Encyclopedia of Leadership

HOW TO USE THIS LEADERSHIP TOOL

“But if you cross over the sea,

Instead of over the way

You may end by looking on WE

As only a sort of THEY!”

—Rudyard Kipling

The most common reason why leaders make cross-cultural gaffes is that they are not aware of

their own cultural or organizational norms. If you are faced with behavior that you find

strange or that you or your workgroup find annoying, before talking to the individual, try to

figure out where you yourself are coming from. What is it that you value in this situation, and

that the offending person should be doing differently? Most commonly, this is expressed as

annoyance, as in, “What is wrong with Pat? The meeting notice clearly stated that we begin at

3 p.m.!”

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Here is but one of many possible applications for this tool—as a process for coaching a new

employee on the culture of your workgroup.

Step 1:With a specific situation and person in mind, complete all three columns.

258 SECTION 8 TOOLS FORCOMMUNICATION

• Getting down to work
  immediately, without much
  personal talk.


• Life and personal status are often
  defined by one’s work.


• Being punctual for work, meetings,
  and back from lunch.


• Being organized; bringing paper,
  pen, and relevant materials to
  meetings.


• Earning respect by working hard,
  contributing to business results,
  and showing personal integrity.
  
  
  • Spending a lot of time building
    rapport. Working long hours and
    producing results are highly
    valued. Talking to get to know the
    other person is not.
  
  
  • Using work time for personal
    purposes is not okay.
  
  
  • Being late for anything at work is
    not okay, especially if new to a
    workgroup or in a junior position
    relative to other group members.
  
  
  • Looking disorganized.
  
  
  • Talking off the top of your head or
    speaking out of order at a meeting
    (especially if in a junior position).
  
  
  • Resting on your laurels, be this
    reputation, qualifications, breed-
    ing, inherited wealth, etc.
    
    
    • Many cultures view daily greetings
      and meetings almost with
      reverence, as an opportunity to
      connect with a colleague or
      acquaintance and to relate how life
      is going for both of them.
    
    
    • In many cultures, the concept of
      time is flexible and not considered
      a big deal.
    
    
    • In many cultures, spontaneity is
      highly valued and is seen as a
      positive sign of immediate interest.
    
    
    • Many societies are person-based, so
      qualifications, family, etc. lend
      credibility.
    
    
    
    
  
  
  
  

(e.g., lowering eyes when spoken to)

Summarize the Describe which value of What cultural value might

inappropriate or offensive yours (or your workgroup) be guiding this individual’s

behavior. is being violated. behavior?