Do the French like to work, or do they dislike their companies? This year, only 64% of a group of French professionals polled said they liked their company. This figure was at 79% in 2005, according to this article in The Economist. The article goes on to say:

Many outsiders conclude that French workers are simply lazy. “Absolument Dé-bor-dée!” (“Absolutely Snowed Under”), a book which came out last year, described how state employees compete to do nothing at work. Another title in this bestselling genre on avoiding toil, “Bonjour Paresse” (“Hello Laziness”) by Corinne Maier, an economist, explained how she got away with doing nothing at EDF, another utility.

The art of doing the least amount of work possible while on the job.

However, studies show that French professionals have a bone of contention with management, not with the idea of work itself, which may be leading to the lack of motivation and productivity while on the job.

…The problem with French employees is less that they are work-shy, than that they are poorly managed. According to a report on national competitiveness by the World Economic Forum, the French rank and file has a much stronger work ethic than American, British or Dutch employees. They find great satisfaction in their work, but register profound discontent with the way their firms are run.

Furthermore, 40% of employees, according to a 2010 study by BVA, “actively dislike their firm’s top managers”. What explains this discontent?

Thomas Philippon, a French economist, says that too many French organizations depend on academic and governmental elites as their leaders versus following the commonplace meritocracy that exists in France’s grandes écoles, or institutes of higher learning. Furthermore, logic and reason reign supreme within the realm of French culture.

Considering all of this, wouldn’t it be logical for French companies to promote individuals based on performance rather than engage in cronyism? If meritocracy is fiercely protected in the academic world, why doesn’t it apply to the private industry?

Please share your experiences working for French companies and with French colleagues – we’d love to hear them!

Sean
RW3 CultureWizard

The following culture tips will come in handy when doing business with France.

+ The French are private people and have different rules of behavior for people within their social circle and those who are not. Although the French are generally polite, it is with their close friends and family that they express themselves freely and openly.

+ A well-rounded education indicates status and breeding. It is a good idea to become familiar with French history and culture to impress French colleagues.

+ People who are well read and can speak intelligently about the arts are considered of a higher class.

+ As a general business rule, French people are more serious in demeanor and do not smile without a reason. Although most French businesspeople understand that smiling is more commonplace in many other cultures, they may be unimpressed by expressions of humor or over-familiarity.

+ Foreign businesswomen will be treated with the same courtesy and respect that French men afford all women. Well-dressed women generally receive courtly attention from French men, including appreciative glances or a compliment about their clothes.

+ The handshake is a common form of greeting. Friends may greet each other by lightly kissing on the cheeks. The number of kisses–one to four–varies according to the region.

+ The French have a great appreciation for the art of conversation. Their communication style is direct, often interlaced with probing questions. Therefore, it is important to present a logical argument and be able to approach the situation from multiple angles.

+ Heated discussion and negotiation are part of French communication. The French enjoy confrontational discussion and see them as an opportunity to demonstrate their intelligence and knowledge of the subject matter.

Key French Business Values

• Deadlines often viewed as guidelines
• Relationships are important , time invested to strengthen professional ties
• Trust is earned, not assumed
• Reason, logic, and analysis lead to business success
• Low tolerance for risk
• Skepticism and suspicion towards simple, quick solutions
• Rely on written reports and data
• Courtesy and good manners are important
• Eloquent communication highly valued
• Titles and honorifics are important

- from RW3′s CultureWizard™ Country Profiles

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It’s amazing how much a skilled teacher, a good marker and a grease board can bring to life. Here are two ten-minute animations that are definitely worth your time.

The first video deals with a statistical analysis of what motivates people, across various cultures, to work harder and achieve more. Hint: it’s not money.

The second is a culturally and intellectually rich lecture regarding the three ways people tend to relate to time and the massive impact it can have upon our personal happiness and the well being of organizations and societies. It also goes a long way to scientifically quantifying why the north and south of Italy have such a difficult time getting along.

Adam
RW3 CultureWizard

In reading a biography of T. E. Lawrence I found a footnote reference to his Twenty-Seven Articles. I thought I’d already read everything by Lawrence of Arabia, but I’d missed this. When I found it in the dusty stacks of my favorite university library, I understood why—it was penned for the Arab Bulletin in August 1917. The intended audience was military personnel fighting in World War I in the Middle East.

I knew Lawrence was an archaeologist, map maker, Arabist, and one of the designers of current Middle Eastern boundaries. I had no idea he wrote about culture. Or, that what he experienced nearly a century ago would still be true today.

My three favorite suggestions from his articles are:

• Go easy for the first few weeks. A bad start is difficult to atone for, and the Arabs form their judgments on externals that we ignore.
• Learn all you can about the people you’re doing business with. Get to know their families, clans and tribes, friends and enemies.
• Cling to your sense of humor—you’ll need it every day.

Arab culture continues to focus on relationships. Despite the advent of the internet and the ability to be in touch with global events 24/7, behavior that doesn’t show proper respect can hamper or even prevent success. The measure of a person is often formed from non-verbal cues: facial expression, clothing, posture, gestures, etc.

Business is much more personal in the Middle East than in many countries. The goal is to work with family, friends, friends of friends and other Muslims before foreigners. Because non-Arabs are lower on the totem pole within Arab societies, it is imperative they pay special attention to local cultures and learn to adapt when necessary.

Conversation is a great way to get to know an Arab, but this must be done carefully. It is important not to inadvertently cause offense. For example, it is fine to ask about an Arab’s family as a whole, but not about someone’s wife or daughters.

I’m adding Lawrence’s Twenty-Seven Articles to my suggested reading list for people moving to or visiting the Middle East. Click here to read online.

Carrie
RW3 CultureWizard

A colleague recently forwarded me a pair of articles dealing with the subtle cultural differences between Brits and Americans when it comes to rhetorical styling and humor. Both articles basically came to the conclusion that Americans are much more comfortable with a direct approach, where hopes, fears, aspirations, successes and ambitions can be clearly stated, whereas Brits rely on irony, self-deprecation and sarcasm to better get the point across, whilst simultaneously not becoming a target for scorn or mockery.

Interestingly, even some of what’s come to be considered Winston Churchill’s most inspiring speeches from World War II (“Fight on the beaches” and “Their finest hour”) were, at the time, considered too assured and head on for British tastes. And in the realm of modern humor, it seems that Americans have more of an appetite for British irony than the British have for America’s directness. Check out this list of British TV shows remade for US audiences in comparison to this list of the inverse, British remakes of US series. It looks like there are quite a few more British shows that have been remade for US audiences than the other way around. Why is this the case? Of course, remakes are often “acculturated” to suit the tastes of the audience. Is this simply illustration of the hungry American TV industry, or is there some cultural background to this trend?

Winston Churchill and Ricky Gervais aside, my question to you is: When it comes to the workplace, what do you find more enjoyable or less taxing to be around: the direct approach and open ambition of the US or the self-deprecation and irony common to a UK office? What kind of humor are you accustomed to in the workplace?

Adam
RW3 CultureWizard

Geremie Sawadogo of the World Bank surveyed 200 international aid workers in Sub-Saharan Africa and found the top cultural challenges to be: 1) the way time is used and perceived, 2) hierarchy and family lineage, 3) relationship building, 4) deference to authority and 5) the concept of “face”.

These findings are presented in his recent MOBILITY article. Sawadogo highlights the challenge of defining general cultural concepts within the scope of “Africa” (the continent) and Sub-Saharan Africa as a region. Just as one can’t look at Europe or Asia as a general cultural region, although many always refer to the “West” and “East” for simplicity’s sake, Africa can’t accurately be understood in this context.

One of the article’s most interesting insights is an expression for losing face from Cote d’Ivoire, which is translated to “you poured my face down on the ground.” This descriptive saying expresses how losing face can severely damage a business relationship and a person’s stature within a business. Culture also informs the definition of risk, which “face” impacts: do you risk loss of face in order to reveal certain facts, or do you save face by avoiding mention of something that would be like “pouring someone’s face on the ground”?

What do you value: saving face or objectivity? What have your personal and professional experiences been in Africa?

Also, to learn more about doing business in Africa, watch this TED talk given by Ngozi Okonjo-Iweala: Want to help Africa? Do business here.

Sean

RW3 CultureWizard

AFAR’s Curious Planet section published an infographic depicting global travel in its latest issue. Above is a snippet from the infographic. What experiences do you have in these countries? Which countries have felt most welcoming to you as a visitor?

Did you know the longest existing, scheduled train ride is from Moscow, Russia to Pyongyang, North Korea and lasts over seven days? What is your favorite form of travel: train, car, plane, bike or something else?

Sean

RW3 CultureWizard

A compendium of current news and headlines with commentary providing unique cultural insight into global affairs, business and daily life around the world.

Interested in receiving the CultureWizard Digest every month? Click here to sign up.

Check out CultureWizard Digest #43 here!

IN THIS MONTH’S ISSUE:

* Family First – India’s Dynastic Firms
* Play for Productivity
* Splitting the Bill, German Style
* The “Divided Brain” and Culture

CultureLinks
+ Ghana Think Tank
+ The Modern Third Culture Kid
+ Stronger Cultural Control in China

CultureTips
+ India

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