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Voices from the Field:
Notes from GlobeSmart Users
Introduction
It is one thing to read books on doing business abroad, and another to get fresh input from people who have recently traveled or lived there. An enjoyable aspect of our work at Meridian Resources is receiving comments from customers in the form of "Field Notes" contributed to the GlobeSmart web tool. We would like to extend our gratitude to each individual contributor. This newsletter offers a sampling of user remarks on the subject of Establishing Credibility in various countries.
The diverse perspectives represented here offer insights into how to prepare oneself or one's colleagues for doing business successfully in other countries. Of course no single comment represents the last word, and there are practices such as building personal relationships that many countries share in common. However, a careful examination of the selected advice offered below will also reveal that each location has its own special flavor.
South Korea: Common Ground and Avoiding Comparisons
"As a Korean who lives out of the country, I find that trying to establish common ground and blending in is most effective. If the person is not accepted, it is hard to develop relationships or establish credibility."
"Avoid comparing Koreans to other groups of Asians. I have learned that the Koreans are very proud people and many take offense when foreigners generalize about Korean culture and business practices or group them together with, say, the Japanese. This is an instantaneous way to jeopardize your credibility."
France: Reserve & Appearance
"Instill familiarity by having coffee. It is really inappropriate to be too personal in conversation until you have already built the relationship. Our (U.S.) tendency to become familiar quickly is disdained. I don't know how many times people have said to me: you know everything about this person in 5 minutes, what is left?"
"The French are self-assured. Appearance and image are important. Eating, table manners, etc. will be used to interpret the kind of person you are, your upbringing and your social situation."
Sweden: Fulfillment of Obligations
"Lutheran Protestant culture in Sweden has this thing called plikt, or "duty." Your word is to be honored, which means basically thinking before you make a promise, organising your path to delivery, and then doing it. Our 'On Time' targets for all projects for the last three years have been 100% met, or very close to it."
Brazil: Personal Contacts & Socializing
"You have to be patient. The Brazilians are not accustomed to being focused right away on business. They play around, they want to get personal contact first and then move into business discussions and then decisions. Another thing is that Brazilians are very friendly and they express this friendship openly."
"You must socialize. This is not optional. Even though I am Brazilian myself, when I arrive there after a long flight I just want to rest, but when colleagues invite me to go out with them there is no way to refuse politely I feel that I have to participate."
Singapore: Expertise & Teamwork
"Foreign managers will generally have leeway for 1-3 months, but they will be expected to have proper credentials, proper background. Westerners are expected to bring some special expertise to the table, but it is very important that they do not have an attitude of superiority; they must be able to work as "peers" and be perceived as a team player."
"The Singaporean people are very hungry to learn from experts. They rarely challenge experts, but sometimes bring up concerns about their teachings and their different way of life. What I found worked well for me was to let them know that I was there to help them learn and build skills. I was not there to be a superior, but a helper. Accountability for them and for me was established and understood up front. My job was to equip them with the knowledge and skills, while theirs was to continue applying the skills and training that would improve their business results."
Turkey: Understated Accomplishments
"Your resume in Turkey should include your educational as well as professional experience, and should note all degrees that you hold. In your resume, avoid using the results-oriented style preferred by many U.S. companies. Instead, list your academic and professional experiences factually with a neutral tone. Similarly, if you receive a resume from your Turkish counterpart, it is likely that it will understate his/her accomplishments. Be aware also that you are likely to receive an evasive answer if you directly question a Turkish counterpart about his/her background, at least until you have developed a relationship."
Spain: Social Networks & Trust
"Personal contacts are essential for business success in Spain. No one will deal with an outsider unless someone trustworthy has vouched for him/her. One of the reasons for this is that it is very hard in Spain to tell whether someone can be trusted or not, or whether someone is competent or not based purely on their credentials or on how the present themselves. All Spanish people I have met know how to present themselves well. Every businessperson will have the right physical style, a great looking business card and brochure, good educational credentials, etc. However none of this necessarily means that the person can be trusted. This is why it is so important to have people in your social network who can vouch for you and lobby for you. It is also why you need to choose your friends carefully and why you need to also live up to the expectations that you present. If you do bad work with a client who you were referred to by one of your network, you are also putting your friendship with that person as well as his professional credibility on the line. In short, networks of social contacts can make or break you in the Spanish market and part of one's professional responsibility will be to establish these personal networks and be loyal and honest to them."
Philippines: Break Time Conversations
"Filipinos typically eat many small meals daily. They usually break for 'merienda' mid-morning and mid-afternoon. This is a great opportunity for the Western manager to build relationships with employees, as the conversation during these snack times is relaxed and personal. As most Western managers do not participate in merienda, the employees will particularly appreciate you taking the time to join them.
Germany: Directness
"My experience has taught me that the Germans are very direct people. Those who spend too much time trying to build relationships end up not being trusted. Third party introductions are important for building credibility, but you are still measured according to your own actions. It is very difficult to build deep relationships in Germany, but this does not affect your ability to do business."
Puerto Rico: Holiday Customs
"Christmas is taken very seriously in Puerto Rico. One day during the holiday season, a foreign manager was on a conference call. Traditional carolers and well-wishers came to his office door to sing and play, an established local tradition called Parrandas. Some of the revelers were his employees. The manager was furious at this disruption and had his Puerto Rican assistant shoo them away. The effect was immediate. The singers were terribly offended, and the manager's rapport with his employees was irreparably compromised."
Add Your Own Experience!
If you are a current user of GlobeSmart and have your own comment to contribute, please click on the "Add Your Experience" icon that can be found at the bottom of most content sections in the web tool and share your advice with us. Or, contribute your experience to us right now regarding an important business destination of your choice by clicking on the icon below.
The first twenty-five users whose comments are selected for addition to the GlobeSmart webtool will receive a free copy of Working GlobeSmart: 12 Key Skills for Doing Business Across Borders, a publication by Dr. Ernest Gundling, Managing Director of Meridian Resources. |
