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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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Feb 03

Impact of Stereotypes on International Business: Cross Cultural Awareness is Key

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 »

Globalisation and the emergence of cross cultural business have tremendously reshaped our working environment over the last fifteen years.  People around the world are increasingly finding themselves working with colleagues and counterparts from another culture.  Dealing with such diversity is complex and requires a high level of cross cultural competence that you can develop through cross cultural awareness training.

To make sense of all these differences we tend to classify people into specific categories such as the company they work for or their own culture. This classification provides us with references about certain groups of people and helps us begin to understand their attitudes. You could say for example that Spanish people tend to speak more loudly than British do and Brazilians tend to be more affective than Finnish. While there are some relative truths to these statements, such stereotypical representations are often over-simplified and could lead to false assumptions.

Clock DNY59 i Impact of Stereotypes on International Business: Cross Cultural Awareness is Key

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Stereotypes, taken-for-granted beliefs about our counterparts’ habits and behaviour, can affect our own attitudes and expectations when communicating with other cultures. The main purpose of stereotypes is to help us when we are dealing with a culture we do not know and to give us the illusion of a predictable pattern we could learn and thus know how to react to any given cross cultural situation.

For instance, when doing business in Italy we might expect our Italian counterparts to be late for a meeting whereas a Swiss would always be punctual and well organised. However it would be inappropriate to assume that no Italian would ever be on time and no Swiss would ever be late. Hence, cross cultural stereotypes need to be treated carefully as they might have a negative impact on our thinking and our capacity to perceive things with discernment.

Whether stereotypes are commonly shared among society or progressively developed through our direct experience in cross cultural relations, it is crucial to keep questioning their relevance. By doing so, we would certainly prevent ourselves from judging our international counterparts on the basis of wrong assumptions leading to inappropriate cross cultural behaviour and critical incidents.

Stereotypes can however be perceived as the first stage of acknowledging the existence of cross cultural differences which is an initial step towards the development of a higher level of cross cultural awareness and competence. However stereotypes need to be questioned, mitigated and never taken for granted if they are to help us to work more effectively in a cross cultural context.

Cross cultural awareness training courses such as Developing Global Competence or Building International Teams can help you to identify and deal with cross cultural differences which will improve your capacity to develop and maintain successful cross cultural relations. By providing you with a foundation of cross cultural understanding, Communicaid’s Cross cultural awareness training courses can ensure you understand your counterparts’ behaviour without having to rely on stereotypes that could lead to cross cultural misunderstandings and negative impressions.

© Communicaid Group Ltd. 2011

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Nov 12

Cross Cultural Attitudes to Risk and Uncertainty

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 »

Risk and uncertainty are integral elements of doing business, but they are even more present when dealing with international teams and global counterparts. Attitudes to risk and uncertainty can differ widely from one culture to another and can strongly influence the way we are perceived by others. Cross cultural awareness training can provide an understanding of how cross cultural attitudes to risk and uncertainty influence working practices, cross cultural communication and international management.

Businessmen viewed from top sjlocke i Cross Cultural Attitudes to Risk and Uncertainty

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Cross cultural sociologist Geert Hofstede examined how values in the workplace are influenced by culture. Through the research he conducted in the 60s and 70s, Hofstede collected and analysed data from over 100,000 individuals from forty countries. Using these results Hofstede developed a model of five key categories that cultures can be measured against. One of the dimensions called Uncertainty Avoidance looks at how cultures deal with and are influenced by ambiguity, uncertainty and risk. Understanding your global counterparts’ attitudes to risk and uncertainty will help you to understand why they behave, plan and communicate the way they do in international business.

Cultures showing high uncertainty avoidance have a low tolerance for ambiguity and vagueness in most day-to-day situations. In other words, they tend to be risk-averse and favour rules and a well-structured environment over unknown or unstructured situations. People in cultures with a low tolerance to uncertainty will also tend to establish laws, rules, regulations and control mechanisms to prevent any ambiguity or risk. In a business context, this means that in cultures that have a low tolerance to uncertainty you may find:

  • Employees tend to stay with one employer for a long period of time
  • Decisions are made by consensus
  • Traditional gender roles
  • Job roles often require a very high level of expertise
  • Projects are carefully planned
  • Many rules, laws and regulations in place

Countries in Latin America, Japan and Germany are some examples of where there is high uncertainty avoidance.

Low uncertainty avoidance cultures, on the other hand, are open to new ideas and influences. Flat organisational structures are favoured and people are flexible and more willing to take risks.
In a business context, this would mean that:

  • People will be more open to innovation and change
  • There is an increased willingness and readiness to take risks
  • People approach projects from different angles and have a more flexible attitude to deadlines
  • There is a preference for flexible rules and informal activities

Countries such as the US, the UK and Denmark are examples of where there is a low level of uncertainty avoidance.

Countries with a common history and similar cultural heritage tend to have many of the same value orientations and therefore share many of the same attitudes and behaviours. Cross cultural awareness training courses such as Working Effectively across Cultures will explain why, for example, Latin cultures show similar degrees of uncertainty avoidance and often therefore have many of the same working practices and communication styles.

Working effectively across cultures requires an understanding of cross cultural values and attitudes towards risk and uncertainty. With this knowledge, international working employees will be better equipped to adapt to other cultural working styles and anticipate cross cultural challenges or frustrations that can stem from different attitudes to risk and uncertainty.

© Communicaid Group Ltd. 2010

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Oct 29

British Airways Gains a New Wingman by Merging with Iberia – A Look at the Cultural Challenges of this International Merger and Acquisition

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

The international merger between British Airways and Iberia was recently announced. This integration will give birth to the world’s third largest airline. Achieving this result however was not an easy process. Through many discussions around aspects such as the funding of their pension scheme, British Airways and Iberia eventually found a way to overcome them and reach an agreement.

Airplane Maurits Vink i British Airways Gains a New Wingman by Merging with Iberia – A Look at the Cultural Challenges of this International Merger and Acquisition

© istockphoto.com/ Maurits Vink

Now that the European Commission and Merger Regulations Agency has validated the deal, nothing stands between this merger. The new entity, based in London, will be called International Airlines Group and the shareholders of British Airways will own 55% of the company. The Iberia and British Airways brands will continue to exist while the group will now be able to offer flights to more than 200 destinations around the world, carrying over 60 millions passengers each year.

While this merger will bring many advantages to both the companies and their customers such as cutting costs and improved competition, there are also likely to be many challenges for employees of both companies. The fact that British and Spanish cultures can be really different will very likely create pitfalls and obstacles that will be hard to overcome with a high level of cultural understanding and sensitivity that you can get from intercultural training courses.

“The Coach” vs. “El Jefe”

It is well known that most British companies have a rather ‘flat’ hierarchical organisation. In other words, there is not very much hierarchy or formality between employees and their managers. For most British workers, managers are seen to provide direction and help them to achieve their goals. In Spain employees tend to have a completely different approach to management and organisational hierarchies. In Spain they tend to see “El Jefe” (the boss) as a paternal figure who should lead them toward the right direction by providing explicit instructions on a more micro level.

Indirect vs. Direct Communication Style

Another possible cultural difference that may impact working relationships between employees of British Airways and Iberia is the different communication styles. British tend to be fairly indirect when communicating and will use understatement. Words such as ‘perhaps’ or ‘maybe’ are commonplace and can be confusing for non native English speakers. People in the UK will also tend to avoid direct and open disagreements and displays of emotions. This communication style can be confusing for their Spanish counterparts who don’t always get the real meaning of what they are communicating and get lost in the words.

The Spanish on the other hand have a direct and affective communication style. They tend to prefer using gestures when speaking and will be more likely to say what they think than their British counterparts. As a result, their British counterparts often perceive them to be loud, interruptive and confrontational.

Uncertainty Avoidance: Is it Worth the Risk?

Another significant difference between Spanish and British culture is the attitude they each have towards risk and uncertainty. The Spanish tend to avoid unknown or difficult situations at all costs and will stick with what they know and already master. Conversely, their British counterparts are typically more comfortable dealing with new or untested solutions.

This difference can create problems on both a cultural and organisational level. Identifying and implementing new strategies or processes or how rules are applied and adhered to within the organisation are just some areas which will be affected by this cultural difference. Attitudes to risk and uncertainty will also impact the way projects are planned and measures of health and safety.

Time: Today or Mañana?

Another key difference between the UK and Spain is how time is perceived and managed. People in Spain tend to be polychronic which means they are comfortable with multitasking, do not always respect deadlines and may reprioritise their schedule at the last minute. In the UK, it’s really important to respect deadlines and they appreciate agendas and concrete plans.

Coping with all of these cultural differences is the key to a successful international merger and acquisition. Research suggests that more than 60% of international mergers and acquisitions fail because of a lack of cultural awareness and adaptation. Cultural issues need to be dealt with effectively to avoid losing large amounts of money, time, market share and brand credibility.

Cross-Cultural Training courses like Managing International Mergers and Acquisitions can equip employees with the relevant skill set and knowledge to exploit the full potential of a multicultural workplace. An increased cross-cultural awareness can dramatically reduce the chance of failure and so bring a high return on investment for the new company. Let’s hope that Iberia and British Airways will overcome their differences and find a way to work together with flying colours and make a success of their international merger and acquisition.

© Communicaid Group Ltd.2010

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Oct 18

Creating the Right Impression When Greeting Your Global Business Counterparts

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 »

Whether we meet someone for three seconds or thirty minutes, studies show that our first impressions do not change very easily. In a Western context, one of the first things we do when meeting someone is shake their hand. As a result, the handshake has acquired special significance in revealing certain traits of our personality.

Creating the Right Impression when Greeting your Global Business Counterparts1 Creating the Right Impression When Greeting Your Global Business Counterparts

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Some people worry whether their handshake is making the right impression but now they can be comforted by the results of a research project conducted by a group of scientists working for Chevrolet. They claim to have found the formula for the perfect handshake: a firm grip and three vigorous shakes. But is this the best handshake for every context, whether formal or informal or between men or women? Does this hold true for people around the world?Knowing how to shake someone’s hand in just the right way requires the ability to observe, adapt and understand the other person. Are they in a position of authority? Do they appreciate more masculine values such as competition or individualism? Have you ever met them before? Are they a man or a woman? What culture do they come from?

These are just some of the questions you need to answer to determine what kind of handshake the other person expects. In the end, you might find they don’t expect a handshake at all! All of these factors are extremely important to consider if you want to make the right impression. If you are working globally, you could argue that the most important factor is their cultural origin.

When doing business both in your own country and abroad, being able to correctly interpret and appropriately use the right non-verbal communication is vital. Whether it’s a handshake or eye contact, using the most appropriate behaviour will make a positive first impression with your international counterparts. A simple gesture like the Ronald McDonald statue in Thailand that welcomes Thai customers with the typical local greeting the wai can make all the difference in the world.

Where the greeting gesture is apparently the same from one culture to another, it’s important you understand whether it is used in the same way. Many cultures will shake hands when greeting, but the way this is done can vary dramatically. In most Western cultures, for example, a strong handshake conveys trustworthiness and confidence but in most African countries the same message is conveyed with a weaker handshake.

Intercultural training courses such as Doing Business in the UK will give you the knowledge and skills you need to identify when a handshake is appropriate or not, and if it is, how it should be performed. Intercultural training courses can also give you the confidence and awareness you need to make the right first impression which will lead you to a long-term profitable cross-cultural relationship.

Body language and gestures such as handshakes can tell you a lot about a person so being able to interpret them correctly and having a disciplined and yet flexible demenour can make a significant difference to your success. A greeting like a handshake is often the first bridge you create towards your future business counterparts so you must make sure you consider how it should be done in that context.

© Communicaid Group Ltd. 2010

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Sep 21

The Shifting Leadership – How to Harness the Benefits of a Multicultural Workforce

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 »

The appearance of international leaders coming from what Westerners usually call the “emerging countries” is creating new trends in the globalisation phenomenon. Once dominant companies are now being bought by Chinese, Brazilian or Indian companies and managers are increasingly recruited from these and other countries, creating new intercultural challenges.

Business People walking urbancow i1 The Shifting Leadership – How to Harness the Benefits of a Multicultural Workforce

© istockphoto.com/ Urban Cow

 

The merger between Arcelor and Mittal in 2006 is perhaps one of the best examples of this new trend. Arcelor, a powerful western steel company was bought by Mittal, an Indian steel manufacturing consortium owned by the Indian businessman Lakshi Mittal. This transaction faced heavy resistance and the French, Spanish and Belgian governments expressed their opposition alongside most of the Arcelor board members. Guy Dollé, the Chief Executive of Arcelor at the time, even described Mittal as a mere “company of Indians”.

This international merger shows us the difficulty many westerners have in accepting the fact that tomorrow’s decisions makers, managers and leaders will not only be German, British and North American but also increasingly Chinese or Indian. As these new international managers come onto the scene, they will bring with them their own unique cultural values and working practices which can be quite different to what most westerners are used to.

Perceptions of time, orientations toward hierarchy, approaches to decision-making or styles of communication are all elements of business which will be different. For employees of global organisations, having managers from different cultures means they could face intercultural challenges they may not have experienced before. Providing them with intercultural training courses before the new manager takes the role will help them to understand their managers’ style and expectations while it will also improve their ability to adapt to these new working styles. Failure to understand or adapt to another intercultural style may result in misunderstandings, conflict or poor performance.

Managers from countries like China or India coming to manage employees in the UK or Germany will face similar intercultural challenges. Understanding what their teams expect of them and knowing how to motivate, lead and manage them effectively requires a high level of cultural understanding and knowledge. Intercultural training provides managers with specific intercultural strategies and appropriate management tools that will help them achieve success in their different global projects.

Providing international employees and managers access to specific intercultural training programmes like Working Effectively across Cultures or Effective Global Leadership is crucial for global organisations employing multicultural teams or managers from other cultures. Enhancing the intercultural awareness and understanding of employees and their managers will not only reduce cultural misunderstandings and conflict but it will create a good working atmosphere allowing organisations to harness the benefits that their multicultural population brings.

With intercultural training, organisations such as ArcelorMittal can look towards joint ventures or M&As with other cultures more favourably so that Guy Dollé’s quote about the ‘company of Indians’ would instead be seen as a positive force rather than a negative one.

© Communicaid Group Ltd. 2010

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Aug 24

Managing International Teams – Reduce the Risk and Reap the Benefits

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

Have you ever thought of multicultural teams as a distraction? Do differences in approaches and opinions always get in the way of the decision making process? Some people think that cultural difference is something that must be enjoyed but should not get in the way of achieving goals. How could that be an effective perspective at work?

Business People 8 Sean Locke i1 Managing International Teams Reduce the Risk and Reap the Benefits

© istockphoto.com/ Sean Locke

 

Prioritising goals over relations can be considered a culturally specific trait. Team members may, depending on their cultural background, place more importance on completing tasks over relationship building. People who place tasks before relationships may also value assertiveness and antagonism as opposed to compromise and cooperative achievement. But how could it be possible to enjoy an international environment and the differences that exist if you think that culture is an obstacle to achieving targets?

You can’t fully enjoy and appreciate something that you do not know very well, and the same applies for cultural differences. Either through extensive international experience or by attending a cross cultural awareness training course such as Managing International Teams or Working Effectively across Cultures, you will be able to understand how culture influences the way people communicate and, in particular, how they approach business relations.

The way people talk to each other, their working standards and the ability to adapt constitutes challenges in an international environment. Hence, it is crucial to acquire the right skills to acknowledge with an open mind the cultural gaps in order to pursue effectively your team’s goals without letting them be in the way of your operations.

Managers should make sure that members of international teams have appropriate cross cultural training to make them aware of the different styles of communication and approaches that their international colleagues or customers might display. Harnessing the many cultural perspectives and opportunities of cross-cultural teams requires the ability to motivate each team member no matter their culture by creating a sense of trust between employees.

Through an understanding of culture and its impact on business and cross cultural teams, intercultural training helps global organisations remove any potential of conflict and risk and gives them the knowledge they need to reap the benefits of a culturally diverse team without taking the focus off the targets.

© Communicaid Group Ltd. 2010

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Aug 20

The Will to Live… Abroad – Intercultural Training is Key to Global Success

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Human Resources No Comments »
Globes Mike Bentley i1 The Will to Live… Abroad – Intercultural Training is Key to Global Success

© istockphoto.com/ Mike Bentley

According to the 2010 Hydrogen Global Professionals on the Move Report, top executives and managers are increasingly willing to go on international assignments in foreign countries. Why are these highly qualified workers so eager to work in a different country? The report shows that they are not fleeing the economic crisis but they are in fact, trying to advance their career and stand out in this competitive global market.

It is true that being an expatriate has many advantages. From a career perspective, working abroad has always been a valued experience and enhances any CV. The experience international assignees gain in key positions in subsidiary companies or divisions abroad can significantly help to boost career opportunities later in their life.

 

In addition to improved career opportunities, expatriates also traditionally have higher wages and an improved status in their company. Although increased wages and status are attractive, the report indicates that these two aspects are not the main factors motivating employees to go on an international assignment. Instead, the report suggests their interest is increasingly around the challenging aspect of expatriation and the opportunities they would have to develop their skills in an international context.

One of the best examples of this is the quick rise of Philip Clarke through the Tesco Group. Clarke held several posts abroad, particularly in Asia where he was impressively successful, before being chosen as the next CEO of Tesco by Sir Terry Leahy. There are no doubts that he was chosen because of the skills he developed abroad and in his many roles at Tesco where he showed a great capacity to adapt to each new environment and choose the best suited option to ensure the success of the stores under his supervision.

Top executives, managers and team members who recognise the opportunities an international assignment can bring, like Philip Clarke did, should be aware that it takes more than being good at their job. Future expatriates need the expertise and social skills necessary to accomplish their business objectives and responsibilities but this along is not enough.

International assignees have to possess a global mindset which allows them to lead and manage their foreign counterparts effectively. Flexibility, adaptability and cultural awareness are also important skills to have. While these skills can be developed slowly through experience, going through a tailored intercultural training programme will ensure they avoid any cultural faux-pas and help them to reach their full potential in their new cultural environment. Intercultural training is key to helping them overcome the many different cultural challenges awaiting them in the target culture which can hinder their progress and performance.

Working effectively in a new country takes time and requires cultural knowledge and insight which can only be gained through a combination of experience and intercultural training delivered by qualified trainers with ‘dirt under their nails’. Intercultural training courses like Communicaid’s Living and Working in Brazil or Living and Working in India are designed to help top executives, managers and team members settle and adapt to the new work and social environment of their expatriation through intercultural knowledge, tools and strategies.

© Communicaid Group Ltd. 2010

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Aug 16

Selling across Cultures – Increase Profit and Customer Loyalty

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

Many people believe that intercultural training courses are only relevant for international assignees, high level global executives or members of multicultural teams wanting to work more effectively with foreign counterparts. Intercultural training courses are indeed relevant for these populations but they can also have real impact for people in other roles such as customer service or client relations.

Business is becoming increasingly global as organisations expand into other countries and employ individuals from multicultural backgrounds. Employees who support customers in or from other cultures need a high level of cultural awareness, understanding and adaptability skills to be effective, whether over the phone or face-to-face.

Handshake Chris Schmidt i1 Selling across Cultures – Increase Profit and Customer Loyalty

© istockphoto.com/ Chris Schmidt

 

This is especially true in the luxury industry where customers from newly developed and fast growing countries like China or India are becoming more and more present. The increasing population of customers from other countries is leading to an increased need and demand for intercultural training. Luxury brands such as Chanel, Harrods and Burberry who want to take advantage of this new customer market must understand the different cultural expectations, needs and shopping habits of their international customers.

Being prepared to deal with international customers can greatly increase the ability of sales personnel to provide a superior service and meet their sales targets. Intercultural training will enhance their performance by giving them the cultural knowledge they need to decipher customers’ behaviour and answer their unique needs. This in turn will increase the customers’ loyalty to the brand bringing the company profit for longer.

For example, an intercultural training course about Chinese culture will help customer facing employees develop strategies for welcoming and serving large groups of Chinese customers. In addition to helping them find ways to manage groups of Chinese customers, intercultural training also gives them an understanding of why many Chinese customers come as a group as opposed to individually. Intercultural training would also give them information about Chinese culture that they could use to build relationships with their Chinese customers which can only help the sale.

Understanding cross-cultural communication styles, either verbal or non-verbal is also crucial when selling across cultures. Using the right tone, adapting to the customer’s level of English or answering complaints in an appropriate way is as important as interpreting the meaning of a silence or a smile which can have completely different meanings from one culture to another.

Customer facing employees must have a high level of intercultural awareness as well as the ability to adapt to their international customers’ needs and expectations in order to be successful. Tailored intercultural training programmes provide a comprehensive overview of the intercultural practices and strategies they need to ensure they provide the best customer service to customers of any nationality. Communicaid’s intercultural training programme Selling across Cultures will give your sales team the competitive edge they need to take advantage of this interested and ever increasing international customer base.

© Communicaid Group Ltd. 2010

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Aug 12

The Importance of a Global Mindset for Success Overseas

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 »

In the current worldwide economic situation, being culturally aware and interculturally competent is a must for success in this highly competitive international market. Successful business people from all over the world are competing for top positions in international organisations. Being business savvy and having a good track record at home is no longer enough to secure the best roles in the global arena.

Globe Kasia i The Importance of a Global Mindset for Success Overseas

© istockphoto.com/ Kasia

 

According to new research published by the Harvard Business Review, a ‘global mindset’ is what candidates need to be successful in a global role in which they will need to be capable of adjusting to different environments and have the ability to work effectively with international colleagues. This ‘global mindset’ is defined as having three key elements: intellectual, psychological, and social capital.

Looking at how two people, one with and one without a global mindset, deal with cultural difference and international situations can give us a very good idea of how important having a global mindset is for anyone in a global role.

Alan, a promising employee at a US-based manufacturer was sent to Beijing as general manager for consumer products. He was excited by the challenge and looked forward to helping his company through a difficult period which was due to internal tensions that were interfering with the growth of the company. Before he started his new role he researched Chinese culture and read that the Chinese tend to think collectively and prioritise the interests of the group. As he started his work in China he emphasised the need for cooperation and teamwork amongst his employees in order to improve the situation and achieve the desired results.

After 60 days however there were no visible improvements and Alan found that although his employees had agreed to all of his suggestions, they had not committed to any specific action and were also not holding anyone accountable for the lack of improvements. Alan soon started to lose confidence in his abilities, took a dislike to Chinese food and Chinese culture and ended up returning to the US before the end of his international assignment in China costing the company wasted time and money.

Debra, Alan’s colleague, had a completely different experience when she was sent to Sao Paulo under similar circumstances. She was expected to turn around operations affected by low productivity and poor staff morale in a short timeframe. Unlike Alan, Debra was born in Venezuela to US military parents, had travelled extensively throughout her life and was fluent in several languages. Debra quickly embraced her new position and sought input from the local staff about what needed to be done to improve productivity. She did her research and took every opportunity she could to reach out to her staff. Within months, her project was back on the right track.

So although Debra’s background was more international than Alan’s, why were their experiences so different?

According to experts, the intellectual, psychological and social capitals that make up a ‘global mindset’ are each comprised of three key attributes that can guarantee organisations that their assignees are ready and likely to succeed in an international assignment. These attributes are:

Intellectual Capital: Global business savvy, cognitive complexity and a cosmopolitan outlook.

Psychological Capital: Passion for diversity, thirst for adventure and self-assurance.

Social Capital: Intercultural empathy, interpersonal impact and diplomacy.

Debra’s previous experiences abroad and her knowledge of other languages and cultures helped her to better understand her new employees and how she needed to deal with them in order to increase staff morale, confidence and productivity. She possessed, apart from talent, the ‘global mindset’ required for the international assignment set by her company. While Alan was talented as well, his skills weren’t as transferable to another culture given his lack of previous exposure to an international environment.

Debra was born into a different culture and had international experiences from an earlier age than Alan. However, the skills necessary for success in international assignments are not necessarily skills you are born with but can be acquired through cross cultural awareness training and international exposure.

Cultural awareness training programmes can equip you with the relevant tools and strategies to communicate efficiently with foreign counterparts and reduce the stress coming from a new and international context. They can also help you to adapt your management styles and understand the motivation factors and expectations of your new counterparts, ensuring a good working atmosphere. Getting familiar with their cultural values will also help you to decipher their behaviours and thus avoid critical incidents which can jeopardise a project or a profitable business opportunity.

Communicaid’s specialist courses such as cultural training for Relocation, Managing International Teams or Effective Global Leadership can provide you and your company the necessary knowledge and skills required to thrive in the international arena. By being culturally aware and prepared to work across different cultures, employees of international organisations who posses this ‘global mindset’ are invaluable assets to their company, capable of increasing their chances of success and of profitable international assignments.

© Communicaid Group Ltd. 2010

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