Photo Credit (Pixabay)
Communication can either bring you closer to or further away from possible partners or clients because different national cultures may have rather different perspectives on the same issue. Here are ten strategies to help you build enduring relationships with colleagues, partners, team members, or clients from different countries.
Learn how someone from a different culture can interpret your values, attitudes, behaviors, and communication style. For example, they might think that comedy indicates that you don’t take things seriously. Ask your coworkers or a friendly party in the other culture for their opinions.
Instead of seeing everyone as a stereotype, treat them as unique individuals. Your actions toward a person should be informed by, not dictated by, your understanding of the values, expectations, and beliefs that influence conduct in other cultures. Everything is shaped by culture, but nothing is determined by it.
Recognize who has the authority to decide what, as it might be done more swiftly or more slowly and at a different level than in your own company. Decisions are made closer to the top of an organization in countries like Spain, Italy, Greece, and France where status is valued more than it is in the UK or the US. Decisions may be taken at lower levels in societies like Sweden, Norway, Finland, and the Netherlands where status is less important. Additionally, in certain countries (like the United States and Australia), decisions are decided more by people than by groups (like Japan).
Determine whether their management style leans more toward being humble and kind or aggressive and competitive. Both the bargaining style and the nature of the relationship will be impacted. In times of conflict, an assertive approach could be met with positive reception in the United States but poor reception in Sweden. A modest presentation style might be highly regarded in a more feminine society like Sweden, but in the United States, the same presenter might be perceived as lacking dedication, passion, or drive.
Determine whether they have a short-term or long-term perspective, as this will influence how quickly and how well projects are evaluated, justified, and decided. Compared to many Western cultures, Asian cultures have a far longer perspective on things like the time frame over which a project is justified.
Determine how much structure and assurance they require, as this can vary and impact the degree of governance, risk-taking, control, and definition. Decide on a shared method of working that takes into account the differences; for example, you might need to provide a partner far more information and depth than you would require in order to make a choice.
Become more empathetic and demonstrate to others that you are trying your hardest to see and feel things as they do. Consider yourself a “translator” of your own customs and culture. Small changes like using their native tongue to greet others or demonstrating an understanding of their culture and traditions will be well received.
Be more organized and communicate more clearly rather than less if you are unclear about what is proper. Keep in mind that not everyone prefers this communication approach. For example, Japanese people communicate considerably more implicitly than British people, yet they can still filter too much information without needing your clarification. Never be condescending when talking; instead, communicate clearly, at the right tempo, and at the right level of language.
Find out how each individual wants to be addressed and handled. Learn how to spell and pronounce the names of the people you deal with correctly. Discuss with them their expectations as well as how you can respect their role and the contributions they make.
Assume nothing: a handshake and a grin do not always indicate agreement; “yes” might also mean “no,” a smile does not always indicate friendliness, and silence does not always indicate disagreement. Be prepared to be adaptable and ask questions. Changing your own behavior is far simpler than influencing someone else’s.