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Who’s The Barbarian?

November 2, 2021 — Leave a comment
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Both the ancient Romans and Greeks called all foreigners “Barbarians”. The North Africans call their mountain people “Berbers”, Arabic for Barbar. The Europeans, until the late 19th century, called everything in North Africa “Barbaria”. The word “barbarian” refers to the uncultured, or those with unrefined communication skills – both explicit and implicit. The way we express ourselves is predetermined by our differing cultures (even if we often do speak the same language).

How we communicate ultimately determines how we are viewed as global leaders. Damaging miscommunications can (and do) happen frequently when working across cultures, but they can be avoided if we apply some cultural intelligence to our diverse interactions – in particular understanding the differences between high and low context communications and leveraging both for personal and organizational gain.

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Past.Present. Future.

October 26, 2021 — Leave a comment

Given the worlds extensive history and diverse variety, it is interesting how many common concepts, such as time, are rooted so firmly in a similar manner in very different societies. What is commonly not recognized is that each culture has its own notion of these concepts that are present across all cultures.   The general concept of time is very clear, however context and value vary widely. Because a person’s perception of time influences the way s/he understands time and behaves in respect to it, we ultimately have diverse views of time that are reflected in culture.

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In today’s competitive environment most of us work across borders of one kind or another, but for me it is at the core of what I do… who I am.

The reality is that we live in a global economy – with instantaneous communication, online connectivity, unlimited tools, and the ability to see and interact with people on the other side of the world. You have to pause and ask yourself – how hard can it be to interact successfully with supervisors, subordinates, suppliers, customers, and/or partners from around the world? As it turns out, a whole lot harder than it looks…

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From personal experience, I can tell you that helping people accelerate as effective leaders in a global economy is complex… and critically important. Continue Reading…

Every organization is comprised of people with different worldviews. It is inescapable – recent statistics indicate upwards of 90% of business’ have a culturally diverse workforce. What does this mean for you as a leader? It means… You Can Run, But You Cannot Hide. It means… if you want to succeed, Cultural Integration should become a critical component of your business strategy.

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We all have different worldviews based on our various life experiences. In today’s business environment, bringing people from different backgrounds together and appreciating the diversity of viewpoints and perspectives in a cohesive way becomes very complex. Cultural Integration is really, in its simplest form, about bringing those diverse people together to leverage the unique strengths of the individual parts to create a stronger, more competitive whole.

So what can you do to build Cultural Integration into your organization?

Both the ancient Romans and Greeks called all foreigners “Barbarians”. The North Africans call their mountain people “Berbers”, Arabic for Barbar. The Europeans, until the late 19th century, called everything in North Africa “Barbaria”. The word “barbarian” refers to the uncultured, or those with unrefined communication skills – both explicit and implicit. The way we express ourselves is predetermined by our differing cultures (even if we often do speak the same language). How we communicate ultimately determines how we are viewed as global leaders. Damaging miscommunications can (and do) happen frequently when working across cultures, but they can be avoided if we apply some cultural intelligence to our diverse interactions – in particular, understanding the differences between high and low context communications and leveraging both for personal and organizational gain.

High Context cultures communicate meaning not only with words, but with voice, tone, body language, facial expressions, eye contact, speech patterns, and the use of silence. Words play a relatively small part in the overall meaning of the communication, and the context conveys the bulk of the information. People in high-context cultures, such as Asia and South America, tend to take time getting to know one another, providing for an understanding of the broader context of a conversation. This results in knowledge of what to expect, what signals to look for, and how to interpret subtle signs or expressions – fewer words need to be said.

Low Context cultures are expecting explicit communications. People want detailed background information before making a decision, however they are generally unaware of subtle nonverbal signals going on around them. Documents and contracts are not taken seriously unless written or signed – details must be provided. For example, in the United States and Germany (both low-context cultures), contracts with numerous explicit clauses are a normal way to conduct business and the written word is taken quite literally. In low-context cultures, expect detailed documentation – thorough job descriptions, detailed accounting, and lengthy business planning documents. The devil is in the detail.

When communications become challenging, it can be tempting to access your “barbarian-reflex”, especially when messaging becomes unclear. But, as you can imagine, it is completely ineffective to view your colleagues, staff, or even clients as “foreign” or “unrefined” simply because they do not communicate as you do. If you are motivated to communicate effectively on a global, multi-cultural level, you will need to invest in building trust – the more you come to know someone, the less you tend to look upon him or her as a “barbarian”.

If your purpose is to ensure your colleagues and staff reliably implement to your specifications across the globe, the strategy you choose will vary depending on the cultural orientations you are working across. In those high-context cultures, your strategy will need to be relationship and trust based and may not be explicit – more soft-skills based and time intensive.  In low-context cultures the purpose of communication is to transfer information and your strategy will need to be explicit, efficient, and detailed in order to ensure the correct implementation. A sound strategic approach that is rooted in cultural orientation will be imperative to your overall success in the global organization.

As a global leader, everything you do conveys a message. Leveraging high-context and low-context cultures means relying on both implicit and explicit communication – carefully ensuring that what you say (low-context) is always mirrored by what you do (high-context). When there is alignment, you automatically build trust across all cultures  and your strategic approach becomes less diverse by nature – your message becomes stronger, and you can more readily achieve your global organizational goals, exceeding everyone’s expectations.

Please feel free to contact me at Sheri.Mackey@LuminosityGlobal.com or by visiting our website atwww.LuminosityGlobal.com. Be sure and check in next Thursday as we begin a series on Leadership Lessons From Around The World!

Globalization and rapidly changing technology continue to sweep the world. Organizations working across international and cultural boundaries face significant challenges as they seek to reach and maintain market leadership – however, inherent in those challenges are often unrealized opportunities. One such opportunity, Multicultural teams, offers a wealth of leverage to the discerning global leader. Our research repeatedly identifies the following advantages when multicultural teams are leveraged effectively:

–       Global economies of scale and scope are realized

–       Effective global learning & knowledge transfer takes place

–       Global strategic capabilities are enhanced

–       More innovative products and services are developed

–       Better understanding of customers across multiple geographies is achieved

–       Strong cultural intelligence fostering competitive advantage is accomplished

In today’s complex global marketplace, success depends on a company’s ability to work effectively across different geographical locations and cultures in order to drive innovation and capture market share. Leaders must go beyond motivating people from very different cultural backgrounds, experiences and leadership styles – they must create an environment that facilitates multicultural teams to collaborate effectively across boundaries and borders. There is simply no better better way to understand and strategically exploit the global marketplace.

The truth is that most organizations under-utilize their multicultural teams as strategic assets. When properly developed, such teams contribute significantly to the growth and success of the organization and to its bottom line. In fact, multicultural teams are one of the most consistent sources of competitive advantage for any organization who deploys them – they are effectively the bridge between the workplace and the marketplace.

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