“To establish oneself in the world, one does all one can to seem established there already” said the 17th century French philosopher La Rochefoucauld. In an increasingly competitive global market, technical expertise alone is not enough to ensure success—whether business is conducted locally, overseas or both. Tangled communications and misunderstandings due to cultural differences frequently sabotage otherwise promising deals and careers.
Success in international market requires more than being the best at home. Effective cross- cultural communication is vital, and is often the biggest stumbling block for business eager for a slice of the global pie. Executive are finding that although they are masters of business practices in the culture, they don’t know the nuances of doing business in Berlin, Bahrain or Bangkok.
Indeed, those from other cultures know far more about us than we know about them. The Japanese invest a billion dollars a year in cross-cultural training, and their managers spend one solid year beyond their technical training learning about other cultures before they are permitted to represent their companies abroad. The reason: the direct costs of doing business internationally are staggering. And the indirect cots of inadequate cross-cultural preparation, such as loss of business or damaged reputation, are inestimable. Many businesses here and abroad are no longer willing to take this risk. As Lewis Griggs said in Going international, “overseas, many U.S. companies approach their customers, colleagues and employees with an ignorance that would be unthinkable on home ground.”
Today, business etiquette and international protocol are hot topics in boardrooms and business schools across the country. Fortune Magazine’s article “Don’t Be An Ugly American Manager” put developing “globally minded” executives at the top of virtually every CEO’s wish list. Says fortune, a global mindset, or the “capacity to appreciate the beliefs, values, behaviors, and business practices of those from a variety of cultures” is considered the number one challenge for U.S. managers used to generations of U.S. economic dominance in the world economy.
What does one need to know to compete in today’s global market? Communication skills are vital, beginning with basic handshakes and introductions. In business here and abroad, hierarchy determines the order of introductions, yet many professionals are unsure of how to introduce themselves and others. And since 75 %- 80% of today’s business is conducted over the telephone, excellent business etiquette skills are required to get one’s message across smoothly and confidently— before the client hangs up. Dining skills are also critical, with most executives agreeing that handling oneself with skill and confidence at a business dinner is just as important as handling oneself well in the boardroom. Overseas, it is even more important, because the business relationship, key to the success of the deal, is often developed over dinner after hours.
As international protocol specialists, Protocol Advisors, Inc. provides executives with expert advice on business etiquette practices ranging from the proper forms of address in Germany to the Middle Eastern style of dining. Some frequently asked questions of those new to the international marketplace include:
Q: When I meet a Japanese client, do I bow or shake hands?
A: Most Japanese business persons shake hands with U.S. executives, or combine a handshake with a slight bow. Do not grip a Japanese person’s hand too tightly, and do remember that it is polite to return a bow with a bow.
Q: I’ll be in Germany for two weeks representing my company. Please give me some guidelines for gift giving.
A: gifs are not given at the first meeting with a new client in Germany; they are given at the end of the negotiations. Gifts should be extravagant or personal. Appropriate gifts include American-made items, such as writing instruments or desk sets. Do not give objects with points, such as scissors, knives or umbrellas, as they are considered unlucky. Do not give red roses, associated with counting, or lilies, which are associated with death.
Q: Why is the American custom of crossing one’s legs frowned upon in Northern Europe?
A: Crossing one’s legs is considered a sign of bad breeding in many countries, and exposing the soles of shoe’s shoes highly insulting in others.
Q: How do I present and receive business cards at a meeting with Japanese clients?
A: The business card is considered an extension of oneself among the Japanese, and must be handled with the utmost respect. Always have your business cards translated on one side into Japanese. Present your card with two hands with the Japanese translation facing your client. Receive cards with two hands, making sure to admire and comment upon the card. Do not write on the business bard, in your client’s presence, or put it in your back pocket.
Q: I have been warned that I should not admire possessions belonging to my new Middle-Eastern client. Is this correct?
A: Part of the Arab culture is to make a gift of something that is admired by a new friend. You will be expected to reciprocate in kind.
Q: How can I make sure my first meeting with a prospective client in Mexico goes well?
A: Avoid any sign of haste. Americans used to the direct approach of “getting right down to business’ will alienate their hosts. Relationships are vital to business throughout Latin America, and time must be invested in developing them.
Q: While visiting Japan, must I really accept every dinner invitation, including after dinner entertainment? Will I be expected to use chopsticks?
A: Yes and Yes! To the Japanese, the time spent after hours is vital to getting to know you, and to determining if you are a worthy business partner. Be prepared to be entertained every evening, and master the use of chopsticks.
Q: In a dining situation in the U.S., the left hand is often kept in the lap. How does this differ in Europe?
A: In European countries, both hands are insight during the meal. When not eating, the wrists rest lightly on the edge of the table.
