Strategies for working effectively around the world

Today, whether we work with colleagues in Dusseldorf or Dubai, Brasilia or Beijing, New York or New Delhi, we are all part of a global network (real or virtual, physical or electronic) where success requires navigating through wildly different cultural realities.

Unless we know how to decode other cultures and avoid cultural traps that are easy to fall into, we are prey to misunderstandings, needless conflict and deals that fall apart.

Singaporeans are often considered one of the most cross-culturally flexible populations in the world because of the multicultural nature of the city. Many companies look to Singaporean employees to bridge cultural differences between the East and West.

Wherever your work leads you, here are a few tips for working effectively with other cultures.

EYES OFF THE CLOCK

In Singapore, where there is what I call a linear-time culture, people approach tasks in a sequential fashion. They avoid interruptions, focus on deadlines and stick firmly to a schedule set in advance. Employees watch the clock closely and being organised and structured is held at a premium.

In most other Asian cultures (with the exception of Japan), as well as across the Middle East and South America, flexibility and reactivity are more important than meeting a deadline and following a time line.

As a Brazilian manager from the steel industry explained: “We are more flexible in Brazil because we grew up in a society where currency wasn’t always stable and governments could change regulations on a whim. We learnt to value flexibility over linear planning. But Singaporeans, like Europeans and Americans, are more rigid — they expect us to work by carefully closing one box before opening the next.”

When working with people from such flexible-time cultures, try ignoring the clock and focus instead on meeting clients’ needs of the moment.

DON’T FOLLOW THE LEADER

Singaporeans are similar to Americans and Northern Europeans when it comes to time orientation.

However, when it comes to how much people defer to the boss, the gaps are huge. Scandinavia, for example, is one of the most egalitarian parts of the world. There, the boss is part of the team and treated as a facilitator among equals.

In Singapore, there is a lot more respect and deference shown to an authority figure. People avoid disagreeing openly with their boss in public or suggesting that they know more than their boss.

This can create confusion for a Singaporean who has a Northern European or American boss. Go ahead and tell the boss what you think. You may just be rewarded with a promotion.

SOFTEN THE BLOW

All cultures believe criticism should be given constructively, but the definition of “constructive” varies greatly.

In Israel or the Netherlands, a colleague may say “your work was unacceptable”, while in Ghana or Saudi Arabia, they are more likely to say “this is good, but you might possibly think about doing this part a little differently”.

Although less direct than many Western cultures, Singaporeans are one of the more direct populations in Asia. A Singaporean manager in luxury goods retail who recently moved to Thailand lost several employees in his first month on the job by giving feedback in a way they perceived to be blunt and disrespectful.

When working across Asia, Singaporeans can benefit from being as gentle and diplomatic as possible.

BUILD TRUST FROM THE HEART

In task-based cultures such as the United States or Germany, trust is cognitive — it is built through work. If you do good work and prove to be reliable and effective, I come to trust you.

In a relationship-based society such as China, Turkey or Argentina, trust results from spending time getting to know one another at a personal level.

Although more relationship-oriented than the US, Singapore is one of the most task-based countries in Asia and much more so than many emerging markets.

As a Singaporean manager in financial consulting said: “The first time we bid for business in Turkey, we worked hard to get the presentation right and the brochures perfect. But we didn’t invest the necessary time to develop a personal bond with the people we would be working with. We lost the business and learnt that we needed to spend just as much time sharing meals and building a friendship with our counterparts as we did showing that our product was top of the line.”

MAKE YOUR VOICE HEARD

In the US school system, there is often a participation bonus — those who speak up the most receive credit for that and it boosts their grades. In the workplace, it is not only appropriate, but also desirable and expected that employees make their voices heard.

In Singapore, on the other hand, the importance of waiting carefully for your counterparts to finish their sentence before you speak demonstrates valued listening and communication skills.

When Mr Dan Choo, a Singaporean finance director, was hired to join the executive team of a multinational American retail company, he prepared exhaustively for his first meeting.

During the meeting, however, he was surprised to see how his colleagues were constantly interrupting one another to make their points heard. He could not get a word in edgewise.

After the meeting, the CEO came to speak to Mr Choo. “We’re pleased to have you as part of the group, Dan. But, at the next meeting, I’d like to hear more from you.” Mr Choo learnt that the group had interpreted his lack of participation as a sign of timidity and lack of leadership potential.

“The next meeting, I spoke up as much as possible, inserting my ideas wherever I could squeeze them in.” As Mr Choo concludes with a twinkle in his eye: “Now, at meetings, I jump right in with the rest of them. Sometimes, I even say, ‘Please don’t speak while I’m interrupting you!’.”

ABOUT THE AUTHOR:

Erin Meyer is a professor at INSEAD and an expert in cross-cultural management. She is also the author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business.