Last Saturday, I was underway with a taxi. A bicycle came unexpected crossing the road, so the taxi driver had to break strongly. He screamed: “Another guy from countryside! Once from countryside, always from countryside!”
I could not say with 100% certainty that this guy really is from countryside. He was well addressed and looked pretty like a city boy.
As we stopped at the crossing waiting at the left turn lane, the light for the left turn changed to green, while the light for strait forward traffic remained red. The car before us did not recognise the change and stayed there.
“Another guy from countryside”, I joked to the taxi driver. He laughed and said: “The car is from good brand, an Opel. He may not be from countryside. I do not understand, people who can afford Opel can not drive.”
Over the weekend, a building during the construction in Shanghai failed down. I am ashamed that such thing can happen in Shanghai. I never heard anything like this happened anywhere in the world. I am not sure how the Shanghai Chinese would think about it. They might say that the building was built by people from countryside.
That phenomena stimulated me to think about some groups of people in Germany who blame the foreigners, when the unemployment rate is going up. Or when something in the company went wrong, we tend to finger point other organisations.
But studies show that when we face a problem, 80% of the issues can be addressed inside the system. When people are young they try to fix the world, when they are getting older and wiser they tend to fix themselves. Maybe I am just getting older :-)
Showing posts with label Culture Awareness. Show all posts
Showing posts with label Culture Awareness. Show all posts
Tuesday, June 30, 2009
Wednesday, April 1, 2009
Dress Code: FREE
Generally people tend to see the draw backs in the company they work for and overlook the nice aspects. Today I would like to present one advantage of the company I work for, just for a change, with the full awareness that this is not the only advantage. I am talking about the dress code.
A colleague and friend comes to the office always with suit and tie with perfect color combination and cuff links. When I asked him why he dresses always that formal, he answered: “Because I respect you, my friend, and because I respect myself.” Bone.
Another colleague and friend, a woman, does not wear formal, but constantly fashionable, sexy, some times with jeans, sometimes miniskirt. She likes to dress that way and it looks wonderful.
Our CEO wears business casual, no ties, unless there are customer meetings. His direct reports certainly adapted his style, no ties, even before they wore ties. Our leadership is at least flexible in styling.
I am much more flexible, sometimes I come with jeans and sweater, sometimes with suit, including tie and cuff links. A colleague was confused with the inconsistency and asked me: “Why do you dress that formal today?”
I smiled and told him: “Between you and me, here is my secret. When I stand up early in the morning, I took shower and wear nicely, because I like to give good impression. But when I stand up late, I just grasp the nearest clothes and hurry up to the office.”
Fortunately, my company allows it. People are absolutely divers in dress code, namely FREE.
A colleague and friend comes to the office always with suit and tie with perfect color combination and cuff links. When I asked him why he dresses always that formal, he answered: “Because I respect you, my friend, and because I respect myself.” Bone.
Another colleague and friend, a woman, does not wear formal, but constantly fashionable, sexy, some times with jeans, sometimes miniskirt. She likes to dress that way and it looks wonderful.
Our CEO wears business casual, no ties, unless there are customer meetings. His direct reports certainly adapted his style, no ties, even before they wore ties. Our leadership is at least flexible in styling.
I am much more flexible, sometimes I come with jeans and sweater, sometimes with suit, including tie and cuff links. A colleague was confused with the inconsistency and asked me: “Why do you dress that formal today?”
I smiled and told him: “Between you and me, here is my secret. When I stand up early in the morning, I took shower and wear nicely, because I like to give good impression. But when I stand up late, I just grasp the nearest clothes and hurry up to the office.”
Fortunately, my company allows it. People are absolutely divers in dress code, namely FREE.
11 Leadership Challenges in China for Westerner
In his book “Business Leadership in China” Frank T. Gallo listed 11 key differences between leadership in China and in Western. Here is a short summary:
1) Truth versus Courtesy
Both Chinese and Western cultures are truthful and courteous. However, Chinese people are more likely to favor courtesy over truth if this approach allows every one to save face.
2) Trust
China is a low trust society in the business world. Chinese people tend to trust people within the family or long term friends, with whom they went school or university. It takes longer time for them to trust their leaders.
3) Empowerment
Chinese employees usually do not feel comfortable to be empowered. They need hierarchy and guidance from their leaders. They understand that responsibility is the job of the leaders.
4) Individualism versus Collectivism
Chinese culture breeds collectivists. But it is changing towards individualism, especially for young generation. Public praise for individuals may not be a good idea.
5) The Rule of Man versus the Rule of Law
The business law in China is still immature. Chinese people do not consider a contract as final documents, but rather letter of intend. When issues arise, they tend to try to renegotiate the contract terms or try to find ways to resolve the issues flexibly.
6) Innovation and Risk-Taking
Chinese employees in a company are low risk taker in order to avoid mistakes. Therefore they are generally less innovative.
7) Decision-Making
The approach of decision making is more holistic rather than linear. Chinese people do not follow a decision making process, but rather discuss the whole issue back- and forward. They are likely to be consensus builder than westerners.
8) Influencing Employee Motivation
The best way to motivate Chinese people is to become real friends of them. Leaders can easily ask a favor in China than in Western. But leaders must be very sincere to their very specific and individual needs, taking care to resolve their problems.
9) Teamwork
Chinese teams are very strong. Team members are committed and loyal. However, there is little cross-team collaboration. They consider other teams more as competitors.
10) Reward Program Management
Reward program in China is very difficult to manage, because Chinese talk about every details of their package to their close colleagues. They use income as social status. Leaders should be very careful, if they try to motivate high performance individuals.
11) Executive Coaching
Coaching culture as leadership development tool is still not well established in China. People are ordered to go coaching, usually because they have problems.
“Business Leadership in China” is a very valuable book for any German Manager working in China. However, the author is from US and may have American lens in his investigations.
Overall the statements about Chinese employees and managers are generally valid and based on cultural background, author’s own leadership experience in China and interviews with top executives in China, both from China and Western. A must read.
1) Truth versus Courtesy
Both Chinese and Western cultures are truthful and courteous. However, Chinese people are more likely to favor courtesy over truth if this approach allows every one to save face.
2) Trust
China is a low trust society in the business world. Chinese people tend to trust people within the family or long term friends, with whom they went school or university. It takes longer time for them to trust their leaders.
3) Empowerment
Chinese employees usually do not feel comfortable to be empowered. They need hierarchy and guidance from their leaders. They understand that responsibility is the job of the leaders.
4) Individualism versus Collectivism
Chinese culture breeds collectivists. But it is changing towards individualism, especially for young generation. Public praise for individuals may not be a good idea.
5) The Rule of Man versus the Rule of Law
The business law in China is still immature. Chinese people do not consider a contract as final documents, but rather letter of intend. When issues arise, they tend to try to renegotiate the contract terms or try to find ways to resolve the issues flexibly.
6) Innovation and Risk-Taking
Chinese employees in a company are low risk taker in order to avoid mistakes. Therefore they are generally less innovative.
7) Decision-Making
The approach of decision making is more holistic rather than linear. Chinese people do not follow a decision making process, but rather discuss the whole issue back- and forward. They are likely to be consensus builder than westerners.
8) Influencing Employee Motivation
The best way to motivate Chinese people is to become real friends of them. Leaders can easily ask a favor in China than in Western. But leaders must be very sincere to their very specific and individual needs, taking care to resolve their problems.
9) Teamwork
Chinese teams are very strong. Team members are committed and loyal. However, there is little cross-team collaboration. They consider other teams more as competitors.
10) Reward Program Management
Reward program in China is very difficult to manage, because Chinese talk about every details of their package to their close colleagues. They use income as social status. Leaders should be very careful, if they try to motivate high performance individuals.
11) Executive Coaching
Coaching culture as leadership development tool is still not well established in China. People are ordered to go coaching, usually because they have problems.
“Business Leadership in China” is a very valuable book for any German Manager working in China. However, the author is from US and may have American lens in his investigations.
Overall the statements about Chinese employees and managers are generally valid and based on cultural background, author’s own leadership experience in China and interviews with top executives in China, both from China and Western. A must read.
Monday, March 9, 2009
The Italian Way, the German Way and the Chinese Way
Some one knocked at my office door and asked: “Could you please tell me where the conference room C is?” I heard the Italian accent and responded politely: “Are you coming from Italy?” He said: “Yes.” Then I smiled and said: “For Italian I will show you a long way.” He immediately understood my joke and laughed loudly.
Italians have a different work style than German. Sometimes they hold meetings up to three to five hours for an issue where German could conclude within thirty minutes. Why? My observation is that they are passionate about talking, so much that they forget the purpose of the meeting, namely resolving an issue.
Chinese need also more time than German to get things done, but for a completely different reason. Recently, I met a Chinese business woman and she started to talk about the people we know commonly. I started to talk stories over stories about these people and finally we liked each over very much. We spend three hours together and finally I forgot why I was meeting her.Arrived at home, I called her and said: “Thanks for the meeting, but I forgot to talk my real reason for meeting you. Could you please do me a favor…?” and I told her the reason. She answered without hesitation: “Of cause, I will help you.”
Chinese need more time to talk in order to build relationship, once you establish the relationship you can actually ask everything possible or impossible.
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