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Feb 06

Leading across Cultures: Five Secrets of the World’s Top CEOs

Communication Skills Training, Cross Cultural Training, Culture training for Business & Management, Culture training for the Public sector No Comments »

CEOs around the globe are increasingly finding themselves working in more complex situations. With the development of more advanced technology, travelling and virtual communication are much easier and cheaper. The world is quickly turning into a ‘global village’ in which leaders can interact more closely with their teams and peers. Although working internationally has become more frequent and in most cases easier than before, leading across cultures can still be quite challenging for a number of reasons.

Meeting Neustockimages i Leading across Cultures: Five Secrets of the World’s Top CEOs

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CEOs today must demonstrate a unique combination of skills to effectively lead a global organisation to international success. In addition to core leadership skills, CEOs need other intercultural skills ranging from cultural adaptability and awareness to global communication and language skills. Global leaders with a suite of intercultural skills and knowledge will be better placed to harness and manage cross-cultural differences, no matter their cultural background or the territory they work in.

A recent article in the Guardian highlighted five skills that 70 chief executives around the globe demonstrated:

  • Passionate curiosity – interest in understanding any and every situation through questioning, listening and talking with those involved
  • Battle-hardened confidence – ability to face new and unpredictable situations with confidence
  • Team understanding – understanding of their teams – the dynamics, objectives and challenges they face
  • Simple mindset – ability to make quick and concise actions
  • Fearlessness – lack of fear for future development and the improvement of current situations

These are just a few of the skills global leaders should demonstrate for international success but there are a number of other competencies that global leaders need in order to make an even greater impact on their global teams and objectives. Some of these include:

  • Openness – an open attitude to new ways of thinking, working and behaving
  • Cultural adaptability – ability to adapt their own behaviour and judgements to different situations
  • Emotional strength – a positive attitude to life and the ability to ‘bounce back’ when things go wrong
  • Perceptiveness – ability to identify cues that are not evident in verbal language and accurately interpret and understand them
  • Cultural understanding – ability to research other cultures and increase their knowledge about traditions, values and attitudes in that environment

This is just the start of a list which could go on for pages. The important thing is for leaders to recognise that they will be required to adapt their style and skills and not just stick to the core leadership skills that may have worked so well for them before when leading across cultures .

So whether it’s having a passionate curiosity or cultural adaptability, CEOs of today’s global world need to be able to apply their skills to different cultural contexts. In doing so they will not only be able to effectively influence international communication processes but they will further break down interpersonal boundaries resulting in tremendous value for both the leader and the organisation on a global scale.

Competencies above have been taken from a number of sources including The International Profiler

© Communicaid Group Ltd. 2012

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Feb 02

200 Views on Culture and Communication Skills Training

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 »

Thanks to all of you who have been following our last 200 blog articles where we have explored different subjects in the world of culture and communication skills training.

As we continue to post new articles on a regular basis, we invite you to comment on these subjects and share your thoughts and experience around how these areas may impact you or your colleagues and clients.

If you’ve just discovered this blog, have a look at some of the following articles we’ve published that have proven popular:

Whether you are a training professional, international manager or member of a global organisation, we hope that you continue to find the Communicaid blog an invaluable tool to navigating this fascinating field!

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Jan 10

Effective Global Leadership: Leading in Asia

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Asian countries such as India, China and Japan are fast becoming some of the most successful global players in international business. Not only have their businesses recovered more steadily from the challenges facing the global economy, but many have experienced higher growth and performance than any other region in the world. Many western businesses are now looking to Asian companies to see what they are doing that brings them such international success. In particular, there is an increased focus on those individuals leading across cultures as they are the ones making such immense strides in international business.

Asian Lantern espion i Effective Global Leadership: Leading in Asia

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What is it that makes Asian businesses and leaders so successful? In 2010 the Hay Group conducted a survey in which they gathered information from 1,827 organisations worldwide to try to determine what made companies or leaders so successful. Interestingly, the survey found that Asian companies tend to be more willing to implement new ideas or best practice and change the way the business functions.

Samsung, one of the most successful companies in Asia, runs a series of special programmes for the top leadership team on subjects such as art, music and history to transform their members into ‘world-citizens’. By focusing on areas such as these, Samsung’s leaders are developing a broader suite of skills and knowledge that they can tap into as they develop new strategies for the company to ensure they stay at the forefront of their competition.

This is also part of the overall attitude that Asian companies convey when doing business across borders. Organisations in Asia Pacific spend more time visiting and learning from their peers than their Western counterparts. This has a strong influence on the way companies in the region manage their own employees as well. The survey showed that Asian organisations tend to transfer this curiosity to their subsidiaries, give them more autonomy and accept their ideas more readily.

The openness to new ideas and ways of thinking is definitely one aspect that makes leaders in Asia increasingly successful, however some argue that their leadership style may not be that transferable when leading across cultures. The survey showed that about half of the Asian leaders from the top five companies in Asia prefer a directive and authoritarian leadership style which respects hierarchy. While this can work in some cultures, it can also have the potential of being counterproductive to the performance and innovation of the company.

Despite this leadership style, Asian leaders seem to have developed pivotal skills in establishing external and internal relationships that enable the long-term good of the company. For example, Indian CEOs manage complex webs of external relations with the media and government while Chinese CEOs appear to be experts in the concept of personal relationship building referred to as ‘guanxi’. The importance many Asian leaders place on personal relationships, such that legal arrangements come second, can be quite a different approach to that of many western leaders.

While Asian companies stand out in contrast to other global companies in their way of networking, they also shine in how they promote or reward their employees. This can help to explain some of the vast growth and success of these top Asian companies, however they need to be cautious as promoting employees too quickly might also turn out to be counterproductive when employees don’t experience any room to develop their competencies fully or learn new business capabilities.

The hunger and curiosity for new ideas and best practices seen in Asian organisations shows a unique management style which is often extremely effective. Though the authoritarian leadership style and approaches found in many Asian cultures may be perceived negatively in some cultures, their overall interest for innovation is something that more Western countries should be tapping into and also applying to their own styles.

When leading across cultures, particularly in markets such as Asia, global leaders need to understand how the approach differs and adapt their own style to find the best of both worlds. A combination of each cultural leadership style can give global leaders and organisations a competitive edge in this increasingly challenging market.

© Communicaid Group Ltd. 2011

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Jan 03

Working Effectively across Cultures: Perceptions of Time

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 »

Time is one of the most precious commodities in today’s modern world, however the value we give to time and how we manage our day by it is not universal. Many professionals working across cultures are surprised by how their international counterparts manage meetings, projects or other business activities. Different interpretations of being ‘on time’, the importance placed on deadlines and how people refer to the past, present or future are just some aspects of how time can be perceived differently across cultures.

Working effectively across cultures requires an awareness of different perceptions of time which will help to reduce the complexity of international business and put you in a better position to manage and harness cultural differences.

Clock DNY59 i Working Effectively across Cultures: Perceptions of Time

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There are so many components of time that need to be understood when working across cultures that it can become quite confusing. Dutch interculturalist Fons Trompenaars suggests a simple model which puts attitudes to time into two general categories: sequential and synchronic. With these terms Trompenaars attempts to describe how people around the world generally manage their time and how time impacts on their behaviour and mindset.

In sequential cultures Trompenaars argues that time is dealt with in a specific logical order. For example people from a sequential culture may prefer to have a detailed agenda for meetings and regular milestones throughout the life cycle of a project. They rely on this structure and can find a more flexible approach to time frustrating. Time tends to control and influence what people do in sequential cultures, and many will find value in the expression ‘time is money’.

People in synchronic cultures tend to manage their time quite differently than those from sequential cultures. In synchronic cultures people will have a much broader and more flexible perception of time. As such time is adaptable and allows much more freedom for tasks to be achieved. People from synchronic cultures don’t tend to be slaves to time but rather they use time as a guidance for how they structure their day and life. In synchronic cultures people will approach tasks in a much more open way and not be as beholden to deadlines and timeframes. Rescheduling a meeting at the last minute, showing up a few minutes after the meeting start time or missing an agreed deadline are all things they accept readily.

While this approach may frustrate those from a sequential culture, their more rigid and structured approach to time can seem inflexible and too strict to those from synchronic cultures. Here are a few additional different attitudes you may find in sequential and synchronic cultures.

As you read through the list ask yourself what you agree with the most. Then think about how someone with the opposite approach may perceive you.


Sequential cultures Synchronic cultures
People tend to do one thing at a time People tend to do multiple things at a time
Times are precise and punctuality is valued Times and deadlines are guidelines that people may intend to meet but won’t always
Time is limited – time is a resource that needs to be efficiently used Time is a tool, a subjective, mouldable concept
Logic, efficiency and speed are the focus of business Relationships are the focus of business and will improve efficiency
Tasks are sometimes secondary to time Sticking to time is secondary to building relationships
Meeting deadlines is commended Completing the task well is more important than meeting deadlines
The future is a continuation of the present The future is interconnected with the past and present


The importance that people give to time can vary dramatically. Working effectively across cultures requires the ability to not only identify different perceptions of time, but it also requires the skills to be able to manage business and relationships when attitudes to time are so drastically different. Attending a cross-cultural awareness course like Working Effectively across Cultures can give you an understanding of how cultures control time or let it control them, and how behaviours are therefore impacted.

Whether you see time as money, something to be controlled or something that will guide you from one point to another, think about the above attitudes to time you may find and be aware of how you may be perceived by your international counterparts when working across cultures.

© Communicaid Group Ltd. 2011

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Dec 21

Perceptions and Attitudes to Alcohol across Cultures

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 »

Pleasure, tradition or a sin? Relaxing, exhausting or stressful? How do you see alcohol?

The festive season is upon us, and with that often comes a variety of drinks and food products that contain alcohol. Attitudes towards alcohol can vary dramatically from one culture to another, making it difficult to know when it is appropriate to mention it, let alone drink it.

Showing the wrong attitude towards alcohol can make or break a relationship on both a social and professional level so it’s important to always know how alcohol is viewed wherever you are. Cross cultural training courses can provide you with key tips about when and how to consume alcohol, if at all, so that you avoid making any damaging cultural faux-pas when socialising or doing business across cultures.

Businessdinner2 i1 Perceptions and Attitudes to Alcohol across Cultures

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Cheers!

A recent article in the Financial Times looked at the role of vodka in Russian social and business culture. Seen as an essential part of relationship building, it can be easy to jeopardise a business venture in Russia by forgetting to bring vodka and the mixer to celebrate a deal. In Russia and other countries which have been influenced by Russian culture such as the Ukraine, people celebrate contracts and important milestones around a glass of vodka before they even leave the meeting room. People from these cultures will often expect foreigners to join them in toasting the success and enjoying what can at times be a large amount of alcohol.

In East Asian countries such as China, Japan and Thailand, drinking alcohol is engrained in the social life but only after work. For instance, people from Thailand often drink alcohol to celebrate important occasions. They will also enjoy a glass of wine or beer at dinner, but doing so at lunch can be considered unprofessional and bad-mannered.

When doing business in France it’s common to have an aperitif at the beginning of a professional meal to toast successful business, upcoming events or to health and life in general. It is also customary to drink wine throughout lunch or dinner in France, although they will usually consume less during the day.

The Gift of Alcohol

Gift-giving is often an important part of relationship building in many cultures so you may be expected to bring a gift at the start of a business venture or relationship. Some will expect a nice box of chocolates while others will appreciate a traditional or local product from your home country. Alcohol is sometimes perceived to be a very generous or appropriate gift but always check with someone from the host country before bringing it.

Here are a few ideas of how alcohol is or isn’t appreciated as a gift in cultures around the world.

  • In France, offering a good bottle of wine or old spirit is appreciated. Many companies will offer bottles of wines or good whiskey to their best clients for Christmas or other special occasions, and when visiting someone’s home it’s always a kind gesture to bring a nice bottle.
  • In Thailand, there used to be a well practised tradition of giving alcohol to blue collar workers while white collar workers would receive a basket with biscuits, tea, alcohol, juices and coffee. More recently however people tend to avoid giving alcohol generally and instead offer baskets of fresh fruit.
  • When doing business with Jewish counterparts in Israel or elsewhere be aware that some will avoid drinking alcohol at all as part of their religious beliefs. Always check with your colleagues whether it is appropriate. In some cases wine is acceptable but it’s a good idea to buy bottles in a kosher wine specialist shop.

Alcohol as an Offence

Although social drinking is accepted in many business environments around the world, some countries prohibit alcohol consumption. In most Muslim countries, especially in the Middle East, drinking or offering alcohol could deeply offend your counterparts. In some countries it is not only a question of respect but also a legal one. For example in Saudi Arabia or Iran anyone bringing in alcohol could be arrested and prosecuted.

For most Hindus, drinking or offering alcohol is usually perceived as disrespectful but this often depends on the generation of the individual and how much they follow the religious beliefs. When doing business in India and other countries with large populations of Hindus, you may therefore find mixed attitudes towards alcohol so it’s always best to check what is appropriate before drinking in public.

Some international companies can also encounter problems regarding products containing traces of alcohol in the ingredients. Boxes of chocolate which contain liquor or salad dressing with white wine vinegar may be forbidden in countries like Saudi Arabia where laws around alcohol are very strict.

International businesses relationships can be threatened or strengthened with alcohol, depending on how it is used. It’s not something that people tend to think about when working across cultures, but their success can depend on whether they show the right attitude and behaviour towards alcohol. Cross cultural training courses can help anyone working across cultures to understand how to avoid the risk that can come with not understanding local values and perceptions towards things like alcohol, whether a pleasure, tradition or sin.

© Communicaid Group Ltd. 2011

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Dec 05

Effective Global Leadership – Have You Got What It Takes?

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

In an increasingly interconnected and multicultural world, we are constantly challenged when interacting with individuals from different cultural backgrounds. Cultural differences can create significant misunderstandings and conflict that can negatively impact global business. However, cultural differences can also be a resource that can add enormous value to any global organisation. Effective global leadership requires a global mindset. In other words, effective global leaders have the ability to identify and successfully manage and harness cultural differences.

Businessman making Presentation i Effective Global Leadership – Have You Got What It Takes?

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Global leaders who demonstrate a strong global mindset will be better equipped to maximise cultural differences and perspectives which can lead to increased opportunities, value and innovation in their teams. As Jim Turley points out in a recent article in Bloomberg Businessweek about the ‘new global mindset’, “Developing an inclusive culture where all team members can successfully bring their perspectives to the table becomes essential. The research is clear: Well-managed, diverse teams will outperform homogenous teams.” Global leaders who thrive at creating and leading culturally diverse teams around the globe will find greater long-term success.

What is a ‘global mindset’?

A global mindset is what global leaders need to make the most of the cross-cultural diversity of both the company and of the global market where it does business. A global mindset involves three key characteristics: psychological, intellectual and social.

Someone with a global mindset will be passionate about diversity, enthusiastic about new adventures and capable of adapting in unfamiliar global environments. This motivation to try new things is helped by their existing intellect and knowledge of the cultures they are operating in as well as their interest and ability to constantly learn more about them.

Leaders with a global mindset have the ability to look at things from other perspectives and adapt their behaviour accordingly. This in turn helps them to effectively interact with culturally and linguistically different people through actively listening, showing them respect and empathy and building trust.

How do you develop a global mindset?

International exposure, internal mentoring programmes and cross cultural training courses like Effective Global Leadership all contribute to the development of a global mindset. Here are just a few ways you can develop a broader global mindset:

  • International exposure can be achieved through personal research on cultural subjects and world economic and political issues. Reading international newspapers, speaking to international counterparts and keeping updated about global issues can help you to better understand differences across cultures.
  • Short and long-term international travel can be a great way to develop a better understanding of the world. Keep your eyes open for new projects at work where you could get involved with colleagues or counterparts from other cultures. Organisations with a matrix structure or a wide global presence usually have plenty of opportunities for cross-cultural collaboration. Make sure the right people know you are interested in getting involved, either through formal or informal channels, and you never know what may come along.
  • Internal mentoring programmes are also a great way to get advice and tips for expanding your global mindset. Moreover, they provide you with the chance of meeting other leaders acting in a global environment who can share inspiring experiences that you can learn from.
  • A cross-cultural training course like Effective Global Leadership can also help you to develop the skills you need and build relationships with people in international roles. An Effective Global Leadership course gives you opportunities to develop your cultural knowledge and understanding to help you to face any cross-cultural challenge more effectively.

Stay ahead of the game and get involved at a more competitive level by working on developing your global mindset little by little. The combination of informal initiatives that take a few minutes a day with more formalised methods such as training or a mentoring programme can enable you to create a world of global opportunities!

© Communicaid Group Ltd. 2011

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Oct 03

Intercultural Management – Harnessing the Strength of Intercultural Teams

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

It is now common place to conduct projects involving culturally diverse teams, but international organisations sometimes fail to understand that working in an intercultural environment can create challenges that threaten the success of international projects. To avoid possible negative outcomes, managers leading intercultural teams need to be equipped with the relevant intercultural management skills, allowing them to avoid misunderstandings and clashes that may arise when working in an intercultural context.

Business meeting 8 track5 i Intercultural Management – Harnessing the Strength of Intercultural Teams

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The impact of culture on the workplace is usually widely underestimated. Our cultural values shape many key aspects of the way we work: our relationship with time, the way we interact with each other, how we deal with conflicts or what we expect from our manager. Individuals tend to consider their own preferences as “normal” and often see others’ preferences as strange or even irrational. This negative perception usually leads to frustration or incidents which ultimately harm the output and the effectiveness of the intercultural team.

Individuals lacking intercultural awareness often rely on stereotypes and generalisations to deal with different intercultural values. Stereotypes can often help people to understand and predict behaviours of intercultural counterparts, but too often they are inaccurate or even offensive. Stereotypes like “Italians are always late” or “Chinese are shy”, although sometimes true, can greatly hinder effective and long-term intercultural relationships.

Another common strategy people may use when managing intercultural teams is to minimise or deny the existence of cultural differences. Using concepts like “we are all the same” or “people just need to work or behave the way we do” can create severe misunderstandings or cultural clashes. Cultural values and behaviours cannot be dismissed so easily and must be recognised, correctly interpreted and then appropriately responded to.

Effective intercultural managers help the members of the team to understand their own culture and how it impacts their working style or preference. With an increased intercultural awareness and understanding, team members will be able to work more effectively with their intercultural colleagues. An intercultural management training course will equip intercultural managers with the skills and tools they need to develop and demonstrate a global mindset. This in turn will ensure that they effectively manage and harness the cultural differences within the team.

© Communicaid Group Ltd. 2011

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Aug 01

Becoming an Internationalist – Developing Cross Cultural Awareness

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According to BBC World News, internationalists are a cosmopolitan group of global citizens with an international outlook and a deep cross cultural awareness.  Internationalists tend to be very successful in business, largely due to their global understanding of the world and cross-cultural leadership skills.

To give you a better idea of what an internationalist might look like let’s take a look at Tom.

Globe Kasia i Becoming an Internationalist Developing Cross Cultural Awareness

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Tom was born in the UK, raised in France and studied in Mexico. At the age of 37, Tom speaks English, French and Spanish fluently. Tom has an important role as a manager in an international company and spends a lot of time travelling around the world for business and leisure. Tom’s exposure and familiarity with many different cultures has helped him to develop a high level of cross cultural awareness which helps him do business successfully around the world.

When he travels, Tom values experiencing and discovering different values and traditions. He shows enormous respect towards the new cultures he visits and always tries to understand and appreciate the local rites rather than impose his own culture and vision of the world. Tom actively seeks dialogue with locals and is not afraid to experience local food and customs. Keen to learn and adapt to as many situations as he can, Tom has a truly global mindset. In other words, Tom is acutely aware of global issues and how geopolitical and cultural forces impact international business.

Tom is an important decision maker and has developed strong cross-cultural negotiation and influencing skills through his various experiences where he has brilliantly succeeded. Indeed, his global state of mind helps him to value diversity and seek people from different cultures and backgrounds rather than people similar to himself.

Tom is an early adopter and always tries to have the latest technology that help him to stay connected to the world. Tom’s smartphone, iPad and laptop all help him to actively follow international media. Through reading news magazines and newspapers, watching news channels in hotel rooms and in-flight entertainment on planes such as CNN International and BBC World News, Tom stays up-to-date with the latest happenings in the global arena.

Tom and his wife Liz are working hard to ensure that their children develop a similar global mindset and awareness and openness to different cultures by speaking to them in different languages and taking them on trips around the world.

Tom is fairly unique in his ability to adapt to other cultures and sees the world through a truly global lens, however with some effort, anyone can develop the skills required to be effective in an international environment. Cross cultural awareness training is one way people can improve their international skills. Volunteering to manage international projects, travelling to different countries on holiday and speaking to people from different cultures within your organisation can all help you to work more effectively internationally.

© Communicaid Group Ltd. 2011

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Jun 15

Top Tips for Doing Business in China

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

China has seen massive economic development during the past quarter of a century and its economy is now the second largest in the world. With the recent agreements to increase UK – China trade, the 2008 Olympic Games in Beijing and China’s Sovereign Wealth Fund earmarked for outward investment, it is clear that China is a nation of ever increasing opportunity for western business.

Chinese laterns 3 tom hall i Top Tips for Doing Business in China

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The western visitor to modern China will observe many outward indications of cultural difference such as eating rituals and gift giving. However, it is an understanding of the underlying values and attitudes, often underpinned by age old traditions and many years of history, that can really help you to get to grips with Chinese culture when doing business in China.

Good relationships are absolutely vital when doing business in China. A central concept in Chinese culture is ‘Guanxi’ (loosely translated as ‘relationships’ or ‘connections’). Guanxi is a network of elaborate relationships promoting trust and cooperation. Establishing a sincere, supportive relationship based on mutual respect is a fundamental aspect of Chinese culture. In business, having the right guanxi is crucial for minimising the difficulties and frustrations that are often encountered when doing business in China.

The following tips will help you ensure that you maximise your opportunities for doing business in China.

Remember that good working relationships are absolutely vital in China. Long-term relationships are valued much more than hurried transactions.

  • Show interest in Chinese history and culture. A little knowledge will go a long way.
  • Never criticise a Chinese colleague in front of someone else or do anything else to cause them loss of face or ‘mianzi’.
  • Always refer to your Chinese counterparts by their titles and family name, unless instructed otherwise.
  • Chinese business people tend to enter a meeting room in hierarchical order. You should always try to do the same, and where uncertain ask or observe first.
  • Take time to listen attentively to your Chinese counterparts and resist the temptation to interrupt or ask too many direct questions.
  • Have your business cards printed in English on one side and Chinese on the other. Always present it to your Chinese counterparts with the Chinese side facing up.
  • Be aware of your body language and that it might communicate a different message to what you intend. Learn about the appropriate and inappropriate gestures before doing business in China to avoid causing offense or misunderstanding.
  • Try to keep negotiations calm and impersonal. Excessive displays of emotion are usually not respected in China.
  • Avoid making political comments about Chinese national or foreign policy.

Considering and respecting the top tips for doing business in China above is the first step towards building effective relationships with your Chinese counterparts. Participating in a cross cultural awareness training course such as Doing Business in China will give you a deeper insight to the cultural differences you may find in China and the ability to anticipate and manage them effectively.

© Communicaid Group Ltd. 2011

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May 31

Top Tips for Doing Business in Japan

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 »

Japan has evolved over the last half century to become one of the world’s richest and most technologically advanced economies, well known for its exports of cars and electronic goods. In addition, a well educated population with an incredibly strong work ethic means that Japan offers a wealth of investment and market opportunities to international organisations.

Made up of over 3,000 islands, Japan has some of the most crowded urban areas in the world since the majority of people live on only a few of the islands. It is not surprising then that personal space is highly valued in Japan and gestures and facial expressions tend to be modest when doing business in Japan.

Japan Chris Pritchard i Top Tips for Doing Business in Japan

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As an island country, Japan’s population has remained extremely homogenous and you will find a strong sense of group identity when doing business in Japan. The distinction between private and public life is blurred where teamwork and ‘fitting in’ are much more important than individualism in Japan. That being said, the younger generation of Japanese starting to enter the business world are increasingly making efforts to stand out from the crowd in the way they dress, communicate and act.

During the tragic events that occurred in March 2011, the world also witnessed another Japanese value: the importance of maintaining face and dignity at all times. Most foreigners living and working in Japan at the time were struck by the calm nature and self-control displayed by the local population during and after the earthquake and the tsunami that led to a nuclear situation. The importance of face and dignity are values that can be found in almost every aspect of Japanese social and business cultures so you will often find that your Japanese counterparts will seldom display their emotions or feelings in order to keep face.

The following tips will help you improve your success when doing business in Japan.

  • Avoid causing loss of face at all costs. Don’t be confrontational or openly criticise or embarrass Japanese colleagues as they will lose ‘kao’, or face.
  • Be aware that Japanese business culture is hierarchical. Be sure you always greet the most senior people in the room before anyone more junior.
  • Don’t be afraid of silence as it causes less anxiety than in the West and is often used as a negotiating tactic.
  • Be aware of your body language and try to maintain a formal posture during meetings. Avoid slumping or crossing your legs as this could give a negative impression.
  • Make sure you take plenty of business cards with you and have your details printed in Japanese on the reverse when doing business in Japan.
  • Japan is a country with a high usage of technology which most of the population has access to. You can expect your Japanese colleagues to be comfortable with virtual communication, however as they are relationship focused you should always try to find time for face-to-face meetings.
  • Avoid physical contact or expansive gestures and facial expressions when doing business in Japan. Most Japanese are modest and reserved in their behaviour and value the space around them.
  • Address your business partners by their surname. To show even more respect, add ‘san’ after their surname. For example, Akira Kurosawa could be addressed as Mr Akira Kurosawa or Kurosawa San.
  • Offer your Japanese counterparts a small gift when meeting or visiting them. Your gift should be well wrapped but modest and not too personal. Don’t expect them to open it in front of you as this may cause loss of face to one of the parties.
  • Relationships and networks are a key part of Japanese business culture. Many international companies doing business in Japan find more success when they rely on a third party to help introduce them and build their reputation in the market.

Considering and respecting the top tips for doing business in Japan above is the first step towards building effective relationships with your Japanese counterparts. Participating in a cross cultural awareness training course such as Doing Business in Japan will give you a comprehensive understanding of this dynamic and fast-changing culture so that you can anticipate and manage cultural differences more effectively and build better business relationships.

© Communicaid Group Ltd. 2011

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