You can’t ignore cultural differences

We are all unique, we see the world differently because we view it through the lens of our own experiences, paradigms and paradoxes. And yet, in the workplace, we have a need to somehow come together with a common view and agreed culture. Organisational culture that is formed ‘accidentally’ or by neglect, is often one that you would not have chosen yourself; to have a great culture you need to form it intentionally.

To do this well, you must understand exactly what culture is. Culture is more than ‘what we do around here’, it is also ‘who we are around here’. This includes our own individual leadership culture as well as our collective leadership culture.

Recognising cultural differences

When we recognise that there are cultural differences that determine our subconscious behaviour and thinking patterns, we enhance our ability to lead across multi-cultured organisations. Dr Tom Verghese advice that we perceive the world from 5 separate viewpoints (or cultures), have important implications in how we interact with others in the workplace:

Hierarchical v Peers

When you view the world from a hierarchical viewpoint, then things like status, titles and organisational position will be important to you. You will want people to address you in ways that establish and respect your position, seniority or title and will value the opinion of others that also hold observable positions of hierarchical authority.

Those that believe in this paradigm will address elders with titles such as Mr or Mrs Doe, Uncle or Aunty, as a demonstration of respect or honour. Those with a hierarchical preference are likely to treat individuals that prefer the ‘everyone as peers’ paradigm, with suspicion.

This paradigm often expresses itself as equalitarianism in the workplace. Proponents are unlikely to want to be addressed by their title or status, preferring first names, and will reject overt deference as it makes them uncomfortable. 

They will want to hear the voice of those that they lead and will treat those voices equally, concentrating on the information that is being exchanged rather than the status of the person that imparts it. These individuals are likely to be unimpressed with calls to utilise the hierarchy of an organisation, as a method to distinguish the relative status, worth or importance of ideas / solutions of the individuals within it.

Collectivism v Individualism

This paradigm is recognised by many but often overlooked in the workplace. This can lead to talent not being encouraged sufficiently, and conflict between the expectation to speak out or to be quiet. In areas of high risk in emergency conditions (for example in a cockpit, or in a medical establishment), the consequences can be fatal.

In collectivism cultures, the overriding message is that you need to fit in and prioritise harmony across the community. If you stand out, you could become a victim of the ‘tall poppy syndrome’ and get cut down. Therefore, in the workplace, people raised in this culture may struggle to speak up in meetings or go against the majority. If leaders from this culture meet employees from an individualism culture they may get angry and frustrated by those that seem to be challenging their authority by speaking out. Conversely individualistic leaders may value those that make it clear what they want or believe in more, and fail to encourage those from a collectivism culture struggling to fit into an individualism culture.

Maverick Leaders have an individualistic mindset and will need to ensure that they enable collectivism minded individuals to feel psychologically safe to express their views and act accordingly.

People v Task

In some cultures the individuals prefer to build a relationship with someone first before they begin to work through a task. In others it is the opposite. This can lead to behaviour that is diametrically opposed and has a significant impact on how challenges and conflict at work is addressed. For example, if you are from a task focused culture entering a people focused culture, you may be perceived as rude, cold or uncaring. Your need to get the task done because this is how you view success based on your culture, could be seen as an indecent rush and lack of respect to the people that are already there. You might find it difficult interacting with others and they may take longer to trust you.

In these circumstances, effective Maverick Leaders balance their desire to execute the strategy with their need to align others, to enable the task to be completed and others to be engaged.

Shame v Guilt

Successful leaders recognise that this paradigm is the backdrop behind the other 4 paradigms. It centres around whether you believe it is important how other people think about you. For example in some cultures, you have only done something wrong if other people see you, or tell you that you have. Therefore, you behave in accordance with the shame you bring to others. In a guilt culture, you determine yourself from your own values, morality and society, whether you have done something wrong. The ‘wrongness’ of the act is not judged by whether you are caught (and therefore brings shame on the community), but by an agreed standard that you are responsible for (even if no one finds out). The difference in this viewpoint can cause significant conflict in the workplace. 

In the workplace, the Maverick Leader should emphasise the agreed culture of the organisation and hold everyone to that standard. They should be mindful that everyone has a unique individual leadership culture and be ready to support individuals in their alignment to the workplace culture.

A reluctant ‘yes’ v clear ‘yes’

In some cultures it is frowned upon if you give a very clear ‘no’. Therefore a question may be answered with a ‘yes’, but with a tone of voice or body language that is meant to indicate a ‘no’. A ‘maybe’, or ‘that is difficult’ response, can mean two completely different things in a reluctant ‘yes’ or clear ‘yes’ culture. 

For example in the first it can be taken to mean ‘no’, but in the second, a possible ‘yes’. These differences can cause clear conflict and misunderstanding, undermining trust and collaboration. If you come from a clear ‘yes’ culture, you may spend time trying to change a ‘maybe’ that is meant to be taken as a firm ‘no’, into a ‘yes’, and upset or offend the other person.

We are all unique, we see the world differently because we view it through the lens of our own experiences, paradigms and paradoxes. Organisational culture that is formed ‘accidentally’ or by neglect, is often one that you would not have chosen yourself; to have a great culture you need to form it intentionally.

Successful leaders need to spend time becoming culturally aware of the differences between the paradigms of cultures and how these interactions affect the workplace. In my next article I will discuss how to become more culturally intelligent.

Contact me for support in cultural awareness within the workplace and how to increase cultural intelligence. 

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Judith Germain is the founder and principal consultant of The Maverick Paradox, a leadership consultancy that utilises Maverick Leadership principles to enable business owners, leaders, the C-Suite, and organisations, thrive in complex, constantly changing environments by improving their diversity of thought, impact, influence and leadership capability. 

She is the leading authority on Maverick Leadership, an author, C-Suite and CEO Mentor, consultant, trainer, and speaker. Judith is a Brainz 500 Global honouree, recognised as one of 500 Companies and Influential Leaders who are recognised for their entrepreneurial success, achievements, and dedication to helping others.

Full bio and enquiries on how to hire Judith at maverickparadox.co.uk