If you’re someone who has worked — or is preparing to work with Asia, you have likely studied or at least considered the core cultural differences you expect to encounter. You’re aware that while there are major differences between countries in Asia, there are certain patterns that emerge as inherently “Asian” (as we always say, generalization is a place to start thinking critically about how to handle differences). Some of these patterns connect to group orientation, hierarchy, and a penchant for indirect communication styles.
A surprising challenge for many business peopleb unfamiliar with the Asian workplace is the mismatch in building trust. A recent piece in The Australian Financial Review focuses on this often-overlooked issue. The article focuses on Australians, but the points made are still pertinent to professionals from Europe and the Americas (and many others accustomed to this style of trust-building).
“In Asia, people are more focused on the process,” says Dr. Margaret Byrne, author of Business Success in the Asian Century, “They are thinking, ‘Do I enjoy your company? Who are you and what are your underlying drivers? Are you interested in me as a person rather than a vehicle for success? Do I trust you to do the right thing by our partnership? Would I be proud to include you in my network’?”
Westerners in Asia should anticipate some initial mistrust and strive to overcome this by adhering to cultural etiquette, showing respect and making all the necessary introductions before, during and after business negotiations. In many Asian cultures, reciprocity is appreciated, and value systems emphasize the integrity of the process rather than simply reaching a quick outcome.
Long-term planning and building trust-based relationships are key to success in Asia. Using the right language is also important. It’s likely you’ll be doing business in English, but it’s important to be careful with your word choice in order to emphasize mutuality and maintain trust in your intentions. A Chinese business partner, for example, may be deterred by the fact that you seem more interested in turning a quick profit, rather than building a lasting business partnership.
Australians, for instance, tend to be rather direct and ask “What are we here for? Let’s get it done! Can we proceed?” this is rather off-putting in Asian cultures where trust-based relationships are more important than speedy transactions. The most effective way to navigate this as a Westerner is to adjust your expectations and communication style to focus less on capital growth and more on building a strong personal and business partnership. Demonstrating interest in your colleagues as more than businesspeople, but as humans with diverse backgrounds, hobbies, families and experiences that have nothing to do with the project at hand.
Do you have intercultural work experience? How have you established trust across cultures? How can leaders today build trust on global teams that span numerous time zones, languages and cultures? Let us know in the comments section below.
