Post on 21-May-2015
description
Multicultural Communication in a Business Environment
A webseminar delivered by
Wahyd Vannoni of Mediacodex
for California State University
3 / March /2010
ΠΟΛΥΠΟΛΙΤΙΣΜΙΚΟ ΑΝΑΚΟΙΝΩΣΗ
ΠΟΛΥΠΟΛΙΤΙΣΜΙΚΟ ΑΝΑΚΟΙΝΩΣΗ
MULTICULTURAL
COMMUNICATION
ΠΟΛΥΠΟΛΙΤΙΣΜΙΚΟ ΑΝΑΚΟΙΝΩΣΗ
Goals
Goals
• Share 15 years of international corporate communication experience
Goals
• Share 15 years of international corporate communication experience
• Tools to understand multicultural communication
Goals
• Share 15 years of international corporate communication experience
• Tools to understand multicultural communication
• Immediately applicable
Goals
• Share 15 years of international corporate communication experience
• Tools to understand multicultural communication
• Immediately applicable
• Obstacles to multicultural communication...
Goals
• Share 15 years of international corporate communication experience
• Tools to understand multicultural communication
• Immediately applicable
• Obstacles to multicultural communication...
• Corporate context
9 Languages
9 Languages
9 Languages
9 Languages
9 Languages
9 Languages
9 Languages
Agenda
Agenda
• Trust (losing and regaining)
Agenda
• Trust (losing and regaining)
• Email communication
Agenda
• Trust (losing and regaining)
• Email communication
• Specific examples
Agenda
• Trust (losing and regaining)
• Email communication
• Specific examples
• Suggestions for immediate implementation in a corporate setting
Agenda
• Trust (losing and regaining)
• Email communication
• Specific examples
• Suggestions for immediate implementation in a corporate setting
• Questions and Answers
Trust
Trust
• What does it depend upon?
Trust
• What does it depend upon?
• How it can be lost?
Trust
• What does it depend upon?
• How it can be lost?
• How it can be regained?
Trust
Trust
What does it depend upon?
Trust
What does it depend upon?
• Correspondence and equivalence between:
Trust
What does it depend upon?
• Correspondence and equivalence between:
• What you say and what you do
Trust
What does it depend upon?
• Correspondence and equivalence between:
• What you say and what you do
• What you say and how you behave
Trust
What does it depend upon?
• Correspondence and equivalence between:
• What you say and what you do
• What you say and how you behave
• Offline and online
Trust
Trust
How it might be lost.
Trust
How it might be lost.
• Saying one thing and doing another
Trust
How it might be lost.
• Saying one thing and doing another
• Saying one thing to a person/group and another to another group/person
Trust
How it might be lost.
• Saying one thing and doing another
• Saying one thing to a person/group and another to another group/person
• Formation of “insiders groups”
Trust
How it might be lost.
• Saying one thing and doing another
• Saying one thing to a person/group and another to another group/person
• Formation of “insiders groups”
• Discrepancy between online and offline
Trust
How it might be lost.
• Saying one thing and doing another
• Saying one thing to a person/group and another to another group/person
• Formation of “insiders groups”
• Discrepancy between online and offline
• Over-promise & underdeliver
What you can do (1)
What you can do (1)
• Do few things but do them well
What you can do (1)
• Do few things but do them well
• “under-promise over-deliver” / be realistic, modest and beat expectations
What you can do (1)
• Do few things but do them well
• “under-promise over-deliver” / be realistic, modest and beat expectations
• document your goals and publish achievements
What you can do (1)
• Do few things but do them well
• “under-promise over-deliver” / be realistic, modest and beat expectations
• document your goals and publish achievements
• admit failures
What you can do (1)
• Do few things but do them well
• “under-promise over-deliver” / be realistic, modest and beat expectations
• document your goals and publish achievements
• admit failures
• ongoing evaluation of alignment between expectations and achievements
What you can do (2)
What you can do (2)
• Show you understand and care
What you can do (2)
• Show you understand and care
• Show you are eager to solve other people’s problems
What you can do (2)
• Show you understand and care
• Show you are eager to solve other people’s problems
• Be available, be approachable (not only as a corporate policy but in practice)
What you can do (2)
• Show you understand and care
• Show you are eager to solve other people’s problems
• Be available, be approachable (not only as a corporate policy but in practice)
• Put yourself in other people’s shoes
What you can do (2)
• Show you understand and care
• Show you are eager to solve other people’s problems
• Be available, be approachable (not only as a corporate policy but in practice)
• Put yourself in other people’s shoes
• Demonstrate interest in other people’s cultures
• Email title: “RE: Presentation”
• Email title: “RE: Presentation”
➡ “Is it ready?”
• Email title: “RE: Presentation”
➡ “Is it ready?”
- or
• Email title: “RE: Presentation”
➡ “Is it ready?”
- or
➡ “IS IT READY?”
• Email title: “RE: Presentation”
➡ “Is it ready?”
- or
➡ “IS IT READY?”
- Answer: “NO !!!”
• Email title: “RE: Presentation”
➡ “Is it ready?”
- or
➡ “IS IT READY?”
- Answer: “NO !!!”
✓Ask yourself how your email can be read, and in what tone.
Email - What’s missing?
Email - What’s missing?
• Visual feedback
Email - What’s missing?
• Visual feedback
• Body language
Email - What’s missing?
• Visual feedback
• Body language
• Tone
Email - What’s missing?
• Visual feedback
• Body language
• Tone
• Understanding of time can be fluid
Email - What’s missing?
• Visual feedback
• Body language
• Tone
• Understanding of time can be fluid
✓Avoid (soon, later etc...)
Email - What’s missing?
• Visual feedback
• Body language
• Tone
• Understanding of time can be fluid
✓Avoid (soon, later etc...)
✓Be precise (within 24 hours)
What to do... and avoid doing
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
๏Don’t automatically “forward” and “Reply all” email indiscriminately
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
๏Don’t automatically “forward” and “Reply all” email indiscriminately
๏Settling scores
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
๏Don’t automatically “forward” and “Reply all” email indiscriminately
๏Settling scores
๏Criticizing colleagues, clients, stakeholders
What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
๏Don’t automatically “forward” and “Reply all” email indiscriminately
๏Settling scores
๏Criticizing colleagues, clients, stakeholders
๏Using corporate email for personal matters
Communication Exercices
Communication Exercices
Culture 1 (Owners)
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -3. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -3. -4. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -3. -4. -5. -
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -3. -4. -5. -
Match?
Communication Exercices
Communication Exercices
Culture 1 (Owners)
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
What do think of them ?
Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
What do think of them ? What do think of them ?
Universal tips
Universal tips
• Learn key-words:
Universal tips
• Learn key-words:
➡Thank you
Universal tips
• Learn key-words:
➡Thank you
➡Nice to meet you
Universal tips
• Learn key-words:
➡Thank you
➡Nice to meet you
➡“I am sorry I do not speak Hungarian”
Universal tips
• Learn key-words:
➡Thank you
➡Nice to meet you
➡“I am sorry I do not speak Hungarian”
• Check with embassy and chamber of commerce
Universal tips
• Learn key-words:
➡Thank you
➡Nice to meet you
➡“I am sorry I do not speak Hungarian”
• Check with embassy and chamber of commerce
• Use Social Media to find natives or expats in the country you plan to do business in.
Contact
Wahyd Vannoni
• Email wahyd.vannoni@mediacodex.com
• --> Wahyd Vannoni
• www.mediacodex.com