Written by Steve Reynolds
“Steve, we have 100’s of Burmese employees. Why should we invest in a Cross-Cultural Training for our company?” – Indiana business owner
“Great question. Simple answer. Cultural intelligence (CQ) builds TRUST.”
And nothing is as effective as the speed of trust in an organization. Honing our cross-cultural skills leads to positive outcomes, including productivity, performance, employee retention and workplace happiness.
Stephen Covey reminds us to do the math. Instead of the standard business formula of S x E = R (Strategy times Execution equals Results), he highlights the hidden value of TRUST.
(Strategy x Execution) x TRUST = Results. Trust can be a performance multiplier where 10 x 10 = 100 x TRUST actually produces a dividend.
“Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is an enemy to both.” –Robert Shaw, Business Consultant
Cultural intelligence includes the ability to effectively interact with people of different backgrounds, languages and worldviews. A specific culture, like Burmese, have their own unique values, norms, and traditions that affect how they think, feel and behave in each part of the world.
Developing cultural competence enhances understanding and collaboration between American and immigrant employees. CQ teaches everyone to examine their biases, hidden attitudes, implicit values, explicit policies and organizational structures that impact the effectiveness of cross-cultural workplace interactions.
Cultural competence includes cognitive components like awareness, knowledge, attitude and specific communication skills. These can be mastered through interactive Cross-Cultural Trainings (CCT) for specific training on the Burmese culture or via a broader CCT on Southeast Asian culture, of which Myanmar (Burma) is one of eleven countries in that region of the world.
Are you sensitive to the inherent differences in the concept of time, and thus scheduling, between Eastern and Western countries? How about the cultural distinctions of low-context and high-context communication? Do you understand the nuances when negotiating disagreements between confrontational vs. avoidant cultures? Not to mention the notions of effective leadership via an egalitarian or hierarchical approach.
What style of employee evaluation and feedback works best? Direct or indirect? What is the significance between task-based vs. relationship-based cultures in triggering employee motivation? How do you persuade someone with a principles-first vs. applications-first mindset?
For more questions about cultural intelligence please call us at 888-456-1626 or visit us online at LTClanguagesolutions.com.
