22. March 2010 by admin.

Building Trust – Cross Cultural Communication

How  can we navigate this minefield of cultural relationships? Through open communication.  First, we must establish that all of these cultural and geographic distances also create challenges to communication as well. As we learn about communication, we learn that there is a traditional sender, message, receiver, feedback process in play. That seems to work reasonably well in American business interactions because there is a common understanding of that process. 

Realistically, because of some of the nuances that we previously addressed, communication may be distorted based on perceptions, experience, understanding imagery, sensitivity to proprietary information etc.  Dealing with emerging markets communication contains emotional content, ideas about expectations, issues of trust as well as other elements that may arise. Because of these implications, we need a new model for communication that takes into consideration a deeper level of understanding in order to overcome some of the distortions that arise based on perceptions.

In the adapted model we posit that the traditional communication components exist; however, we acknowledge a third layer of information that is affective in nature. We describe the receiver as one who receives communication in a multidimensional format. The following diagram illustrates this multidimensional communication model.

Each message is sent with a host of other subliminal messages attached.  For example:

“I like the product, but I’m not happy with the packaging. Let’s change the packaging to make it more marketable.”

The message sent but not received is that the product can sell but the packaging is not appropriate for the new market. 

The message received but not sent is that this person considers our products to be inferior. They will probably want to change the packaging and make it their own and we will lose all rights to the branding of this product. There is no way we will allow that to happen.

So, despite the message being sent, the message received has been distorted by a series of factors that have some historical and cultural significance even though they may appear irrelevant to the current transaction. The receiver feels distrust based on an emotional memory of past exploitation. Hence, the affective component to the communication process. Instead of a linear sender receiver message being sent the message may be distorted by a host of factors.

There may be a clear sender, however there is duality in the reception.  A more realistic depiction of communication includes a cognitive receiver as well as an affective receiver. The message my be filtered by; gender, age, interpretation, asymmetrical information, jargon, lifestyles, economy, education, fear….                                                                                           

The cognitive reception processes the information through the pre-frontal cortex, the seat of our reasoning. The affective reception is processed by the limbic system which processes emotional information and assesses threats. When limbic engagement takes place it often supersedes the pre-frontal cortex processing and the receiver may perceive the new or “foreign” concept or communication as a threat until further cognitive processing can occur.[1]

Beneath the communication system are a variety of affective elements that may influence the quality of the communication and affect the ultimate outcome.  The dilemma is that we are often unaware of these affective elements and may be blindsided by subrogated issues. To further complicate matters, we are unable to know what these may or may not be unless we have invested time and committed to an understanding of the people and culture first hand through immersion. Most of us do not have nor take this opportunity. We want to build trust but why should we be trusted if we cannot or will not invest time in understanding the people, the cultures and practices that drive these markets?

We must build alliances. Not the traditional exploitive alliances that have been our past methods of doing business but the type of interpersonal alliances that are genuine and that allow us to have a greater understanding and appreciation for the world economy we seek to develop. Social networking has aided this and we are in a unique position historically. We can now develop relationships abroad through use of technology that allows us each a glimpse into each other’s worlds. 

Developing relationships with stakeholders is critical to working within emerging markets because the trust issue will constantly rear its ugly head. If you don’t believe this, look within the US cultural demography. The United States, with its advanced technological developments, capital markets and broad cultural and demographic scope still has much to learn about building bridges between cultural and ethnic groups based on mutual trust.  A reliance on “political correctness” has replaced a genuine investment in understanding and has, in many cases, short circuited our efforts to build authentic relationships across cultures.

Forging Stronger Cross Cultural Business Relationships

Acknowledge differences and become curious about how and why groups approach business the way they do. Have and show a genuine curiosity about how work gets done. Listen long enough to ask more questions and engage the speaker and understand the benefits and challenges they face while engaging in their business practices.

Do your homework. What was the past historical and economic relationship like? Are there lingering effects that may influence your business relationship today? Are you bringing any preconceived notions to the business relationship? Be clear about the benefits afforded each party in the business engagement from your perspective and make sure you understand what their objectives are.  Be authentic. If the business relationship is not right, respectfully move on.

There will always be asymmetrical information, but intentional transparency is vital to building trust.

Be aware of language and avoid language that may be emotionally charged. I do not advocate walking on eggshells; however, I do believe in using language that is neutral when understanding is the goal.  Seek clarification wherever possible when misunderstanding takes place.

Finally, remember that doing business across cultures can be exciting, challenging and rewarding. Mutual learning and appreciation for the value each entity brings to the relationship should be the bonus for cross cultural enterprise. Ultimately, business engagements should be a win – win proposition and overcoming cultural challenges is a significant component of business success in a global economy.

Listen to the lion’s tale.

[1] Carlos Diz, Instituto de Lideranca Executiva, Brazil

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2. March 2010 by admin.

A colleague of mine told of a conference where the keynote speaker opened with a story of a man in a physical struggle against a lion. The story was a metaphor for the struggles humans must encounter with opposition and the challenges we all must overcome. At the end of the story, the man eventually bested the lion as a testimony to the triumph of the human spirit.

As the story closed, one of the participants stood and asked the speaker why every story about a man and a lion ended with the man overcoming the lion. The facilitator responded, “Man will always win until the lion can write his own story.”

As much research as has been done on capturing business opportunities in emerging markets, surprisingly little has been written about the cultural nuances one encounters , how they may challenge the best business relationships and how  businesses may overcome them. Let’s get this straight. I’m not talking about cultural etiquette and your ability to conform to cultural norms. Anyone can learn to go through the motions and display the appropriate behaviors. We’re talking about the real challenges. The unspoken ones.  I’ve found that these challenges fall into a few categories that are consistent across many cultures.

Relational History – Impact on Indigenous Attitudes and Perceptions of Western Presence

When we study the history of other cultures, we must be aware that our perception of history may be biased by our perspectives. Facts don’t change; however, depending on historical outcomes, reactions and attitudes about those outcomes influence our ability to foster sound business relationships.

Media – Imagery and the Effect on Indigenous Public Perception

The perception of wealth and poverty on a spectrum of conditions in the west is controlled by the media which in turn controls disbursement of imagery about these conditions to the rest of the world.  These images often do little to build trust in our economic platform for those emerging countries exploring options to do business in this country.

Experience – Anecdotal References and Relationships with Cultures

Experiencing emerging markets as a tourist can give a distorted view of the true nature of the political, environmental, economic and cultural dynamics that influence global business relationships.

Cross - Cultural Communication Models

Investment in communication models that foster trust are often limited and misunderstandings may reinforce preconceived attitudes and stereotypes.

Building stronger relationships requires multi-dimensional communication models.  We explore one such model in Part 2 of this article. 

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9. February 2010 by admin.

I am not a sports fan. There is much to be learned from the world of sports. I was blessed to be among some of the best talent in sports and business last week during Super bowl week in Miami. Some of you may be thinking that this experience was wasted on me – a self confessed non-sports fan but it was an amazing experience for me because I approached it as I approach any new, different, out -of –my- comfort -zone experience. I embraced it like a child.

At each networking event (I lost count of how many I attended); I walked up to these incredibly large human beings. “Hi, I’m Kate and forgive my ignorance but I’m not a sports fan so please tell me your name.” After the incredulous unspoken “Huh?” that momentarily crossed their faces, the athletes usually laughed and seemed actually relieved that their notoriety was lost on me because we could then have an intelligent conversation without the “What’s in it for me” cloud hanging over our heads. One athlete said, “First, let me just say, you are ignorant!” We both had a good laugh over it and had a conversation about health care and the medical profession and I discovered that he had never intended to pursue a career in sports and planned on becoming a doctor prior to being drafted for the NFL.

It was my metaphorical Super bowl. All who make it to the Super bowl have reached a level of success that allows them to compete at the highest and most challenging strata of their professions. I would equate it to the old “How do you get to Carnegie Hall? Practice, practice, practice…” While the lights, camera, action, feeding frenzy was in full force, I thought of the relative obscurity in which each of these professionals labored before the lights were shining on them. The short shelf life their careers often have illuminate the need to capitalize on opportunities when presented and to prepare for unforeseen hardships while aggressively pursuing the goal. I thought of the many variables that influence personal and professional lives and how they must risk it all to pursue their goals.  

As entrepreneurs, those who commit to the sacrifices required to become successful will eventually have the opportunity to play their best game. We all have the opportunity to become champions on our own playing fields. The year 2010 can be a year of level playing fields and as long as we prepare we can win.  Just as the Saints came marching in from the underdog position to win, entrepreneurs can serve it up in the business world.

Who dat? A champion – game on!

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15. December 2009 by admin.

That’s right, I said it. It’s the dirty little secret of many women (and men) in business. Faking it.

I mean the act of not showing up as your authentic self.  The consequences of faking may seem harmless at first blush.  After all, faking it is common, particularly early in one’s career.  “Fake it ‘til you make it “has been the mantra of many a young professional trying to break into their first career opportunity and if you choose that route, It should represent a short term solution to the lack of experience catch -22.  We also use our ability to fake it to gain confidence in new or intimidating situations.  The practice of “feeling the fear and doing it anyway” is helpful in overcoming challenges.

If, however, you find yourself perpetrating a fraud after an extended period of time, you may want to examine the reasons you do not bring the best representation of your thinking, actions and skills to the table. Women (and men) fake it for many reasons – ironically, they fake it for some of the same reasons they fake it in - ahem – other arenas.

1. They fake it to please employers or co-workers and hold on to their jobs. In the current economic climate, they feel compelled to “perform” under less than ideal circumstances and they often suppress true thoughts and feelings to preserve their working relationships and status in the workplace.
2. Faking it as a means of not exposing oneself to employers is also common. In many corporate environments much lip service is given to thinking outside of  that proverbial box; however, in practice many businesses are wed to an almost “groupthink” culture.  Employees in these settings must tread lightly and learn to interpret the subtexts of all communication and interactions.
3. Some fake it because they do not know how to complete the job. They have not been able to explore the resources available to them or tell colleagues or managers what they need to be successful.
4. Fear of rejection is often the core reason for people faking it. Rejecting one’s authentic needs, ideas, contributions is essentially a form of self deprivation.

One of the problems with faking it is that your colleagues, employer and other stakeholders think that the person you present to them is really you! The repressed frustration, anxieties and resentments that are seething below the surface become their impression of who you are. They never really get the benefit of the person who is a valued contributor.

Faking it almost guarantees that eventually you will be so frustrated and well – unsatisfied that you will not enjoy your work but lose confidence in your ability to deliver on your value proposition.  There are steps you can take if you’ve been faking it.

1. Start today to bring your true self to work. Express your thoughts, concerns and ideas with diplomacy.
2. Give instructions to co-workers and managers about what they can do to help you contribute successfully.
3. Be informed and do your homework to develop resources for your own success.
4. Share what you know and what you learn in a way that others value your contributions.

The sooner you bring your authentic self to your work, the better your working relationships will be.

Stop faking it.

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2. December 2009 by admin.

Fed’s Plosser says policy must be preemptive”

ROCHESTER, New York (Reuters) - The U.S. Federal Reserve must be prepared to raise interest rates if needed before the jobless rate has fallen to an “acceptable level”, or risk losing its inflation-fighting credibility, a senior Fed official said on Tuesday.

“People who are mesmerized by the past will be missing opportunities for the future.”  James E. Glassman, Managing Director and Senior Economist, JP Morgan Chase & Co. 

1. What is the biggest lesson for you over the last year?

2. What is my “divine assignment” at this stage of business?

3. This time next year, what would I like to see different in my business? In other words, what’s my vision?

 4. What have I been procrastinating about?  

 At this time of year, these are questions any business owner should have been asking. If you have not done so already, now is your chance. As the leader of your business (even if you are the sole person) you drive the vision of your business to manifestation. Spend some time over the next couple of weeks and redefine your vision.

Be preemptive. Opportunities await. 

Make Profit Not Excuses.    

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16. December 2008 by admin.

Where we believe that your business does not get better by chance.  Your business gets better by change.

–Kate Washington (President & CEO of Enterprise Solutions International, LLC)

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