HOANG NGHIEP TRAINING

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• HOANG NGHIEP TRAINING
  CONSULTING COMPANY

COMMUNICATION SKILLS COMMUNICATING
INTERNATIONALLYBy Kellie Fowler
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Introduction

• With more and more companies globalizing,
  employees in various international locations now
  have day-to-day communications with each other.
  Given different cultural contexts, this brings
  new communication challenges to the workplace.
• Even when these employees speak the same language
  (for instance, correspondences between
  English-speakers in the U.S. and English-speakers
  in the UK), there are some cultural differences
  that should be considered in an effort to
  optimize communications between the two parties.

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• In such cases, effective communication strategy
  begins with the understanding that the sender of
  the message and the receiver of the message are
  from different cultures and backgrounds. Of
  course, this introduces a certain amount of
  uncertainty, making communications even more
  complex.
• Without getting into cultures and sub-cultures,
  it is perhaps most important to realize that a
  basic understanding of cultural diversity is the
  key to effective cross-cultural communications.
  Without intently studying the individual cultures
  and languages, we must all learn how to better
  communicate with individuals and groups whose
  first language, or language of choice, does not
  match our own.

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• Learning the basics about culture and at least
  something about the language of communication in
  the host country are necessary. This is necessary
  even for the basic level of understanding
  required to engage in appropriate greetings and
  physical contact, which can be a tricky area
  inter-culturally. For instance, kissing a
  business associate is not considered an
  appropriate business practice in the U.S, but in
  Paris, one peck on each cheek is an acceptable
  greeting. And, the handshake that is widely
  accepted in the U.S. is not recognized in all
  other cultures.
•  
• While many companies now offer training in the
  different cultures where the company conducts
  business, it is important that employees being
  thrust into communicating across cultures
  practice patience and work on their own to
  increase their knowledge and understanding of the
  different culture. This requires the ability to
  see that a persons own behaviors and reactions
  are oftentimes culturally driven.

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Cross-Cultural Leadership

• Few successful businesses now work with people
  from only one culture. At the shallowest level,
  most Western businesses (even those based in one
  location) employ people from many cultural
  backgrounds. At a deeper level, the impact of
  globalization and cost differences between
  regions means that many companies either
  outsource parts of their business or are
  outsourcing partners for other businesses.
• Because of this, leaders in the 21st Century
  need to be adept at managing people of different
  cultures. They need to be able to grasp the
  essence of each culture quickly, because culture
  is so important in shaping customer or employee
  behavior.

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• And leaders must learn to shape culture (at least
  that in their own organizations) so that it is
  positive, and aligned with the direction the
  organization is taking.
• To do any less means that they will fail to get
  the best from the individuals with whom they
  work, and will not be able to draw on the
  strengths that different cultures offer.
• Culture operates at different levels. At one
  level, individuals are shaped by their ethnic,
  racial, religious and national backgrounds. At
  another, they are influenced by the standards,
  ideals values and experience of their teams. And
  at yet another level, they are shaped by the
  culture of their organization. Culture is complex
  and multi-faceted.

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• However, you can start to understand the
  cultures you are exposed to by looking at the
  following things
• Symbols For an organization, this can mean
  mission statements, logos, uniforms, and so on.
  For an individual, symbols include faith, race,
  and ethnic background. Dress, gestures and
  religious symbols are a few examples of the
  symbols that people in different cultures
  value.
• Role Models Most individuals or teams have their
  own role models who embody their beliefs and
  aspirations. Role models can by mythical or
  legendary figures, or can be parents, friends,
  mentors, or people who are well-known within the
  culture.

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• Common Language As people grow closer and begin
  to identify with one another, they tend to
  develop a common language. Here we can think of
  local dialects, professional jargon, or teenage
  slang.
• Customs and Traditions These are the rites,
  rituals and ceremonies that highlight the things
  that are seen as important. For an organization
  or team, this may include events such as annual
  dinner, an awards night, a visit from the
  Chairman, a Founders Day, or suchlike. For an
  individual, it can be going to religious places,
  attending congregations, or spending time with
  family and friends.
• Core Values Values are central to many
  individuals or organizations existence. They
  determine the way in which things are done, and
  what is viewed as good or bad behavior. Leaders
  must understand peoples values if they are to
  build trust and lead in a way that is truly
  effective.

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• While some of this can take a lifetime to truly
  understand, you can go a long way if you develop
  a level of cultural sensitivity. You may not
  completely understand the culture or how it
  shapes the behavior or attitude of an individual.
  However, if you are sensitive to the fact that
  culture is something team members hold dear to
  themselves, and that differences exist because of
  it, it will help you manage people better.
• And of course, theres a whole range of common
  sense ways that you can learn more about the
  cultures you come across.

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Tips

• Here were talking about cultural sensitivity.
  Sensitivity and management of diversity also
  applies to sex, race, age, disability, and so on.
  
• While were all aware of the ethical reasons
  against discrimination, there are also sound
  practical reasons why prejudice is
  self-defeating.
• Prime among these is the idea of the war for
  talent. Particularly at times when the economy
  is doing well, it can be extremely difficult to
  find and attract well-motivated, highly-skilled
  people. Why would you want to reduce the size of
  the pool you recruit from by applying arbitrary
  restrictions? Why would you want to lose good
  people because you treat them worse than others?
  And why would you want to lose the benefits of
  teams with wide-ranging experience, by
  substituting them with teams with a narrow
  cultural base?

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• And if the economys in a bad state, why would
  you want to mistreat people? While they may put
  up with mistreatment during hard times, theyll
  leave you as soon as the job market picks up.
  Youll lose your team just when you want to start
  taking advantage of new opportunities.

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• HOANG NGHIEP TRAINING CONSULTING COMPANY
• 144 Châu Van Liêm, Qu?n 5,
• TP. H? Chí Minh
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• Email info_at_hoangnghiep.com
  Websitewww.hoangnghiep.com