Articles

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Language and Cultural Training for Doing Business Abroad
Published in USA and Europe in Business
January 1998

Getting the Best Value from Language Training Programmes
Published in Croner Training and Development Briefing
August 1999

Making the Right Language Connection
Receptionist, PA, and Help- Desk Training
April 1999

Respect Your Customer's Language and Culture
Published in Export Briefing
February 1999

Babel To Reward Language Success At HRD 2002
Press Release
15th April 2002

Cashing in on Culture
Article
June 2006

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Doing Business Abroad -

The need to consider Language and Cultural training
By Sue Curry, Managing Director, Babel Language and Cultural Consultants

 

In the dynamic business climate of the 1990’s, competition is increasingly global in virtually all markets and industries. The economic shift during the last generation towards a predominance of service based businesses has also altered the balance towards a greater mobility of the new, knowledge-based workforce.

In order to survive, we find ourselves under pressure to produce and sell our goods or services internationally, often far away from our own country’s Headquarters. This leads to extensive travelling, accepting temporary overseas assignments, establishing international branch offices or forming alliances or joint ventures with locally-based companies.

In the face of such changes, there is also a growing trend for organisations to restructure their activities from autonomous geographic units to product management across national barriers and from static corporations to highly mobile project teams.

Whatever the situation, it also means that we are all increasingly working with people from other cultures, whether they are peers, subordinates, suppliers or JV partners. This situation is likely to increase too as the rapidly developing countries learn they must also market their goods world-wide in order to compete.

However, executives who can truly manage and negotiate across international borders are few and far between. It is this shortage of experience that has lead companies to recognise that they must nurture their people’s skills through comprehensive, international training and development. The aim being for executives to secure a successful deal ahead of the competition or to achieve a sound adjustment to a new, foreign post.

Such training cannot be a quick fix either, but must continue over an executive’s entire career, tailored to his or her specific needs and career path. Where training is provided by organisations, it generally consists of Language Coaching, Cultural Education and Briefings.

The type and extent of training provided depends very much on the organisation. I often find it depends on just how typical working abroad is to the organisation. Where we work with organisations that have been working overseas for many years, it seems that international adaptability is often taken for granted. Executives are simply expected to take an overseas posting once or several times in their careers and familiarity with the local way of working goes without saying.

However, all too often these executives rely on piecemeal language courses, videos or cassettes and last minute airport bookshop purchases to assist them. In speaking with these candidates, we find that practical knowledge is lacking that would ensure that they are aware of important and sensitivities issues of the new culture.

The same concerns are raised time and time again ranging from the business operational level to the personal confidence level, most common being: how are greetings made? How are decisions taken and communicated? How does one avoid misunderstandings? How much importance is given to timeliness? What should I wear? How is status measured? How do I deal with ethical differences? For anyone who has made the wrong call on any of these, the impact can often be significant.

Differences of approach in the Far East and Europe

I am sure that this publication’s readership would be fascinated to read of the cultural differences that exist in two of the world’s richest markets, Europe and the Far East. However, in an article of this size it is only possible to highlight a number of well cited examples that illustrate the point of avoiding potential pitfalls:-

• Westerners and Japanese do not share the same communication conventions. While listening, the Japanese will say ‘yes’ or ‘I understand’, when they may mean ‘no’. They don’t like to offend by showing open disagreement or refusal.

• In China, it is wise to be extremely respectful at all times. When negotiating demonstrate patience and open discussions with just the general principles of mutual interest. It is fatal to try to rush Orientals - they dislike the American eagerness to sign a contract.

• In Thailand, the work ethic is less admired than in China - Buddhism and acceptance of one’s karma makes it somewhat superficial. For them, work must include fun, otherwise it will be shunned.

• The Koreans show greater readiness to sign western contracts than many other Asians. Whilst they attach greater importance to the preservation of ‘face’, they are sometimes described as the ‘roughest’ of the Asians.

• Humour is not only acceptable, but important in UK business. Outsiders may be shocked at the personal remarks that pepper conversations however friendly or amusing and regard them as rude.

• The French have a large degree of logic, which means they will rarely compromise in negotiations unless their logic has been defeated. This makes them look stubborn in the eyes of the ‘give and take’ Americans and British. 

• Whilst Germans display hospitality towards their overseas partners there is little socialising amongst colleagues after work, particularly between different ranks. Enjoying a snatched sandwich with one’s boss would be thought inappropriate.

• Italians are extremely friendly and display loyalty in their personal and working relationships. When negotiating they are talkative, certainly less direct than North Europeans, so adequate time and an amount of patience is required during discussions.

As the French say "vive la difference", but ignore it at your peril as these few examples illustrate! 

Advantages of knowing the "facts"

Here in the UK, the extent to which British business is hampered by poor language skills has been revealed in several, recent studies. In a European Business Survey by the management consultants, Grant Thornton, it was revealed that only 38% of British companies had an executive able to negotiate in another language. By contrast, 90% of businesses in Belgium, the Netherlands, Luxembourg and Greece had someone negotiating in a second language, while 49% of German firms had executives able to work in three languages or more.

The success of the English language is undoubtedly one factor which has made British executives so complacent. According to a recent article in Human Resources magazine, the world has about 5600 million people speaking 5000 languages, of which 138 are spoken by more than a million people. Chinese is the mother tongue of 1000 million people, about the same as the total number who speak English as a first, second and foreign language.

I highlight this because both China and Europe are the two areas most likely to have the greatest growth potential over the next decade although in both regions English is still little used.

It’s little wonder then that a Harvard/Amrop International survey recently concluded that of nearly 1,000 senior executives world-wide, 94% felt that the development of international skills was of "vital future importance" to their company. "Early identification and development of global executives is the only way we’re going to be able to compete in the future".

Conclusions to be drawn from this are that the successful global manager is one who is fully aware of the ‘karma’ of the Buddhist client or appreciates a Frenchman’s logical arguments. He or she will be able to negotiate using the tongue of the buyer and will win against competitors. Failure to invest in training for even the basic skills in international business will ultimately prove expensive for organisations when their expatriates return home early, or negotiations break down due to cultural ignorance and insensitivity. However, where successful, it is profitable both in terms of immediate results and also goodwill in the future.

Bibliography:

Hickson, David J and Pugh, Derek S. 1985. Management Worldwide

Lewis, Richard D. 1996. When Cultures Collide

Moynihan, Michael. 1993. Global Manager

Scofield, Philip. March/April 1996. Human Resources

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Getting the best value from Language Training programmes -

By Sue Hyde, Language Coaching Manager, Babel Language and Cultural Consultants

As we approach the New Millennium, business competition is global in virtually all markets and industries. Whatever your work situation, whether producing or selling goods and services internationally, or helping local ethnic groups in the public sector, it also means that you are likely to be working with people from other cultures.

For this reason, more companies than ever are taking the plunge and setting up in-house language training programmes for their staff. However, if as a Training Manager, you face varying pressures on the expenditure of your budget, how can you be sure that those undertaking a business language course are enjoying the full benefit of this investment. After all, their language training is likely to be taking a small chunk out of their working work, and can, and should in most cases, last at least a year. Furthermore, how can you ensure that commitment and motivation levels by the learners will be maintained throughout the programme - particularly if they have a hectic working schedule?

Although it is virtually impossible to provide a set formula for success in language training, through this article I hope to share with you some examples of our creative approach, which I believe will undoubtedly go some way to increasing the value of your programmes.

Maintaining motivation levels

Ensure that at the beginning of the course, your language providers and learners draw up a plan of measurable goals to be achieved by a certain time. A target may simply be getting through to a foreign colleague or client on the telephone without using English or sending an e-mail message. Once accomplished, each achievement can then be ticked off. Setting small realistic personal goals helps to maintain motivation levels and to instil a sense of responsibility in one’s learning process, whereas over ambitious goals and high expectations at an early stage can lead to de-motivation.

Determine how sensitive your language providers are to how much private time can be devoted by the learner to self-study - given the difficulty in fitting a language course into a hectic schedule. However, remember that even with the best teacher, materials and facilities available, ultimately a degree of personal, quality time must be allocated to self study in order for the language to become internalised and meaningful. Home study does not have to be restricted to work set by the teacher as the learner can supplement the course with CD-ROM, audio and video-cassettes, the Internet or magazines or newspapers. However, the learner should consult the language coach on how best to exploit these resources as part of the learning to learn process.

Ensuring commitment to the course

Consider making it a policy to take one of the public examinations available for business languages such as LCCI or OCR (Oxford, Cambridge and RSA). This acts as a means for the company of gauging the success of the course and the learner’s commitment. It also provides an extra incentive for the individual as far as professional development is concerned.

When faced with having to reconcile regularly using company time, consider whether sessions can overlap half staff time and half company time, e.g. starting the session before work begins in the morning. (This time of the day is recommended, as learners tend to be more alert and ready to absorb the subjects covered. Sessions held during the working day are more likely to be interrupted, missed or lacking in concentration due to the events of a previous meeting etc.).

The reluctant learner

Those showing reluctance to taking a language course should be made aware from the outset that this will be a different learning experience to the generally more controlled, teacher-centred one of the school classroom. The learner should now view the teacher more in the role of coach than teacher.

Determine how much regular discussion on individual progress is made between the language provider and the learners. All courses should have some consultation and re-negotiating on course direction and content and this should be encouraged. Furthermore, learners should realise that a comprehensive business language course not only presents linguistic concepts such as grammar, vocabulary, pronunciation, etc., within the context of work, it also incorporates business and non-business related practical cultural information.

Relevant course content

As far as course content is concerned, one should appreciate that there is no perfect course book since all learners and teachers bring individual approaches, personalities and needs to the language learning process.

However, make sure that your language providers ask for information on your specific requirements and company background at the initial set-up stage. Also provide them with more relevant and useful tailored material throughout the programme, if possible. If your language providers are doing their job properly, their teachers should be exploiting sources such as industry journals, foreign TV commercials, forms or other paperwork brought back from their last overseas trip and radio programmes. As well as being useful and relevant, authentic material spices up a course helping to maintain interest and motivation.

Managing work constraints at top management level

Those in senior management positions face an unfortunate dilemma. Invariably they are the members of the company most in need of language skills, and they have the least flexible time in which to arrange a language course. One solution is to book short, regular telephone or e-mail sessions to ensure continuity. Alternatively, ask your language providers to arrange an intensive day with the language coach when there are breaks in the busy schedule or even at the weekend. This is also an excellent opportunity for revision and to benefit from quality learning time, particularly if the venue is away from the usual office interruptions.

If your Director misses language sessions due to frequent overseas trips to the relevant country, remember this is not only an obvious chance for real language practice, but also allows for great exposure to natural language from the hotel room TV, street billboards, in taxis, etc. Any language or cultural issues arising during a trip should be noted so that they can be discussed and practised with the language coach on return.

Finally, above all else remember that it is the responsibility of your language providers to ensure that the learners enjoy their training since this is the key to learning a language. This can be achieved in a variety of low-cost and fun ways. In our experience, themed' days, a cultural-quiz in the office over, say, a Spanish lunch of tapas; a day-trip to France; recognition of exam success in an internal newsletter and even a long-weekend away as a prize for the most outstanding learner - have all done marvels for motivation!

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PRESS RELEASE: April 1999

MAKING THE RIGHT LANGUAGE CONNECTIONS

A recent survey revealed that 75% of incoming foreign calls to a sample of London-based companies were lost at the switchboard through incomprehension. This presents a serious barrier to companies with global aspirations. Such action may result in lost new business enquiries or damage to existing client relationships.

Babel Language and Cultural Consultants are launching a new training programme for some of the most valuable members of any team. "Until now, language training in the UK has generally been limited to managers," says Sue Curry, Babel's Managing Director. "This overlooks the role of front-line personnel such as PAs, receptionists, and help-desk staff, who are likely to speak with people from other countries on a regular basis. With the increasing globalisation of markets, it is crucial that the language skills of these players are improved".

Babel's two-day programme is focused on foreign language telephone skills. It will cover everyday functions such as making calls and getting through to the right person; taking and leaving messages; and arranging international conferences and business travel. The programmes are delivered at a variety of levels, from near beginners to advanced. Each is designed to meet the participants' specific requirements, with vocabulary and role-play situations relevant to their working needs. Cultural differences likely to cause misunderstandings in communication will also be examined. These include degrees of formality and correct forms of address, compliments and making complaints. For example, knowing that for German clients it is important to use their titles (eg. Herr, Frau, etc) and professional titles (eg. Doctor, Professor, etc) during a conversation and not informally use their first name makes a great difference.

"In the UK, we still prefer to hide our linguistic deficiencies behind the old adage that most foreigners speak English. The simple fact is that many do not", says Sue Curry. "It is also true, the best way to enhance your relationship with foreign companies, is for your staff to speak their language".

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Respect Your Customer's Language and Culture

By Sue Curry, Managing Director
Babel Language and Cultural Consultants

A business trip in Europe can take today's executive from Madrid to Moscow with stops in Paris, Berlin, Warsaw and Minsk. When faced with the complexities of six distinct cultures and languages, it is not surprising if one feels overwhelmed.

It is this situation which has led many executives to recognise that they must develop their skills through training and support. The aim being to secure a successful deal ahead of the unprepared competition.

Training through Babel now includes generic cross-cultural programmes which enable delegates to learn how cultures think, behave and work world-wide; international negotiation skills training; and specific country briefings. Additionally, language training can be delivered at your desk, at whatever time you require, for individuals or small groups.

The benefit of such training is immeasurable as failure to invest in even the most basic of international skills can prove expensive if executives return home early after negotiations have broken down due to cultural ignorance or insensitivity.

Even if you are just the other side of the Channel, it is important to remember that business negotiations in France may take longer than those in the UK. The French apply reason and logic to negotiations and want to debate matters. Decisions often follow lengthy deliberations so trying a 'hard sell' may lose you a client. Elsewhere, say in Greece, it is customary to 'pass' time and not to 'use' it. Greeks may not be prompt in keeping appointments and would rather not set a specific length of time for a meeting.

But what about those executives from small companies where training is just too expensive? For these people, there are a number of low-cost excellent reference guides and web-sites now in existence. Books of note include the "Doing Business In" series, the "Lonely Planet Guides" and the "Culture Shock" series.

Remember that you cannot prepare for every situation, but you can and should keep the following in mind:

Be Formal

It's preferable to remain more polite and formal in another culture than you would in your own. We suggest you remain formal until you are invited to be more familiar.

Remain Patient

You will not always be received on time as some cultures have an entirely different view of time. Don't allow your impatience to cause you and your host stress. Remember, some cultures will want to take time to get to know you before proceeding with business, so don't be offended by seemingly meaningless conversations.

Demonstrate Respect

Take time to learn how to pronounce names and tiles correctly

Learn a little of the language, even just greetings and simple exchanges will be well received

Have your primary documents translated by experts

Research the culture's customs to gift-giving

Never criticise someone in public, it may cause someone to lose face

Dress conservatively, better safe than sorry!

Accept and provide appropriate hospitality. Check local customs in relation to alcohol and appropriate foods.

Prepare beforehand and seek clarification

Try to read as much as you can before you make your visit and where possible check your understanding with other nationals.

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Babel Rewards Language Success

Last year, Babel launched an annual national language competition that culminated in an Awards Ceremony at the 2002 HRD Exhibition.

The aim of the competition was to reward outstanding performance of delegates who are learning a language with Babel. Learners drawn from over 200 of Babel's blue-chip clients took part.

There was two Awards open to Babel's UK-based clients: 'Individual' and 'Group'. The winners had to identify a clear link between their language learning and either overcoming a language barrier or improving performance with their international colleagues or clients.

The winner of the 'Individual' award was Roger Hawkins of AGM Risk Claims, Axa Corporate Solutions based in Ipswich and the 'Group' winners were Andrew Ellingworth, Paul King, Anthony Hynes and Andy Hindle of the London office of Citex, international facilities managers.

"The motivation behind the scheme was for us formally to acknowledge the large number of our clients who recognise that the best way to enhance relationships with their foreign clients and colleagues is for their staff to speak their language." explains Sue Curry, Babel's Managing Director. "In the UK, we still prefer to hide our linguistic deficiencies behind the old adage that most foreigners speak English. The simple fact is that many do not. We are delighted that our winners have demonstrated real language success for their company".

-ENDS-

For further information on Babel, please telephone either Sue Curry or Sue Hyde at Babel on 020 8295-5877 or visit us on Stand 1084 at HRD.

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CASHING IN ON CULTURE

Ignoring the different cultures and languages involved in worldwide markets can result in missed opportunities and disastrous projects.  Managing the diversity of customers and colleagues can be rewarding – but it’s not easy.  Simple misunderstandings can lead to expensive errors. One such example was presented to us recently at a session with a leading British bank. 

The delegate was the branch manager of a bank which did lots of business with the local Indian population. Relationships between the bank and the Indian community were so good that a leading Indian businessman, who had had many years' support from the bank, invited the branch manager to attend his daughter's wedding. The branch manager politely declined the invitation, only to find that in the following months he lost the family's account, together with those of many more Indian businesses.

By refusing the invitation, the manager had insulted not only a client and his daughter but also the rest of the community. Ironically, the branch manager said that he had not attended because he was afraid of making a mistake. 

Our files are littered with similar, alarming examples from companies who have exported their products into different markets with little consideration for cultural and linguistic differences.  To succeed in global business, you must accept that there are fundamental differences between cultures and then consider how best to benefit from these.  We propose that you ‘ARM’ yourself and by this we mean there are three essential steps to take:

Awareness is the first step.  Increase your awareness through reading, training, internet research and asking questions.  Subscribe to Babel’s free country briefings (mail@babelgroup.co.uk).  Learn the language to demonstrate your commitment to the market and to build close business relationships. 

Respecting other cultures is the second step.  This takes a lot of understanding, good active listening and discussion with partners who can express their (possibly sub-conscious) views. 

Managing interactions with different cultures is the last and most difficult step.  Avoiding mistakes is certainly a good thing but a defensive method.  A higher level of management involves testing out new approaches through exploring different values and attitudes.

Once an organisation takes these steps, it will more effective in tackling the challenges presented by its customers.   As an example, the kind of relationship needed to deal with an American is different from that required to an Italian customer.  In the former case, first names are used, even by people who do not know each other and, as long as the price is right and the product good, a deal can be quickly struck because “time is money”.

An Italian customer requires more relationship-building, surnames are used and time needs to be taken, until the customer likes you enough to buy your product.

Likewise, selling via the internet is easier within certain cultures, e.g. the US, UK and Germany, than in countries like France, Italy and Spain, which prefer face-to-face dealings and more relationships. This has nothing to do with being technophobic, indeed the latter countries are highly technophilic when it comes to mobile phones because they appeal to their love of the spoken word.

You cannot prepare for every situation, but you can and should keep the following in mind:

Be Formal
It's preferable to remain more polite and formal in another culture than you would in your own.   Remain formal until you are invited to be more familiar.

Remain Patient
You will not always be received on time.   Don't allow your impatience to cause stress. Some cultures will need to take time to get to know you before proceeding with business.  Don't be offended by seemingly meaningless conversations.

Demonstrate Respect
Learn how to pronounce names and titles correctly
Learn the language, even just greetings and simple exchanges will be well received
Have your documents translated by experts
Research the customs relating to gift-giving
Never criticise someone in public, it may cause lose of face
Dress conservatively
Accept and provide appropriate hospitality.    Check local customs in relation to alcohol and appropriate foods.

Prepare beforehand and seek clarification
Read as much as you can before your visit and where possible check your understanding with other nationals.