1. Employee Guide: Cross-Cultural Collaboration May 2012 CLC HUMAN RESOURCES™

2. CLC Human Resources, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. CLC3005512PRO 2 How to Use This Guide Purpose: This resource helps employees collaborate better with colleagues who live and work in other cultures by identifying how cultural differences can impact working relationships. Audience: Employees who work with colleagues based in different countries with different cultures. Instructions: Use this resource as a presentation or handout for employees working on cross-cultural teams. The guide is applicable to all employees, but you may wish to customize it for your organizational context or to focus on a specific country. Access CLC Human Resources’ Emerging Markets Portals to find detailed information from Aperian Global on effectively collaborating and managing employees in Brazil, China, India, and Mexico.Emerging Markets PortalsBrazilChinaIndiaMexico To help cross-cultural teams overcome virtual communication challenges, visit CLC Human Resources’ Employee Resource Portal for employee guides and tips on virtual communications.Employee Resource Portal Modify or delete this page before deploying to employees. NOTE TO MEMBERS This project was researched and written to fulfill the research request of several members of The Corporate Executive Board Company and as a result may not satisfy the information needs of all member companies. The Corporate Executive Board Company encourages members who have additional questions about this topic to contact the Member Support Center at EXBD_Support_HR@executiveboard.com for further discussion. The views expressed herein by third-party sources do not necessarily reflect the policies of the organizations they represent. PROFESSIONAL SERVICES NOTE CLC Human Resources has worked to ensure the accuracy of the information it provides to its members. This project relies upon data obtained from many sources, however, and CLC Human Resources cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, CLC Human Resources is not engaged in rendering legal, accounting, or other professional services. Its projects should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither The Corporate Executive Board Company nor its programs are responsible for any claims or losses that may arise from any errors or omissions in their reports, whether caused by The Corporate Executive Board Company or its sources.EXBD_Support_HR@executiveboard.com

3. CLC Human Resources, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. CLC3005512PRO 3 Employee Guide: Cross-Cultural Collaboration This resource is designed to help you approach workplace interactions effectively across all cultures, by identifying how cultural differences can impact your working relationships. Each page provides summary characteristics and questions to help you identify when different approaches to the following may be most useful in achieving your goals when working with international colleagues: Communication Group Collaboration Decision Making Conflict Resolution

4. 4 Step 1: Recognize Different Communication Styles Communication styles differ from one culture to the next depending on the degree to which people openly state their needs and wants. Determine whether your colleagues prefer to communicate directly or indirectly when sharing information at work. 1.Which communication style do my international colleagues prefer? 2.How do I tend to communicate? Do I look for non-verbal cues such as silent pauses, gestures, or facial expressions to determine what my colleagues are really saying? 3.What changes do I need to make to more effectively communicate with international colleagues? 4.What should I not change to avoid coming across as insincere or inauthentic? CLC Human Resources, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. CLC3005512PRO Sources: GlobeSmart®, Aperian Global; Knight, Anamaria “Indirect-Direct Communication Styles”, Culturally Teaching, http://culturallyteaching.com/2010/02/17/indirect-direct-communication-styles. Direct CommunicationIndirect Communication What it Means Individuals tend to be more candid with one another, communicating the meaning of a message primarily through words. Individuals tend to communicate messages through non-verbal cues or roundabout language. Perception Challenges Indirect communicators may perceive direct communicators as rude. Direct communicators may feel that an indirect communicator is forcing them to “read their mind.” Examples of the Style in the Workplace Individuals do not hesitate to explicitly communicate their feelings or opinions. Individuals do not spend a lot of time talking about other topics before switching to business. Individuals rely heavily on nonverbal cues like silence, gestures, and facial expressions to communicate information. Individuals avoid saying "no" directly and may make vague statements or agree to things they do not intend to do. Strategies to Communicate Effectively During a conversation, focus on communicating your intent through words and de-emphasize non- verbal cues. Before ending a conversation, ask your colleagues if they are clear on next steps or have any questions. Be aware that colleagues may not answer you directly to preserve the quality of your working relationship. Do not assume that a "yes" means "yes" and avoid saying "no" directly; try using other verbal and non- verbal cues. Questions to Determine How to Communicate Most Effectively with International Colleagues Characteristics of Different Communication Styles

5. 5 Step 2: Identify How Colleagues Prefer to Collaborate Your international colleagues’ views on how individuals should act in a group impact how you work together. Identify whether colleagues tend to value individual initiative or the group more to most effectively collaborate on assignments. CLC Human Resources, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. CLC3005512PRO Sources: GlobeSmart®, Aperian Global; http://www.geerthofstede.nl/culture/dimensions-of-national-cultures.aspx; http://www.geert- hofstede.com/hofstede_dimensions.php; Piers Steel Vas Taras and Bradley Kirkman, “Three Decades of Research on National Culture in the Workplace; Do the Differences Still Make a Difference?” Organizational Dynamics, July2011-September 2011; “Cross-Cultural Business Training Guides,” Asia HR Executive Board, 2010; Kwintessential, http://www.kwintessential.co.uk/resources/country-profiles.html; http://www.kwintessential.co.uk/intercultural/dimensions.html; Communications Executive Council research. 1.Which collaboration style do my international colleagues prefer? Which do I prefer? 2.What changes do I need to make to adapt to my international colleagues’ preferred collaboration style? 3.In what ways can I show that I value the team’s goals and objectives while expressing my own opinions? 4.In what ways can I show that I value individual contributions without ignoring the effort of the entire team? CollectivistIndividualist What it Means Individuals tend to act in the team’s or group’s best interests rather than their own. Individuals tend to value self-expression and their own contributions in group settings. Perception Challenges May be perceived as overly agreeable and too interested in getting to know individuals’ personal details. May be perceived as self-interested and focused on results at the expense of personal relationships. Examples of the Style in the Workplace Individuals focus on building personal relationships. Individuals prioritize and work toward group consensus. Individuals encourage debate and do not hesitate to present contrarian views. Individuals maintain a clear distinction between professional and personal relationships. Strategies to Collaborate Effectively Ensure that any debate of collective action is presented as a way to help the group and reinforces group values. Be prepared to consult each team member individually before presenting an idea to build consensus for change. Separate business relationships from personal relationships. Take ownership of ideas or proposals. Praise individuals for important contributions they make to the group. Questions to Effectively Collaborate with International Colleagues Characteristics of Different Collaboration Styles

6. 6 Step 3: Navigate Decision-Making Preferences CLC Human Resources, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. CLC3005512PRO AuthoritativeParticipative What it Means Individuals tend to be uncomfortable questioning authority and defer to those senior to them. Individuals at all levels tend to be comfortable questioning authority and expect to be involved in making decisions. Perception Challenges May be perceived as overly deferential or conformist and dependent on others for guidance. May be perceived by others as combative and resistant to authority. Examples of the Process in the Workplace Senior staff in a working group make decisions without input from junior members. Every decision needs to be approved first by senior staff. Individuals at different levels are comfortable working in a group together. Senior staff are open to questions and ideas from junior staff. Strategies to Effectively Influence Decisions Plan for extended decision-making processes to secure the consent of more senior staff. For more senior staff: give specific guidance for when it is okay to question authority. For more junior staff: consider asking questions about decisions or voicing opinions in one-on-one meetings instead of in a group setting. Expect individuals from these cultures to show initiative and voice opinions during meetings. Be prepared to provide a significant amount of context behind proposals to gain buy-in from junior staff. Decision-making processes are influenced by how much a culture accepts hierarchy and unequal distribution of power. Assess the extent to which your colleagues defer to authority to most effectively influence group decisions. Sources: GlobeSmart®, Aperian Global; http://www.geerthofstede.nl/culture/dimensions-of-national-cultures.aspx; http://www.geert- hofstede.com/hofstede_dimensions.php; Piers Steel Vas Taras and Bradley Kirkman, “Three Decades of Research on National Culture in the Workplace; Do the Differences Still Make a Difference?” Organizational Dynamics, July2011-September 2011; “Cross-Cultural Business Training Guides,” Asia HR Executive Board, 2010; Kwintessential, http://www.kwintessential.co.uk/resources/country-profiles.html; http://www.kwintessential.co.uk/intercultural/dimensions.html; Communications Executive Council research. 1.Which decision-making style do my international colleagues prefer? Which do I prefer? 2.How should I seek out the input of my international colleagues before proposing ideas in a group? 3.When I disagree with a group decision, how should I most effectively voice my concerns? 4.What changes may I need to make to more effectively influence group discussion while respecting cultural boundaries? Questions to Effectively Influence Decisions with International Colleagues Characteristics of Different Decision-Making Processes

7. When conflict or misunderstandings arise, be attentive to differences in how your colleagues prefer to resolve them. Some cultures are open to direct confrontation, using conflict as an opportunity to surface solutions, while others prefer to compromise and move on. 7 Step 4: Be Prepared to Resolve Conflict Differently CLC Human Resources, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. CLC3005512PRO Source: GlobeSmart®, Aperian Global. 1.When conflict arises, do my international colleagues focus more on discussing the underlying issue or ensuring that personal relationships are not damaged? 2.How does my preferred conflict resolution style compare to that of my international colleagues? How should I adapt my approach to conflict resolution to respect their preferences? 3.Before commenting on project outcomes or challenges to colleagues, have I considered how my comments will be perceived by colleagues from different cultures? 4.Where can I provide additional context in peer interactions so that my international colleagues correctly interpret my actions? Solution-FocusedRelationship-Focused What it Means Individuals are most interested in discussing the underlying issue creating conflict and coming to a solution. Individuals focus on quickly moving past conflict to rebuilding their personal relationship. Perception Challenges May be perceived as trying to make things worse by revisiting the issue creating conflict. May be perceived as deliberately avoiding a critical issue that needs to be resolved. Examples of the Style in the Workplace Individuals may discuss the root causes of the issue either in public with the team involved or in private with specific colleagues. Individuals apologize either in public or private regardless of who is at fault. A mutual friend or trusted acquaintance helps mediate a solution. Strategies to Effectively Resolve Conflict Discuss the issue in private. Share specific information about your perspective on the issue; ask your colleague to do so as well. Learn how to "read" tone, indirect comments, and nonverbal cues to determine when to dig deeper to understand your colleagues’ point of view. Provide extra context around your actions to prevent colleagues from becoming emotionally involved and taking comments personally. Consider making an apology; if the other individual apologizes first, you may still be expected to make your own apology to ensure the conflict is resolved. Consider asking a mutually respected third-party to communicate apologies and to explain how much you value your personal relationship. Questions to Identify How Best to Resolve Conflict with International Colleagues Characteristics of Different Conflict Resolution Styles