A Deeper Look at Cultural Awareness in the Workplace

 Working in Africa taught me the importance of understanding cultural norms. I was managing a Kenyan hotel with 400 international guests over the Christmas holiday. We had arranged it all: fireworks, an African choir to sing carols, and Santa arriving on a camel. Yet, I failed my guests and my team by not bothering to pay attention to cultural nuances. How? Despite my team urgently asking why I hadn’t ordered Christmas Crackers for the dinner, I thought it was no big deal. After all, fireworks are much more impressive, right? Maybe they are impressive, but the cultural importance of Christmas Crackers was more important. And by ignoring the Crackers, I faced hundreds of angry guests, and a disgruntled  team. 

The hospitality business definitely offers a crash course on handling cultural differences with acute sensitivity. It takes background research, listening skills (link), and empathy (link) to successfully host people from other cultures. The traditional business world faces similar situations, where cultural differences can cause a multitude of misunderstandings and frustrations on international teams or on teams with international co-workers.

The Benefits of Workplace Cultural Awareness Extend Beyond “Getting Along”

The benefits of being culturally aware are innumerable, and with the global economy, intercultural teams are becoming the norm. SHRM Foundation reports, “At a very basic level, culturally appropriate communication and nonverbal business etiquette are essential to success in running international teams or engaging in negotiations with foreign firms.”

Being aware of the common differences between cultures increases trust, improves work relationships and streamlines projects. It also improves communication, which is the backbone to any successful team. When coworkers are curious enough about each other to learn about cultural similarities and differences, and treat one another’s differences with respect, the positive effect on engagement is powerful.

A client asked me to speak on cultural awareness, with a focus on their international offices in the United Kingdom, United States, China, India and Sweden. I used Geert Hofstede’s Cultural Dimensions Theory as a framework for building a greater understanding between the different cultures in their organization.

The Cultural Dimensions Theory Gives In-Depth Insight into Cultural Differences

The Cultural Dimensions Theory is a result of social psychologist Geert Hofstede’s six-year worldwide survey of employee values. By surveying 50 countries and three regions, he was able to identify differences in cultures in six primary dimensions. These dimensions address four anthropological problem areas that national societies handle differently. They are:

1.    Ways of coping with reality

2.    Ways of coping with uncertainty

3.    Relationship of the individual with her or his primary group

4.    Emotional implications of having been born as a girl or as a boy

The six dimensions that address these four anthropological problem areas are fascinating once you start researching them. The dimensions are:  

·         Power Distance

·         Uncertainty Avoidance

·         Individualism/Collectivism

·         Masculinity/Femininity

·         Long-/Short-Term Orientation

·         Indulgence/Restraint.

Different cultures were evaluated to determine where they fall on the spectrum, between high and low, of each dimension. Below are the basics of each dimension, and where the United Kingdom, United States, China, India and Sweden fall on the spectrum.

1. Power Distance (PDI)

Cultures that score high on the power distance index accept a hierarchical order in which everybody has a place. Those with low power distance index scores strive to equalize the distribution of power and demand justification for inequalities of power.

Looking at the chart below, we see that the U.S. and the U.K. scored evenly at 40, indicating a low power distance. In the U.K. it is generally believed that inequalities should be minimized, and in the U.S., we like to say, “liberty and justice for all.” China scores high on the power distance index at 80, with India close at 77, meaning inequalities among people are accepted and superior/subordinate relationships are highly polarized. Sweden scores the lowest at 31, where employees are expected to be consulted, control is disliked, and hierarchy is used for convenience only.

2. Individualism versus Collectivism (IDV)

A tendency toward individualism shows a preference for a loosely knit social framework, while a more collectivist culture has a tightly knit framework. An easy way to think of this dimension is “me versus we.”

Our chart shows again a similarity between the U.S. (89) and U.K. (91), both scoring high in individualism. People in the U.K. are highly individual and private; happiness is sought through personal fulfillment. In the U.S., people are expected to look out for themselves and not rely heavily on authority for support. China scores the lowest at 20, making them it a more collectivist society where people act in the interest of the group rather than themselves. India is midrange at 48, both individualistic and collectivist. In India, actions are influenced by opinion of family, neighbors and colleagues. They are generally loyal employees and experience almost familial protection from employers. At 71, Sweden is a more individualistic society, where there is a preference for a loosely knit social framework. Swedish individuals are expected to take care of themselves and immediate family, and the employee/employer contract is based on mutual advantage.

3. Masculinity versus Femininity (MAS)

A more masculine culture has a preference in society for achievement, heroism, assertiveness and material rewards for success, while a more feminine culture prefers cooperation, modesty, caring for the weak and quality of life. This dimension can appear sexist at times.

Both China and the United Kingdom scored highest in this dimension at 66, making them a masculine society. Both cultures are success oriented and goal driven. In China, leisure time is not a priority. India is slightly more feminine as a culture, but still on the masculine side at 56. That can be seen in how there is a visual display of success and power, yet spirituality reigns in people. Sweden is extremely feminine, with a score of five. Work-life balance is very important, as well as consensus.

4. Uncertainty Avoidance Index (UAI)

Scoring high on the uncertainty avoidance index signifies a culture that maintains rigid codes of belief and behavior and is intolerant of unorthodox behavior and ideas. Low scoring societies maintain a more relaxed attitude in which practice counts more than principles. Questions to ask yourself here may be, “How does a particular culture embrace the unexpected or unknown? Are they open to ambiguity?”

None of the countries mentioned in this article scored high on the uncertainty avoidance index. The U.S. scored highest at 46, but maintains that new ideas are generally accepted and having a lot of rules is disliked. Next down is India at 40, where nothing has to be perfect or go as planned. People in India are comfortable with established roles/routines; rules are just in place to be circumvented. The U.K. (30) and Sweden (29) scored closely. In the U.K. they are generally happy to “take things as they come” and are amenable to changing plans as they go along. Hofstede says, “In societies exhibiting low UAI like Sweden, people believe there should be no more rules than are necessary and if they are ambiguous or do not work they should be abandoned or changed. Schedules are flexible, hard work is undertaken when necessary but not for its own sake, precision and punctuality do not come naturally, innovation is not seen as threatening.”

5. Long Term Orientation versus Short Term Normative Orientation (LTO)

Societies that lean toward long-term orientation take a pragmatic approach. They encourage thrift and efforts in modern education as a way to prepare for the future. Short-term normative orientation societies prefer to maintain time-honored traditions and norms while viewing societal change with suspicion.

China scored the highest in this category at 87. Chinese culture is pragmatic and able to adapt traditions. They have a strong desire to save and invest, and the truth is not set in stone, but rather dependent on the situation, context and time.  India and the U.K. both scored 51, and Sweden scored 53, meaning the dominant preference cannot be determined. The U.S. scored relatively low at 26, where businesses measure performance on a short-term basis with quarterly P&L statements. There is also a strong idea of what is “good” and “evil” in the U.S. culture.

6. Indulgence versus Restraint (IND)

More indulgent societies allow relatively free gratification of human drives related to enjoying life and having fun. Societies that lean toward restraint suppress gratification of needs and regulates that by means of strict social norms.

Sweden scored the highest in this dimension at 78, making it a dominantly indulgent culture. They are willing to realize impulses and desires with regard to enjoying life and having fun. They also tend toward optimism, and value leisure time. The U.K. (69) and U.S. (68) scored similarly, indicating a tendency toward indulgence. In the U.S. we like to say, “work hard, play hard, “which is an example of a more indulgent frame of mind. The U.K. tends toward optimism, values leisure time immensely, and is willing to realize impulses and desires. China (24) and India (26) both lean toward restraint, where there is little to no emphasis on leisure.

Hofstede says, “It’s important to remember that cultural dimensions don’t exist in real life. They are only a way of understanding a very complex world. They are a framework for making sense of differences. We can use them as long as they are practically meaningful. As such, the dimensions help us understand that what happens in one particular culture does not necessarily happen in another.” Also remember that this theory is about cultural groups and not individuals, who can vary widely from each other despite sharing a culture.

He also points out that the base of all cultural understanding is curiosity. Try to find out different things about your colleagues from a different culture. Geography, music, history and/or literature is a great place to start.

Let’s share experiences. Leave a comment below, send us an email, or find us on Twitter.

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Diversity and Inclusion: Glossary of Terms

 

Diversity is a hot topic right now. Before you dive into diversity and inclusion conversations, it’s important to understand the terms and words you use in these crucial conversations. To help, we’ve provided you with this glossary of terms.

Access

Creating the necessary conditions so that individuals and organizations desiring to, and who are eligible to, use services, facilities, programs and employment opportunities.

Ally

A person of one social identity group who stands up in support of members of another group, typically a member of dominant identity advocating and supporting a marginalized group.

Bias

A prejudice in favor of or against one thing, person, or group compared with another, usually in a way that’s considered to be unfair. Biases may be held by an individual, group, or institution and can have negative or positive consequences.

Unconscious bias is an unconscious implicit association, whether about people, places, or situations, which are often based on mistaken, inaccurate, or incomplete information and include the personal histories we bring to the situation.

Culture

The behaviors, beliefs, values, and symbols that are passed along by communication and imitation.

Disability

A physical, mental or cognitive impairment or condition that requires special accommodations to ensure programmatic and physical access.

Diversity

Psychological, physical, and social differences that occur among any and all individuals; including but not limited to race, color, ethnicity, nationality, religion, socioeconomic status, veteran status, education, marital status, language, age, gender, gender expression, gender identity, sexual orientation, mental or physical ability, genetic information and learning styles. A diverse group, community, or organization is one in which a variety of social and cultural characteristics exist.

Emotional Tax

The combination of being on guard to protect against bias, feeling different at work because of gender, race, and/or ethnicity, and the associated effects on health, well-being, and ability to thrive at work.

Equality

Treating everyone the same way, often while assuming that everyone also starts out on equal footing or with the same opportunities.

Equity

Working toward fair outcomes for people or groups by treating them in ways that address their unique advantages or barriers.

Ethnicity

A social construct which divides people into smaller social groups based on characteristics such as values, behavioral patterns, language, political and economic interests, history, and ancestral geographical base.

Inclusion

The act of creating involvement, environments and empowerment in which any individual or group can be and feel welcomed, respected, supported, and valued to fully participate. An inclusive and welcoming climate with equal access to opportunities and resources embrace differences and offers respect in words and actions for all people.

Intersectionality

The intertwining of social identities such as gender, race, ethnicity, social class, religion, sexual orientation, and/or gender identity, which can result in unique experiences, opportunities, and barriers.

Marginalization 

Treatment of a person, group or concept as insignificant or pervasive and places them outside of the mainstream society.

Micro aggressions

Intentional or unintentional verbal, nonverbal or environmental slights/insults that communicate hostile, derogatory or negative messages to people based upon their marginalized group. Also known as Subtle Acts of Exclusion (SAE).

Multiculturalism

The practice of acknowledging and respecting the various cultures, religions, languages, social equity, races, ethnicities, attitudes, and opinions within an environment.

Neurodiversity

The concept that there is diversity in how people’s brains are wired and work, and that neurological differences should be valued in the same way we value any other human variation.

Power

Ability to control, coerce or influence people based on privilege identities. Power may be positional and provide access to social, political, and economic resources.

Privilege

Any unearned benefit, right or advantage one receives in society by nature of their identities.

Race

A social construct that artificially divides people into distinct groups based on characteristics such as physical appearance, ancestral heritage, cultural affiliation, cultural history, ethnic classification, and the political needs of a society at a given period of time.

Ready to talk about diversity and inclusion? Start by knowing and learning these diversity terms. Then practice, practice, practice. Practice makes conversations substantially more relaxed and less daunting!

Want to learn more about diversity and inclusion? Let’s share experiences. Leave a comment below, send us an email, or find me on Twitter.

References

https://www.catalyst.org/2019/05/30/12-diversity-inclusion-terms-you-need-to-know/

https://uh.edu/cdi/diversity_education/resources/pdf/terms.pdf

https://www.diversityresources.com/diversity-terms/

https://diversity.ucsf.edu/resources/unconscious-bias

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Seven Steps to Resolving Conflict in Crucial Conversations

 

It’s time to talk. Really talk. About the national and global issues that are impacting our changed lives, including Covid-19, civil unrest and returning to work or school. I don’t mean a quick chat; I’m referring to real conversations about tough topics where the stakes are high, the opinions vary and the emotions run strong.

In other words, this is a time for crucial conversations, a concept pioneered by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. We tend to avoid crucial conversations at work. However, it’s important to learn how to handle them productively and positively. So how do we do it? Use the seven steps to creating a successful crucial conversation.

Seven Steps to Creating a Successful Crucial Conversation

1.    Start with the heart

2.    Master your story

3.    Learn to look

4.    Make it safe

5.    State your path

6.    Explore the other’s path

7.    Move to action

1. Start with the heart: During the crucial conversation, start with the heart. Why are you having this conversation? Because you’re angry and want to prove your point? Or because you want to improve your working relationship? Focus on healthy goals like learning, finding the truth, and strengthening relationships.

2. Master your story: When managing crucial conversations, stick to concrete facts and avoid judgements about those facts. Instead of saying, “You’re late, again.”, try saying “This is the 3rd time you’ve been late in 3 weeks. What’s causing these delays?”

3. Learn to look: Look at your role in the situation before accusing the other person. How have you contributed to the problem and how can you improve it?

4. Make it safe: While engaging in crucial conversations, create safety which includes being fully present without distractions and avoiding dangerous phrases, such as “You always do this.” or “You never do that”.

5. State your path: Create an environment where asking for help is encouraged. State how you’d like the issue to be resolved and ask for help in finding that solution. Create an environment where asking for help is encouraged. State how you’d like the issue to be resolved and ask for help in finding that solution.

6. Explore the other’s path: Now it’s time to listen and hear what the other person wants. Looking at the other person’s perspective calms the conversation and helps move the discussion in the right direction.

7. Move to action: Moving to action plays a significant role in crucial conversation. What action steps have you both agreed to and how will you ensure those steps take root?

Three Tips for Successful Crucial Conversations

With practice, a crucial conversation can be simple and bring a positive outcome. Keep these three tips in mind:

1. Adjust your mindset: Gearing up for a crucial conversation can create anxiety. Instead of getting nervous, try to adjust your mindset to be more positive. A crucial conversation goes best when you think of it as a normal conversation in a normal day.

These types of conversations could trigger strained working relationships within the organization. To avoid the painful effect, be compassionate with yourself and the other person. No one is perfect so be gracious with those around you.

2. Listen: Listening actively before responding to the other person can often give you enough time to choose the right words. By doing so, you can address the right issues leading to fruitful conversations.

During the crucial conversation, listen deeply with an open mind. While listening to the other person’s points of view, you will get to know their needs and requirements.

After listening, acknowledge the other’s viewpoint. Expressing interest in understanding the other’s point of view helps clarify the difference between the perspectives.

The best way to listen in a crucial conversation is to keep yourself calm and relaxed. Don’t just rush into things. To keep yourself calm, try to take regular breaths and relax your mind. A relaxed mind helps you refocus, providing the capacity to absorb what the other person is saying.

3. Plan: Planning is an essential aspect of crucial conversations so make sure to understand all the factors related to your crucial conversation. Being prepared in advance helps you hold a simple, clear, balanced and direct conversation. Bringing a few notes is one technique; you could also role play with another colleague before the actual crucial conversation.

Ready to improve your crucial conversation skills? Start by asking for feedback on your ability to handle stressful situations, which will help identify your areas of improvement. Then practice, practice, practice. Practice makes crucial conversations substantially more relaxed and less daunting!

Let’s share experiences. Leave a comment below, send us an email, or find us on Twitter.

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Creating Workplace Culture That Actually Works

 

Workplace culture often seems like some sort of abstract concept. We think, ‘Oh to build a great culture at work, we have to create something that mimics Apple’ or some other hot, tech company. In reality, building a dynamic work culture is much simpler, based on how the organization’s values, attitude and behavior manifest daily in person to person exchanges.

A recent article in Ragan cited twelve workplace characteristics that will have employees packing their bags and updating their LinkedIn profile as they look for a new job. When you go through the list, you’ll likely be walking down memory lane, recalling situations in previous jobs, or perhaps even your current, where the atmosphere was stifling.

To avoid this type of attrition, let’s focus on three lessons learned:

1. Leadership is key. Let’s face it, we mimic our surroundings. If we’re new on the job, and not in a leadership positions, we often observe and copy the behaviors of others around us. Leadership is key in setting the standard,  and clarifying expectations throughout the organization.
2. What’s the real issue? Many employees bring you the symptom of a problem that they want you to solve. Your job as a manager is to dig deeper and find the real issue, by asking questions such as, “What’s underneath all this?” or “What’s the most important issue we need to look at now?”. Once the employee sees the real issues, help them tie it back to its impact on the team and organization. This will then start to create real change.
3. Structure enhances productivity and networking will aid efforts. Your colleagues are bright and good at what they do. However, what do they do? If you don’t know, it’s time to find out. Help every employee create a LinkedIn profile and encourage them to connect through the company page. Why is this important? When you’re trying to figure out who handles media inquiries, it’ll only take two minutes instead of an hour!

Simple habits build success. Take a look around your work; where do you see yourself succeeding? Start with what’s working and expand from there. What can you work on next?

Let’s share experiences. Leave a comment below, send me an email, or find me on Twitter.

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4 Steps to Maintain Organizational Culture with Freelancers

 

Organizational culture is crucial in creating a workplace where employees can work together as a team and contribute to furthering the company’s values and vision. Maintaining that culture in a shared office space is one thing…but when your freelance employees are scattered all over the country, maybe even the globe, that’s a different story. This management challenge is what I like to call “The Big Whopper.”

What do I mean about the “Big Whopper”? First, take a look at the following common scenario as it relates to freelance workers and organizational culture.

CHALLENGE: THE FREELANCE EMPLOYEE DOES NOT FIT IN WITH THE ORGANIZATIONAL CULTURE.

Freelancer’s Perspective: I freelance for a large corporation in Midtown Manhattan. They invited me to a party to celebrate a company milestone (I have no idea what it was) so I thought I should at least pop by for a few minutes. When I walked in, everyone was in corporate attire. I’d been running errands all day in my jeans and a bulky sweater, and was carrying a few shopping bags. No one was engaging me in conversation, so I just had a few cocktails, made some jokes with the Intern (he’s the only one I really communicate with there) and took off. Those people really need to lighten up!    

Manager’s Perspective: We sent out a company-wide invitation to celebrate an important moment in our corporate history. We’d finally broken ground to build a water purification plant for a community that had been drinking increasingly contaminated river water. As an organization, we take our work seriously and believe that if we work as a team with integrity, we can change the world. When my freelance employee, Rebecca, showed up to our celebration honoring six years of hard work coming to fruition, she was not dressed appropriately. She seemed to only come by to have a drink, gossip with our intern, and head out to finish her shopping. The fact that her attitude and behavior didn’t mesh with our organizational culture really stood out. Did I hire the right person?

How could the scenario have been prevented with effective management? Here are four steps that will help maintain organizational culture with freelance workers.

Maintain Organizational Culture When Managing

Freelance Employees with These 4 Steps

Step 1: Organizational Culture Starts with You

Like many management challenges, maintaining organizational culture with freelance employees starts with you. You have to model the desired culture through your actions, behavior and communication style. Make sure that you are dialed in to the organization’s values and vision, and use that as a backbone for all of your freelance worker interactions. If you don’t know what your company stands for, how will your freelancers know?

Step 2: Keep Organizational Culture in Mind During the Hiring Process

When going through the hiring process, always keep your company’s vision and values in mind. If your organization values teamwork, hiring a very independent freelancer may not be a good fit. When looking at potential freelance candidates, don’t just look for matching skills and experience. Be sure to include questions that will gauge if they are a good cultural fit as well.

Step 3: Take Time to Integrate Your Freelance Employee into the Organization

Just because your freelance worker isn’t physically in the office does not mean that they don’t need the same thoughtful onboarding that you give in-house employees. Since freelancers work remotely, you can’t shuttle them around from introduction to introduction with an orientation packet in their hands; however, there are other things you can do.

• Pair your freelancer with a seasoned employee who embodies your organizational culture. After an initial introduction, tell your freelancer that they can turn to this employee with any questions they may have.
• Create a photo and bio sheet to distribute to freelance workers. This allows them to take a virtual walk through the office by putting faces to names. This also helps identify the roles of fellow in-house employees, which will help in collaborative projects.
• If possible, invite your freelance workers to the office. Let them experience first hand what your culture looks and feels like.

Step 4: Make Your Freelance Worker Feel Part of Your Team

Have you ever felt like a complete outsider at work? It’s not very motivating. Often, that’s how freelancers feel. It takes effort to make them feel they are part of a team that they rarely, if ever, see. Here are some ways you can do so:

• Keep your freelance employee informed about “what they are part of.” For example, if they have to create a massive Excel spreadsheet of film festivals in Chicago, let them know why. If the freelancer knew that the company produced a transformational documentary on the water crisis and that the spreadsheet would help market the film, she would feel more aligned with the company’s mission.
• Create large goals that remind freelancers who the company is and where it is going. Using the scenario above, an example of a large goal might be, “Provide clean drinking water to every human being in South America by 2017.” With that goal stated and reiterated, it is easier for in-house and freelance employees to feel part of the company’s mission.
• Be open with your freelancers about achievements and failures alike. When a freelancer works hard on a project and never hears if it had any impact on the company goals, it’s difficult for her to feel part of the team.
• If you send company holiday cards or host holiday parties, don’t forget to include your freelance employees.

Now, let’s revisit the scenario above and examine how the problem could have been avoided.

SOLUTION: If Rebecca’s manager had embodied the company culture in their previous interactions, Rebecca would have known what to expect at the event. If, during the interview process, Rebecca’s manager had spoken to her about her interest in community and the environment, she would have a better idea if Rebecca was a good fit for an organization that values those things. Additionally, by having Rebecca primarily communicate with the intern (obviously not a seasoned member of the organization), she didn’t have a chance to be integrated into the company culture. So while Rebecca’s manager did include her in the company event, it ended up being an unpleasant experience for both of them.

Organizational culture is dynamic. As the centerpiece of culture among your organization’s workforce, you can make a tremendous impact. Start with yourself and take time in selecting and nurturing your freelance workforce. Above all else—remember that talent is not expendable, in-house or not.

Now that we’ve talked about communication challenges with freelance workers, how to facilitate effective collaborations between in-house and freelance teams, and explored ways to increase the likelihood of freelance employees meeting goals and making deadlines, do you feel confident you could successfully manage freelance employees? What challenges are you most wary of?

Tell us about it with a comment below, in an email, or on Twitter. Let’s get ready for the future of work together.

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