Navigating the cultural minefield

Globalization of Leaders

Navigating the cultural minefield

Always remember that you belong to a global entity and not the local office where you may be currently posted. This way, despite the cultural differences, you will never lose sight of the shared goals and values.

Would you believe that you lost a good business deal because you ignored the vendor’s oriental bow and proffered a handshake to close the negotiation? Or was it because your handshake was so firm that it was interpreted as unpleasant aggression? Worse, did your pet joke, that was such a hit in your previous posting in another country, actually offend the local team?

The dictionary defines culture as “a set of ideas, beliefs, and ways of behaving of a particular organization or group of people.” Imagine the number of elements of beliefs and behavior that encompasses. We imbibe the culture of the place where we spend most of our childhood and assume it to be the natural thing. Until we encounter a different, equally “natural” culture when we are in a different country.

Expect little, accept what is

Regardless of location, everyone in global business, behaves in a courteous manner. The clash then is a clash of expectations rooted in one’s culture, making it a minefield.

I have been in countries where my colleagues took pains (and a lot of time) to make me comfortable with extended small talk and plenty of refreshments, while I waited impatiently to get started. There have also been occasions when the host plunged into business without bothering to check if I had recovered from a long flight. Both were being true to their culture.

Once I learnt to overlook my own cultural expectations and accept that their behavior was shaped by their culture, it was smooth sailing.

The culture of decision-making

Global organizations often take pains to ensure that all their offices sport the same identity—color scheme, use of logos, etc. However, decision-making is usually influenced by the local culture. The norms and processes may vary from country to country.

Assume you are working in the head office of a global organization. There is a strict code of conduct and any deviation from the standard operating procedure is not tolerated. Cultural traditions are sacrosanct and not swayed by individual likes or dislikes. The line is already drawn, and you simply toe it.

Now, let’s say you are asked to take charge of the operations of the same organization in another country. Traditionally, strategy and operations at the office have been dictated by head office. However, prevailing market conditions demand a fresh approach that could involve toeing a different line—innovative thinking and on-the-fly responses. How can you achieve this without leading to a cultural clash?

Cultural audit

Any attempt to impose a different culture overnight can have disastrous consequences. A cultural audit would be the best way to start. Juxtapose the findings with the required steps to deal with existing market conditions. This will help to identify areas where a compromise is required. This will also help to acquaint the whole team with the rationale for that compromise.

Once you implement the changes, be prepared for periodic reviews. It may take time to strike the best balance between making the most of the market and retaining key elements of the organization’s time-tested culture. Your model could prove to be the template for other locations, and you may well find yourself leading the efforts elsewhere.

Along with the audit of the organization, be open to your own personal cultural audit. Introspect about your cultural biases, without beating yourself up. If you think your bias is strong enough to mar the effectiveness of your leadership seek help from a senior or a mentor.

Does that matter?

In spite of your best efforts, you are bound to encounter serious cultural differences that may affect you initially at a personal level. I know this from experience. The best way is to practice productive indifference.

Does that (cultural) difference really matter professionally? Is it more productive to overlook that and remain indifferent?

Adapt work practices that may be different from what you are used to and what you believe in. For example, instead of being troubled by the need to file daily reports, go with the flow and examine how it can help you be a better leader.

Rather than fret about how “they” are different, look for the common things that bind “us”. You may be surprised by what you discover.

Always remember that you belong to a global entity and not the local office where you may be currently posted. This way you will never lose sight of the shared goals and values. This will also boost your commitment, performance and job satisfaction.

Though I continue to be surprised every now and then, I have now come to enjoy the differences. I am sure you will too.

Your turn:

What was the most surprising behavior you ever encountered in a different culture? How did you cope with it?