful cross-cultural relationships

When working across cultures, it’s extremely important to consider the importance employees place on relationships. In some cultures, doing business means getting straight down to the tasks at hand while in others doing business is all about developing a solid relationship first. Stories abound about companies who were not able to build effective relationships with their international counterparts resulting in lost deals. Knowing how much time needs to be spent developing the relationship before starting negotiations or planning a project will ensure success. Intercultural training programmes can provide employees with the knowledge and skills necessary to build effective global relationships.

Increase competitive edge

Communicating and working across cultures often presents huge risks for international businesses. Communicaid’s intercultural training can help prevent wasted time, lost revenue and damaging misunderstandings which occur as a result of a lack of knowledge and understanding of the target culture. Understanding how people think and why they behave the way they do will help employees work more effectively, which in turn, will give the organisation a competitive edge over other organisations who lack this intercultural competence.

© istockphoto.com/Yuri-Arcurs


In an article about measuring the benefits of intercultural training John Schieman wrote, “Quantifying the business improvement from cross-cultural interventions is challenging, however it is clear that cross-cultural competence has the potential to make a significant contribution to top and bottom line results as well as individual performance.”

Intercultural training ensures international organisations maximise positive outcomes of intercultural interactions and reduce potential cultural faux-pas which could result in huge direct and indirect costs as well as lasting damage to the company’s performance and reputation abroad.

© Communicaid Group Ltd. 2010

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