To be treated as an equal, act equal.

If we are looking at how one can work successfully with different and diverse cultures, I think there is no better place to start than India!

?I started my career with HP, and it says something about HP’s work culture that 15 years later, I’m still very happy to be a part of this extended, global HP family.

?In my career with HP India, I’ve had the opportunity to work with leaders from different parts of the country. Over and above the cultural challenges this posed, I also encountered the added complexity that comes from being a woman employee, in an industry that is still in struggling with patriarchal norms and gender inequality.

?In India, we are fundamentally brought up to respect and obey our seniors. So, when I started my first job at HP, it was a natural tendency to look to my leader for guidance and follow his directives.

?As I progressed in my career, I began to embrace my own innate sense of self. I am a straightforward and transparent person. If I have a question, I don’t hesitate in asking for clarity.

?What I’ve observed in my experience of working with different managers in India is how they respond to a team member’s questioning their directive is influenced by their culture and the region of the country they are from. Some leaders respond less favorably, while some are more receptive to feedback.

?However, my professional experience over the years taught me that I can transform a negative experience into a positive one, by being true to myself, and staying transparent and open.

?It’s a fact that in the workplace, regardless of culture, people are generally more receptive to feedback or opinions from a man than a woman. But I firmly believe that as an individual, whether it’s on a one-to-one basis or in a staff meeting surrounded by my male, senior colleagues, I have the right to speak up and be heard. But doing this without aggression or negativity, and instead with an open and positive outlook, is what helped me change mindsets and win the trust of my leaders and my team.

?Now let me change the lens to a global one. One of my projects was being overseen by someone from Geneva. It was my interactions with this leader that offered me an opportunity to travel and get an international exposure within HP.?

?This encounter also led to an interesting discovery. That this individual in Geneva had been able to recognize my potential after only one presentation. Something that could and often takes considerably longer in India.

?That difference in leadership style in turn helped me gain confidence and grow and improve in my role, tremendously.

?Working with my international colleagues gave me an opportunity to learn from their coaching techniques and mentoring styles. I observed the amount of time and trouble my European bosses took to interact with their teams and make sure of their wellbeing. I noticed the amazing level of trust and confidence they demonstrated in their people. This improved the team’s overall morale and productivity. So, in terms of learnings, I think we can all use this as a best practice and apply it universally no matter where we are.

?Another cultural difference I observed was the style of communication. In India, most of us are not in the habit of offering very direct and frank feedback. I think our cultural norms make us reluctant to hurt feelings and thereby, affect how we communicate.

?My European colleagues on the other hand, would not hesitate to call a spade a spade. While this could admittedly dent egos and bruise feelings, I feel it’s a more efficient way to work. It offers great clarity and direction, especially to junior colleagues who need it the most.

?Admittedly, in my early, formative years at HP, I may not have been able to handle such direct feedback without becoming emotional. But thanks to the maturity that the years have given me, I found such feedback very constructive.

?Today, my advice to any leader, regardless of their country or culture, would be to encourage open and transparent communication with their teams. To be clear and succinct in their feedback. And to develop a true rapport with their teams that would enable them to handle such feedback in a positive way and use it to improve their productivity.

?To my younger colleagues, I’d say this. If you’re given an opportunity to work with our international teams, embrace it! Not only can this be professionally enriching and offer you an exposure to new skills and approaches, but it can also help you develop an international network that could offer your career a new direction.

But you must do this with an open mind. Put aside all preconceived notions or stereotypes you may have heard about a particular country, an individual or a team.

Secondly, open your conversation with something non-work related. This helps transcend the cultural divide and communicate as two human beings with a better understanding of each other.

?My third and last advice to anyone beginning an interaction with someone from a different gender, race or country is this: If you want to be treated as an “equal”, act “equal”. It is only when we see ourselves as worthy, that others can, too.

?At the end of the day, our diverse cultures may influence our working styles and communication methods. But what unites us is a desire to improve, to be the best version of ourselves, and do our best to achieve our goals, both personally and professionally.

?Abhinethri Nagendra

Sales Experience &?PMO

Sales Operations – India?