Although many of us don't like to do it, we know that critiquing
others' work — ideally in a constructive, polite, empowering manner — is
an essential part of our jobs. But does critical feedback
work similarly across cultures? Do people in Shanghai provide critical
feedback in the same way as people in Stuttgart, Strasbourg, and
Stockholm?
Nicht, non, and nej.
Instead, they confront situations where they do have to adjust their feedback style, and sometimes that's easier said than done. Take the case of Jens, a German executive who was sent by the German corporate headquarters of his company to improve efficiency at the company's manufacturing plant in Shanghai. Despite being sent to improve efficiency at the plant, all his efforts seemed to be producing the exact opposite result. Jens's Chinese employees seemed to be losing efficiency and effectiveness, and he could not figure out what was going wrong. He was using everything he knew that worked in Germany — especially in terms of performance feedback. In fact, he made doubly sure to be just as demanding and exacting with his Chinese employees as he would have been in Germany. If his Chinese employees failed to produce what he was looking for, Jens would be "on it," providing immediate critique to get the process moving back in the right direction. But the problem was, this didn't work. In fact, it failed miserably. Rather than improving productivity, Jens seemed to be reducing it, and his own bosses from corporate started to make calls. The entire situation was becoming a disaster.
It turns out that what worked in Germany in terms of tough, critical, to-the-point negative feedback was actually demotivating to Jens's new Chinese employees, who were used to a far gentler feedback style. In Germany, you don't single out specific accomplishments or offer praise unless the accomplishment is truly extraordinary. From a German point of view, these positive work behaviors are normal, rather than extraordinary. Employees are expected to do a particular job, and when they do that job, they do not need to be recognized. In China — at least at this particular plant — the culture was quite different. Employees expected more positive reinforcement than pure critique. These positive comments motivated them to increase productivity and put forth that extra, discretionary effort.
It took quite some time and effort on Jens's part to recognize this difference and to be willing to adapt his behavior to accommodate the difference, because to Jens such a motivational style felt awkward and unnatural. He didn't feel himself being so "soft" with his employees, and he had serious doubts about its effectiveness. However, over time and through quite a bit of trial and error, Jens was able to develop a new feedback style that worked in the Chinese setting and also felt acceptable (or acceptable enough) to his German mentality. It took time and effort, but in the end was quite effective.
Clearly, performance feedback can be very different across cultures, whether you're in Germany, China, the UK, or the U.S. Given that fact and our interest in becoming effective global managers, what can you do to ensure your style fits the new setting?
Tip #1: Learn the new cultural rules. This is an obvious one, but many managers I speak with tell me how they had just assumed their style was universal, and that lack of awareness is what initially got them into trouble. How direct and to-the-point are you expected to be? How important is it to protect the face or social standing of others when delivering feedback in group settings? Learning the "cultural code" by reading up on the culture and observing it in action is the very first step toward developing cultural fluency.
Tip #2: Find a cultural mentor. In Jens's case, he actually had a Chinese-born cultural mentor to help guide him out of this quagmire. Although this particular consultant was not German-born, he was globally savvy, having worked in high-level positions in multinational companies for many years. A mentor who appreciates your position as well as the expectations of the new culture can help you craft a new style that fits where you are and that feels authentic to you.
Tip #3: Customize your behavior. Don't assume you have to "go native" to be successful. In Jens's case, he was able to adjust his feedback style to be somewhat less frank than his German approach, and it worked. You often can create a blend or a hybrid that feels comfortable (enough) for you that is effective in the new setting.
In our increasingly global world, most of us will be face-to-face with colleagues of different cultural backgrounds, whether it's abroad or in your own office. As a manager, learning how to navigate difficult conversations and to provide critique across cultures is certainly challenge, and there are many important differences to consider. But with these tips in mind, you can face this challenge head-on, no matter what part of the world you're in.
Source:hbr.org
Nicht, non, and nej.
Instead, they confront situations where they do have to adjust their feedback style, and sometimes that's easier said than done. Take the case of Jens, a German executive who was sent by the German corporate headquarters of his company to improve efficiency at the company's manufacturing plant in Shanghai. Despite being sent to improve efficiency at the plant, all his efforts seemed to be producing the exact opposite result. Jens's Chinese employees seemed to be losing efficiency and effectiveness, and he could not figure out what was going wrong. He was using everything he knew that worked in Germany — especially in terms of performance feedback. In fact, he made doubly sure to be just as demanding and exacting with his Chinese employees as he would have been in Germany. If his Chinese employees failed to produce what he was looking for, Jens would be "on it," providing immediate critique to get the process moving back in the right direction. But the problem was, this didn't work. In fact, it failed miserably. Rather than improving productivity, Jens seemed to be reducing it, and his own bosses from corporate started to make calls. The entire situation was becoming a disaster.
It turns out that what worked in Germany in terms of tough, critical, to-the-point negative feedback was actually demotivating to Jens's new Chinese employees, who were used to a far gentler feedback style. In Germany, you don't single out specific accomplishments or offer praise unless the accomplishment is truly extraordinary. From a German point of view, these positive work behaviors are normal, rather than extraordinary. Employees are expected to do a particular job, and when they do that job, they do not need to be recognized. In China — at least at this particular plant — the culture was quite different. Employees expected more positive reinforcement than pure critique. These positive comments motivated them to increase productivity and put forth that extra, discretionary effort.
It took quite some time and effort on Jens's part to recognize this difference and to be willing to adapt his behavior to accommodate the difference, because to Jens such a motivational style felt awkward and unnatural. He didn't feel himself being so "soft" with his employees, and he had serious doubts about its effectiveness. However, over time and through quite a bit of trial and error, Jens was able to develop a new feedback style that worked in the Chinese setting and also felt acceptable (or acceptable enough) to his German mentality. It took time and effort, but in the end was quite effective.
Clearly, performance feedback can be very different across cultures, whether you're in Germany, China, the UK, or the U.S. Given that fact and our interest in becoming effective global managers, what can you do to ensure your style fits the new setting?
Tip #1: Learn the new cultural rules. This is an obvious one, but many managers I speak with tell me how they had just assumed their style was universal, and that lack of awareness is what initially got them into trouble. How direct and to-the-point are you expected to be? How important is it to protect the face or social standing of others when delivering feedback in group settings? Learning the "cultural code" by reading up on the culture and observing it in action is the very first step toward developing cultural fluency.
Tip #2: Find a cultural mentor. In Jens's case, he actually had a Chinese-born cultural mentor to help guide him out of this quagmire. Although this particular consultant was not German-born, he was globally savvy, having worked in high-level positions in multinational companies for many years. A mentor who appreciates your position as well as the expectations of the new culture can help you craft a new style that fits where you are and that feels authentic to you.
Tip #3: Customize your behavior. Don't assume you have to "go native" to be successful. In Jens's case, he was able to adjust his feedback style to be somewhat less frank than his German approach, and it worked. You often can create a blend or a hybrid that feels comfortable (enough) for you that is effective in the new setting.
In our increasingly global world, most of us will be face-to-face with colleagues of different cultural backgrounds, whether it's abroad or in your own office. As a manager, learning how to navigate difficult conversations and to provide critique across cultures is certainly challenge, and there are many important differences to consider. But with these tips in mind, you can face this challenge head-on, no matter what part of the world you're in.
Source:hbr.org
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