In today’s global business environment, it would be highly unusual for an American business traveler to lose a deal–or worse, a job–all because the American person didn’t speak the local language. English has become the lingua franca. In addition, there are many countries where the cultural values necessitate having a local intermediary to succeed–one that speaks English (in order to communicate with you) and can translate if needed.
Ironically, I often find that it’s when someone speaks a foreign language that more insidious problems arise. A CEO client of mine had an American application engineer in his company that spoke fluent Japanese, and seemed like the natural choice to send to Tokyo to solve an issue with customer. Yet the discussion proved to be a disaster. The engineer may have known the language, but the Japanese carefully and cleverly use their language in an ambiguous manner to avoid confrontation. The engineer may have spoken Japanese, but his American desire to get right to the point made its way through his translation, and did not go over very well.
And that’s the thing about speaking someone else’s language that always surprises, and often wreaks havoc; Cultural tendencies have a way of bleeding through the translation. For example, if a Japanese person says “Yes, I agree”, it’s very possible that he does not agree.
The following is an excellent example of where my understanding how culture influences language helped save a senior-level manager’s job.
A few years ago, I received a call from a vice president of development sciences at Genentech Inc. A mutual acquaintance of ours suggested that she contact me about an awkward situation she was facing with a senior level employee in her organization.
Peter was the leader of several drug development programs and managed 30 other scientists. A German expat who spoke and wrote excellent English, Peter had a Ph.D. in Pharmacology, and by all accounts was a brilliant scientist, a strong leader, and well-liked by everyone. In the three years that Peter had been with Genentech, he had proven himself to be a highly valued member of the management team, and was given increasing levels of responsibility.
As his responsibility grew, so too did his involvement in senior management meetings. And that’s when the problem began. For although Peter was very articulate when speaking English and never had any problems expressing his opinions, Peter didn’t say much in these meetings.
Naturally there were times when the discussion didn’t pertain to Peter’s programs. So too were there meetings when Peter legitimately had nothing to add. But it was becoming apparent that even when the discussion could benefit from Peter’s expertise, Peter remained silent. Even when he was told before a meeting that his perspective would be essential to the discussion and he’d agree to speak up, once the meeting was underway, not a word from Peter.
Genentech is not the place for shrinking violets; Lively debate is an inherent part of day-to-day communications, and most definitely senior management meetings. If Peter wasn’t able to contribute at a level commensurate with his responsibilities, Peter’s future at Genentech would be at stake.
I began one-on-one coaching sessions with Peter the very next day. And It wasn’t long before I was able to determine the reason for Peter’s behavior at these meetings. You see, from Peter’s point of view, the “opportunity” for him to speak up never happened!
In Germany, it is customary to let the person speaking finish before speaking up, and rude to interrupt. And, depending what has just been said, there might even be a momentary reflection on what was heard, for it might influence what the German chooses to say.
But at these Genentech meetings, interruptions were the rule. And forget about even the most minuscule moment to reflect –by then it’s almost certain that someone else had already grabbed the floor.
I helped Peter understand how our cultural influences the way we communicate, and the profound impact that his culture had on him–even when he was speaking English! Over the next several weeks I worked closely with Peter, providing him with specific exercises and simulations that enabled Peter to adapt to Genentech’s communication patterns. I also provided some tips to his manager on how to help Peter during the meeting.
It wasn’t long before Peter was speaking up at senior management meetings with the best of them.
Peter was the leader of several drug development programs and managed 30 other scientists. A German expat who spoke and wrote excellent English, Peter had a Ph.D. in Pharmacology, and by all accounts was a brilliant scientist, a strong leader, and well-liked by everyone. In the three years that Peter had been with Genentech, he had proven himself to be a highly valued member of the management team, and was given increasing levels of responsibility.