In the United States, we have an expression, "When in Rome, do as the Romans do." It's our shorthand way of saying: When you're in another person's country, follow their rules. But what happens when the Romans (or Japanese or Koreans or Swiss) are running businesses in the United States? Should we expect them to do things the American way, or should we view their corporate culture as a kind of mini-Rome in which we adapt to their modus operandi?
The answer depends primarily on two variables: (1) How Westernized the company and its executives have become, and (2) The employer's reasons for seeking American managers. In some cases, research will answer these questions, but at other times, firsthand experience may be the only way to find out for sure.
For example, a customer service manager prepared for his interview with a Japanese electronics company by memorizing Japanese business expressions and practicing his bow in a mirror until he could execute it flawlessly.
As it turned out, the form of his greeting was perfect-but he delivered it to the wrong person. In Japan, the 90-degree bow is reserved for high-ranking Japanese politicians, corporate chairmen and royalty. Even worse, he bowed to a thoroughly Westernized executive who had been educated in the United States and had been residing on the East Coast for the past 20 years.
Fortunately, the hiring manager realized that the customer service manager was making a sincere, though misguided, effort to adapt to the company's culture. He shrugged off the error with a laugh.
In the meantime, we can learn something from the mistake of the embarrassed candidate: When interviewing with foreign executives, make no assumptions. "It's easy to stereotype people who are different from us, but bear in mind that people don't always meet those stereotypes," says Mary Ann Lee, president of Workplus, a New York City career counseling firm. "Be open to the uniqueness of the situation and the person." Always remember that you're interviewing with an individual, not a culture's or nation's representative.
After all, some foreign executives retain the formalities of their native cultures while others adopt a more American style. Furthermore, your interviewer's native culture may be quite distinct from the overall corporate culture-or there may be more than one active culture within the same organization. At the Hong Kong Shanghai Bank, for example, there are Cantonese, British and American cultures all operating simultaneously.
Recruiter Florence Yee remembers working with two very different hiring managers within the same British bank. When the first manager-a friendly, open-minded Irishman-decided to go back home, he was replaced by a formal, aristocratic British banker. "Even people from the same country can have different styles," adds Yee.
Given the enormous potential for variations, will cultural research just lead you into a quagmire of stereotypes--or will it genuinely enhance your ability to understand and relate to individuals from a different country?
The Wise Use of Information
As long as you use the information you obtain wisely, country-based research should help you better manage your interview behavior and expectations. It would definitely be useful to know, for example, that in Japan, direct eye contact is considered a sign of disrespect, whereas in Mexico, it's considered an expression of openness and warmth.
Country-specific research can also help you avoid blatant gaffes. In a story that once made news headlines, Richard Nixon (in his role as vice president) flashed the goodwill "A-OK" gesture to a Latin American audience, only to find out later that the gesture means "screw you" to them. In his book, Gestures (New York: Wiley, 1991), Roger Axtell, a former international marketing executive with Parker Pen Company, does a wonderful job of chronicling such body language differences by country and body part.
While you shouldn't try to change all your natural mannerisms to suit your interviewer's taste (there is something to be said for being yourself), heeding the following general rules can help you perform better in interviews with foreign executives.
Be More Conservative
This applies to your attire, demeanor and language. "The interview is a formal process," says Yee, who once was criticized for calling a foreign executive by his first name. "Informality doesn't go over well."
For this reason, avoid slang expressions "like the plague." They're inappropriate in a business setting and create an unnecessary communication barrier for normative speakers. Idioms such as "turning the tables" or "burning the midnight oil" simply may not be understood.
In one case, a candidate was trying to explain to a Chinese executive how he could use his extensive network to "get in on the ground floor." To this day, the interviewer can't figure out what building the candidate was talking about.
Don't Prejudge
We all bring biases to our interactions with people we perceive as being different from us. Often, the people we stereotype are very much aware of how we categorize them.
A nuclear engineer who had established a formidable reputation in his native India was acutely sensitive to (and frequently outraged by) the attitudes of many Americans he interviewed. Although he was in a position of authority, many candidates refused to listen to him or take him seriously.
He suspected this was partly related to his heavy accent, which he knew some people had trouble understanding, and partly to some deeply held prejudices against Indian people. So, although nothing was ever overtly spoken, the engineer automatically dismissed any candidates who appeared to feel uncomfortable with him or who made no genuine attempt to communicate.
The Mexican manager of an import-export company encountered similar prejudices. "Many Americans assume that Mexicans are lazy and uneducated," he says. "They simply don't know how to relate to someone who doesn't meet their stereotype."
Although you may not be able to reverse every inner prejudice and stereotype you harbor, you can consciously force yourself to be more open-minded in interviews. Rather than focus on differences first, try to establish a common social ground. You may discover you have more in common than you thought. And you'll surely listen better and respond more sincerely and empathically. This is a surefire way to build professional rapport and move the conversation forward.
Work Hard to Communicate
In the United States, we value assertiveness. But before you rush into your sales pitch, listen first for clues to the interviewer's facility with language. After all, what good is a great presentation if the interviewer doesn't understand English?
One candidate wasn't sure she was answering the questions of a German employer who had a very heavy accent. To make sure she was understood, she slowed the tempo of her speech and simplified her words. (Fortunately, she didn't fall into the common practice of talking more loudly.) She also posed lots of clarifying questions to ensure that she was, in fact, answering the question that had been asked.
It's really your responsibility to make sure your message is correctly received. When you accept this burden, you think with rather than for or about the interviewer, and rapport is definitely enhanced.
At times, this may require taking decided initiative. For example, a writer interviewing for a position with a French language school (which required fluency) could have earned some extra points if she'd asked to conduct the interview in French. This approach would have showcased her language skills and created a greater sense of a common bond.
It also might have changed the outcome--since the employer chose to hire a native-speaking, but otherwise less technically qualified, writer.
Watch Your Timing
Punctuality is valued by most foreign employers. To play it safe, show up as close to the scheduled time as possible.
Even if the culture tends toward lateness (as some Latin American cultures do), you'll seldom know the specific interviewer's bias. Better to show up on time (and have to sit around and wait) than show up late (and find out you're too late).
Too early doesn't look good either, as one Asian-American woman learned the hard way. When she showed up 15 minutes early for an interview with China Trust, the receptionist and the hiring manager found her earliness so disconcerting that they both mentioned it.
Keep Your Distance
Americans tend to operate (literally) at arm's length. Asians generally stand even farther back. But move over to Middle Eastern and Mediterranean countries, and things warm up considerably.
In any case, it's best to make no assumptions and take your cues from the interviewer. "Just because someone has a Hispanic name doesn't automatically mean that you should kiss him or her," says Lee. "Wait and see what that person does first."
Americans like to move quickly, and it's easy for them to become frustrated with foreign executives who may be slower and more indirect.
In Mexico, for example, executives typically conduct business much more deliberately. They like to take time to find out who they're dealing with before they make any commitments. Lots of personal questions, especially about home and family life, are the norm. This also may hold true for Japanese interviewers, whose bias toward "community," makes them extremely sensitive to candidates' personal qualifications.
But rather than express your impatience, try to use the extra time and exploration to your advantage. After all, if you don't feel comfortable with the interview process, you probably won't feel comfortable in the day-to-day working environment, either. So participate wholeheartedly in discussions, then gauge whether you'd be likely to function well in that particular culture.
Don't Trade Ideologies
A computer scientist from Russia complained bitterly that candidates were more interested in talking with her about the fall of Communism than in describing their ability to program in C language.
"They were so anxious to discuss politics that they totally forgot we were in a job interview," she says. "It seems like I spent half my time steering them back to interview topics."
A South African owner of a Chicago manufacturer firm had a similar experience. While he was most concerned with a candidate's attitudes about customer service, interviewees often seemed more interested in protesting his country's apartheid policies-a stance that didn't do much to put them in his good graces.
Be Honest with Yourself
Many candidates are so anxious to find a job that they close their eyes to the realities of an opportunity.
By taking the time to understand how a foreign company's culture may affect your career, you'll be able to make a more informed decision.
Negotiating Terms for Overseas Offers
Companies doing business in the United States expect to pay you as an American citizen in American dollars. But when the plan is to transfer you overseas. you may get paid as an expatriate in the currency of that country. Do your home -work before negotiating so that you know whether you want to be paid in American dollars or foreign currency.
When it comes to overseas transfers, many companies seem to be cutting back on relocation assistance-a trend that's expected to grow. While many organizations are anxious to recruit Americans to work in foreign countries, they seem reluctant to pay what it takes to entice the necessary talent to make such a move.
If the package you're offered to relocate overseas seems low, the company s sending a clear signal: It doesn't want you badly enough. A low pay package also can mean (potentially) that, because the company doesn't have a large financial investment in you, it doesn't have a big emotional investment, either. In lieu of (or, in addition, to) relocation assistance, you should ask for an employment contract as a condition for joining the team.
An employment contract is a legally binding document that specifies the terms of a person's employment with the company, including: salary, bonuses, length of service, and even severance.
When a commercial real estate development executive in Chicago was offered a position in Spain, he negotiated a two-year contract. It included the understanding that if, at the end of that period, either party to the contract was unhappy with the arrangement, the company would pay to relocate him and bis family back to the United States. Because he didn't know whether he wanted to live in Spain permanently, he felt it was important to ensure that he had a ticket home.
Of course, when you make unconditional demands you also have to be willing to walk away from the negotiating table without a deal. In this case, he knew his personal bottom line and he wasn't willing to relinquish it.
