The British at Work...

Reserved and Repressed or Resourceful and Released?

It is a fascinating challenge to introduce newly-arrived employees from abroad to what they might expect to encounter in the workplace during their stay in Britain. Many have a stereotyped view of the British at work, perhaps based on films or John Cleese training videos. Whilst operating in a wide range of work cultures and environments, they will be in a better position to anticipate and understand the behaviour of their fellow workers if they can appreciate some of the major changes that have taken place here in the last five to ten years.

Change is continuous
The only constant likely to be common to all their employers is continuous change, and a drive towards reduced costs and increased profits to satisfy the stock market. Mergers, takeovers, management buy-outs and flotations will have meant new strategies, restructuring, re-engineering, decentralisation and a variety of performance-enhancing methodologies. These will often have led to downsizing, outsourcing, lean and mean management structures and many new books to describe it all! For some this will have meant genuine empowerment and a release of their skills and inhibitions. For others it will have produced fear, stress and new behavioural patterns, creating new words such as 'presenteeism'.

Winners & losers
Winners in this tough change environment will probably welcome the new arrival from overseas, be keen to learn from them and prepared to develop a real relationship. Losers though could feel threatened and jealous, resulting in obstructive behaviour and thinly disguised anger. New arrivals may be surprised to discover how these fundamental changes in the workplace have affected the famous British reserve, with open expressions of enthusiasm, passion and real anger as employees react to new incentives, environments and continuing pressures. It might be less of a shock to them if they can understand some of these major workplace changes, and also reflect on why so many people apparently dropped their emotional masks after the death of Princess Diana.

Exporting to the USA

Love it, or hate it, the USA should not be ignored. The economy is larger than the whole of Western Europe. Individual states have economies larger than many countries. California equates to the UK or Italian economy in size. New York State equates to China and Brazil.
Since 1948, the USA has been one of our top five export markets. It is our largest single market for both visible, and invisible exports. The UK and the US is each the largest investor in the other.
The biggest mistakes that new exporters to the USA make are:

• Underestimation of the sheer size of the country.
• Insufficient dedication of adequate management time/resources.
  

To succeed, concentrate management resources to win.
This requires planning and research. It is best to choose one state where there is a potential concentration of business, and then expand in gentle concentric circles. It takes time to enter the most competitive market in the world. Think in terms of ten years and plan for five.

Suggested methodology:

• The home page of the US Small Business Administration (www.sbaonline.gov) gives access to good pro-forma business plans (see Starting, Expanding, Marketing buttons).
• Use the gaps identified as a basis for your research.
• Define your potential target organisation closely.
• Identify the US Trade Association to which they belong. Obtain the directory.
• In which state are the membership concentrated?
• Is there a trade show(s)/convention that the Association sponsors?
• Amongst the associate members, are there candidates for distributorships, or consultants that could provide in-depth industry research?
• Is there a trade press issue that is a gazetteer of the industry?
  

Some useful do's and don'ts:

• Use US legal advisers for your GTS, distributorship, other agreements.
• The US is litigious. Their legal system and language is different.
• Obtain adequate product liability coverage.
• Can you sell your product in seven words? Americans have a short attention span.
• Everyone targets the US. Buyers are only interested in cheaper supply, a better technology, but demand commitment to the market.
• Quote only in US dollars, c.i.f. to their doorstep.
• Metric measurements are alien to most Americans.
• In all communications, avoid English colloquialisms. They will not be understood.
  

To be successful you will need three essentials, the right product, sufficient financial capital and adequate management resources. If you are missing one, my advice is don't attempt the market. If you have them, go for it!

Bob Smeaton is an occasional lecturer at Farnham Castle International Briefing Centre. He is also an Export Promoter, i.e., an external commercial adviser, for the North America desk of Trade Partners UK, the export branch of the Department of Trade and Industry with more than 30 years of direct experience with the USA and Canada including working and living in California, Texas and New York. May 2002.

Learning a new language

I am one of those fortunate people who speaks a foreign language well – English is my native language, but I also speak Russian fluently. People I meet often say, "How clever you must be to speak Russian". But I am almost embarrassed to say that learning Russian was not hard at all. So am I "gifted" at languages? I answer emphatically, "No, I'm not". I did French, German and Latin at school, and my second language at University was Czech. German and Czech are completely alien to me (except where the Czech and Russian overlap, which they do occasionally), and I can struggle through in basic French. I really had a hard time at languages at school, and did not take to Czech at all later on. I will freely admit that my Russian was helped by extensive time in country, although I have also lived in Czech Republic and visited France frequently.

I strongly believe that there is no such thing as "being good at languages". The vast majority of people acquire their first language fairly easily from parents and siblings, and later on at school, and although there are some factors around the written language that cause some problems, the spoken language is learned at an instinctive level – in my view this shows that we have the ability to learn language. Whether we learn a new language as a child, or later on in life as an adult, my belief that there are two overriding factors that influence our success: methodology and motivation.

Motivation

The single most important factor is your desire to learn. Learning purely for academic purposes is hard, because you cannot necessarily see the end result. If however you have an end goal (a successful business negotiation or you cannot shop locally for example) you have a good reason that can inspire you. It is not a surprise that unaccompanied expats often find it much easier to acquire a good standard of the local language – chatting someone up is much easier if you can understand each other, and those who are romantically attached to a native speaker can have an advantage, although, in my experience, the first language you speak to someone tends to be the one you continue in – so if you start speaking English on the first date, you will almost certainly continue speaking English.

Methodology

However motivation is not enough – I have a really important meeting with a Japanese client in three months, huge bonuses await, I've got a Japanese girlfriend, but the language is going nowhere. The second most important element is the way you learn, and there are several parts of that:

Time

You have to make time (not TAKE time, but MAKE time) to devote to study. Language learning requires full concentration, constant repetition and practice, and it is an active skill that you can lose if you don't keep using it. Drip-feed tuition (i.e one or two hour lessons a couple of times a week) is one way to learn, but it is hugely inefficient – you spend a lot of time at the beginning of each lesson revisiting the previous lesson, and unless you are very disciplined in keeping up with the practice between lessons, progress is slow and can be demotivating. Much better, although much harder to fit in to most people's schedules is an intensive course – one-to-one tuition or at most a group of two learners to one tutor is the best way to learn a language, when you have a specific short term goal and can form a great basis for doing a drip-feed course later on. You spend each day practising the skills you have learned at the same time as moving on to the next. There is very little knowledge loss, because you are immersed in the language, and have no other distractions

Teaching

It goes without saying that you need a good teacher with whom you can develop a close rapport. But the style of learning has to suit you as well. A lot of research has been done into learning styles, and language learning is a very personal form of learning that takes you out of your comfort zone, it is essential to take your learning style into account when deciding how you will be taught.

Practice

As mentioned earlier, you need to practice a new language, as much as any new skill. Using a language socially will have much greater benefit that continuing lessons, because you utilise the language you need for communication. In my view teaching of Latin is doomed because one of the first phrases you learn is "Davus servus est" (Davus is a slave). I will never ever ever need that phrase, even if I study old texts. In communicating socially you are talking about thing s you want to talk about and are interested in, but more importantly the focus is on communication not necessarily on grammatical accuracy, and after all that is what language is all about!

 

http://www.intercultural-training.co.uk/language_speak.asp

 

Why is Intercultural Training for expats so important?

Because it is! OK, so I'm expected to say that aren't I? If I was working in the mobile phone industry, I'd probably be saying that you can't live without the newest handset.

But in this case there are serious objective reasons why preparing expats in advance of a move abroad is important. There is plenty of research available, some of it quite recent that gives the return on investment, and the statistics showing that expats who have been prepared are more efficient, settle better, and improve the company's image in the host country – but again, we are in a generation that doesn't tend to believe statistics. I also agree that not all pre-departure training is the same, and that I am speaking with experience of one (and of course in my opinion the best!) provider – Farnham Castle

So let's try and look at some of the issues involved in relocating a family to a new country and how a good pre-departure training session can help.

Culture Shock

"Culture shock is a term used to describe the anxiety and feelings (of surprise, disorientation, confusion, etc.) felt by an individual caused by coming into contact with an entirely different environment, such as a different country. It often relates to the inability to assimilate the new culture, causing difficulty in knowing what is appropriate and what is not. Often this is combined with strong disgust (moral or aesthetical) about certain aspects of the foreign culture. "
en.wikipedia.org/wiki/Culture_shock

Anxiety and stress are suffered by 1 in 5 UK employees (http://www.direct.gov.uk/en/Employment/Employees/HealthAndSafetyAtWork/DG_10026604 ). It is one of the biggest causes of sick leave, and is an element in relationship breakdowns. UK employers are obliged by law to take steps to alleviate workplace stress. Reread the definition of culture shock above – it has much in common with stress, and it is an element of stress that can be removed. The surprise and confusion elements can be almost entirely removed by preparing employees for the different culture they will be encountering. If you know in advance that Brazil is a very hierarchical country and that time is more flexible, then you are not going to be overly concerned that your boss constantly keeps you waiting, and is quite distant. As a Brit I expect to have quite a friendly relationship with my line manager at work, and that if we arrange a meeting for 3pm, s/he will make every effort to be there on time, and won't be late back from lunch.

A genuine example at a very basic level. A Brit was hugely frustrated by his US boss: he had emailed a suggestion to him before an important strategy meeting. He had taken a lot of time and effort into researching figures and predictions, and was confident that, although radical, there was a lot of potential. His US boss emailed back "I think we'll table that proposal". Leaving aside the level of context provided, if you are more used to UK English, you will understand that the Brit was hugely disappointed that his proposal was not even mentioned at the strategy meeting, and in fact in this instance he assumed that his boss had stolen the idea and presented it as his own in a private meeting with senior management. Those more familiar with US English will be astounded that the Brit was so upset – he had been told quite clearly that his proposal had been set aside.

I will freely admit that even the most detailed cultural training programme will not give you a list of every single nuance in vocabulary (in UK English, "to table" means to put something on the agenda; in the US it means to leave off the agenda), however every decent cultural awareness session will help you to question and to look for reasons behind unexpected reactions. The session will show you the essential values of the host culture (i.e whether relationships are more important, what level of detail you are expected to provide in a proposal, fluidity of time etc) and will help you to create a personal and business strategy to cope with the major points of difference.

In any workplace your family life will have an effect on your productivity, and yet when someone is relocated to a foreign country we move the whole family (including partner and children) away from their social support networks, possibly from work and schools and insert them into a completely new environment. Add to that a possible new language as well and you're leaving a partner with no friends, no job and huge difficulty talking to neighbours or even going shopping for essentials. Boredom can become a huge factor and that leads to niggling about all the differences, a constant unfavourable comparison with "back home". More importantly is the availability of a wonderful scapegoat for all the normal problems of life – "this wouldn't have happened if you hadn't taken this job!"

Cultural training not only prepares the family for some of the issues, it can provide you with introductions to expat networks, give you advice on where to find essential items, and much more. However one of the main benefits is that the sponsoring company is showing its willingness to involve the family in the relocation. Possibly for the first time, "trailing spouses" are involved in their partners' careers – the training includes (or should include) elements for the whole family. It also raises some of the issues that will be faced, suggests options for fighting off boredom and can help finding ways of making friends outside the expat community.

 

Any organisation that offers pre-departure training will give you the benefits of it, but in my view you should be asking several evaluating questions:

Do the trainers have personal experience of the country?

Have they recently lived in the country as expats? (Although locals have insider information, living as an expat is VERY different from living as a native)

Does the training cover the practical as well as cultural aspects?

 

One final tip for expats in conclusion:

Even before you arrive in your new country you will probably be planning a return trip home quite quickly, to visit friends and relatives. My advice is to make the trip back to your "home" country the second trip you make. I would always advise going on a short holiday to a third country, preferably one you have never visited before. The reason is fairly simple: when you come back from holiday, you go "home". In order to settle properly in your host country it must feel like home, but if you only visit relatives in your "home" country, going back will in fact will be just "going away" again.

 

Business Culture in the Central Asian States

The former Soviet republics of Central Asia - namely Kazakhstan, Kyrgyzstan, Uzbekistan, Turkmenistan and Tadjikistan - have come a long way in liberalising their economies since becoming independent countries at the start of the 1990s. While for much of the twentieth century, these countries were largely closed-off to trade and commerce with the outside world during their time under central authority directed from Moscow, in the 1990s they have become increasingly open to foreign businessmen.

The massive task of re-constructing their planned Soviet economies to ones based on market institutions, has called for voluminous capital injection into these states and resulted in their governments actively seeking to co-operate with the international business community. Many vital sectors of their economies, including oil and gas, mining, agriculture, telecommunications, power, steel works, and tobacco, have been officially open to foreign businessmen for much of the past decade, resulting in an increasingly cosmopolitan business environment emerging in a number of these countries. While their economies were previously monopolised by government enterprise, they have become highly diversified in recent years, still consisting of many state-owned companies, but also catering to a thriving private sector, numerous foreign investors and representatives of foreign companies, as well as joint-ventures between the foreigners and locals.

However, despite this new-found economic cosmopolitism, doing business in Central Asia's former Soviet republics remains a substantially more challenging experience than one may expect in the mature market economies of Europe, North America and other parts of Asia. In particular, from the perspective of business culture, one should appreciate that these are culturally very different societies to those in which we have developed our business acumen. Much of the population of the Central Asian countries hails from a Muslim civilisation that, while containing many of the personality traits from the Middle Eastern and South Asian Islamic societies, has been absorbed by the social values and the business practices which prevailed under the Soviet Union. The resulting business culture in Central Asia is therefore an interesting hybrid of Soviet formalities and protocol (very similar to that encountered in Russia or Ukraine for example), and Central-Asian Islamic cultural practices - conservative social values, respect for seniority, strong clans and family networks in business, as well as genuine hospitality and often a highly social attitude towards the conduct of business (i.e. relentless wining and dining as a means of developing the business relationship). Or, to put it in other words, a strong blend of the post-Soviet secular modernism mixed with the deeply entrenched cultural traditions of the Central Asian states. The business experience awaiting the foreigner in these countries can therefore be just as rewarding socially, as it can be challenging from the cross-cultural aspects of doing business itself.

In the first encounter with Central Asian business counterparts, one is likely to experience a relatively formal welcome, from either Slav or Asiatic men or women donning Western style business attire, eagerly handing out their business cards (and expecting you to do the same) and generally trying to present themselves as modern corporate citizens. The opening moments of the first encounter are likely to be filled with long-winded comments of welcome from the senior Central Asian business official, giving some background about their enterprise, before coming to the main issues of the their potential business cooperation with the foreign company. They are generally likely to conduct their dialogue in Russian, speaking through a capable English language interpreter. They will then expect you to reciprocate, telling them about your enterprise abroad and about how you can potentially work with them to develop a mutual joint venture, symbiotic for both parties. The officials are just as likely to be women as they may be men, since, despite the region's conservative heritage, urban women are an emancipated (and vital) member of the region's workforce and have been omnipresent in economic life for much of the past century.

It is rather important for the foreign businessman to develop a good relationship with their potential Central Asian partners during this first meeting, as it will set the standard for much of the subsequent meetings to come and will make the locals feel more comfortable in dealing with the visitors. Important points to note for the first encounter are to make the locals feel that they have your respect, particularly by maintaining good eye contact, being open-minded and courteous in the manner you construct business related comments, responding to their humour when necessary and (despite the fact that you are most likely coming from a more advanced country economically) avoiding pompous, or "imperialist", behavior. You will find that the local business population does not like to be talked at, as opposed to engaged in a dialogue between business partners perceived as equals, and promoting such a course of action will quickly lead to a rather burdensome business experience for the foreigner in Central Asia.

There are two further points of business culture to consider in this brief introduction to the topic. The first is that the foreigner should learn to exercise a good degree of patience with the locals. When travelling to countries like Uzbekistan or Turkmenistan for example, one will quickly see that the local workforce and business community has little experience with modern business practices equivalent to those long taken for granted in the advanced market economies. This means that the locals are likely to have far less experience in effectively managing a foreign investor's business that one would generally like. However, given their eagerness to learn, and all round good work ethic, its will be far more effective for the long run to persevere with local employees and show patience, rather than getting frustrated when things don't always go as planned. The other point is that much of the local Muslim population in these countries, is quite emotional in character and, as a workforce, can demand a lot of attention both in and out of the workplace. They may expect you to spend time with them on weekends, meet their families, and take up other offers of their - generally very sincere - hospitality. While this can at times seem exhaustive, it is generally recommended to accept such invitations where possible (despite one's desire to maximise their business input time), particularly if they come from the elderly or from people of seniority in business or society. Such gestures on the part of the foreigner will be taken as a sign of "paying your respect", and are often a vital ingredient in developing a harmonious business relationship in Central Asia.

Marat Terterov was born in Odessa, Ukraine in 1968 and is an Australian citizen resident in the United Kingdom since 1995. He has published a book entitled Doing Business in Kazakhstan and is presently completing similar business titles on Russia, Egypt and the Republic of Georgia. He has substantial experience relevant to business practice in the former Soviet Union, particularly in the Central Asian Republics, having lived and worked in Uzbekistan, Kazakhstan, Kyrgyzstan, as well as in Georgia and the Russian Federation.

Home visits

Great article at http://www.batgung.com/expats-trips-home-from-Hong-Kong#comment-5298

Well worth looking at

"‘We care locally.’
That three-word profundity comes from a weblog written by Joe Posnanski, a sports writer whose work I enjoy.
Joe has just returned to the USA from Japan after covering Japanese baseball’s version of the World Series. He made the comment in reference to the deeply uninterested reactions he received when he tried to convey to his associates the wonders he’d witnessed in Japan. He actually was there to see the unprecedented phenomenon of two pitchers combining to throw a perfect game, and it --
Let’s stop right there: thanks for reading this far, but you don’t really care about Joe, or the Japanese World Series, or what I think about either of them, do you? You didn't follow those links. You’re wishing already that I move on to some more interesting and relevant topic.
Well, that’s just the point: for most of us, our range of interests is relatively narrow, and we’re far more interested in the places we live, or at least have visited, than we are in even the most exotic place we’ve never seen.
This can be an unpleasant lesson for expatriates to learn......"

Full article at http://www.batgung.com/expats-trips-home-from-Hong-Kong#comment-5298

Raise your virtual hand if you know the answer...

This is the brave new world of the integrated global e-economy. Widespread access to the web will solve all our business and learning needs. The fact of the matter is that key decision-makers including, of course, the readers of this article, were educated in a traditional manner and their interpersonal and management skills have come from human experience, not from any virtual world.

The message is that we need to remember the human amongst the glare of technology in this increasingly virtual world. We need to find the right balance between the silicon chip and human behaviour.

At the start and end of every communication and transaction - from a handshake or smile to an email or contract - is a person. That person is a unique creation of their culture and environment and far more sophisticated than any machine or software. That person is our client or partner or manager and we need to make at least as much effort to understand that human being as any technology with which we communicate.

Like it or not, we are in an increasingly borderless world and new cultures and new ways of thinking are coming our way. Today you might work for a national company and tomorrow find yourself part of a multinational group. Your clients and colleagues might be next door today and half way round the world tomorrow. To effectively work with these people from different backgrounds we all need to learn about the cultural psyche that drives these people. What are you going to do to survive?

The answer is to learn, and learn well.

The next logical questions therefore concern where and how to learn? Will new electronic learning replace traditional methods? Does the Internet really offer a better solution than plain old-fashioned hands-on experience? Is the internet some kind of new magic solution that means we can forget that human relations are both essential and hard work?

Let's look at a few answers to these questions.

With its vast content of electronic data, the web seems set to replace face-to-face education and training, we are told. Time will tell, but in the meantime the demand for old-fashioned non-virtual education services, offered by specialist training centres and universities the world over, continues to grow rapidly.

Also, it is hard to deny that using technology to learn is exciting compared with the idea of squeaking chalk on a blackboard and the repetitive chanting of simple mathematical formulae or simply doing some hard work in personal learning and development.

The idea of video conferencing with the latest high speed connection and digital imaging seems much more modern than travelling and sitting down with your business partners.

The internet has allowed humans to get access to data and to enter into discussions and interact without the need to actually meet anyone or make friendships and relationships. I would again draw a cautionary note from the past about such attempts to ignore the hard work needed to build and understand human relations.

What history, wisdom and common sense tell us is that we need a blended learning solution and the potentially vast data from the internet must be supplemented with human interaction. Success with applying factual data about a foreign market comes from a deep understanding of local culture and providing for its needs and wants.

Just the data alone will not make any of us successful. Without interpretation and guidance the mere words alone are not enough. We can all download a recipe from the internet but does that make us master chefs? The human input into the interpretation of some written words and an assembly of ingredients is the difference between haute cuisine and a dog's dinner.

When we think back to earlier years we can all remember an individual such as a teacher, relative, colleague or friend who changed our understanding and shaped our lives as a result. Anyone had this experience from a web page or a CD ROM recently? I doubt it.

We are all the product of a blend of experiences and ideas. The person who has an imbalance in the blend is easy to see. Knowing these basic human realities, who can doubt the need for a human in the key input of education?

Can we risk relying on just a virtual education? Do we want a virtual hug or a virtual family or a virtual customer? No, we all want a real one and that comes from real experience and real learning in a real world with real people.

Real people? Maybe even real foreign people? That sounds like real hard work and expensive to learn. After all, other people are so unlike us. I am sure many of us find the habits of those people in the next street different enough from us and goodness only knows about those from another town or even another country.

Maybe we can all try to save money and effort and hide behind our screens and text messages like sulky teenagers with no social and intercultural skills. Well, there is only one thing more expensive than being trained and prepared, and that is being untrained and unprepared.
Most individuals' experience of business is that people want to do the best they can and have the best they can get.

We know that in the foundation of any success in business there are three key things we need to work at and these are 1) relationships, 2) relationships and 3) relationships. I wonder how we will manage these by the internet?

So should we give up on IT as just a gimmick or fashion accessory? By no means.
We need to find a blend of the new and old and take the best of these to succeed in a global marketplace.

If you can understand all the ideas in this article you owe thanks to many human beings. If you can adopt and implement the suggestions in the article then you can understand and teach and lead other human beings.

That's a real skill and nothing on the web comes close.

Master the technology alone and ignore the person and their culture and you will fail.