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Lie to Me

Posted on by Terri Morrison

By Terri Morrison
© Copyright 2014, All Rights Reserved

What constitutes a lie? Per the dictionary, it’s, "An untrue statement made with intent to deceive." But, if you lie to spare someone's feelings ("Does this dress make me look fat?" "Of course not, you're gorgeous!") is it still wrong? Probably not in that case, but it is in court. If you lie on the stand in the US, in front of a jury of your peers, you can be prosecuted for perjury. Most of us don’t need to be reminded by a lawyer, or by Moses (“Thou shalt not bear false witness...”), that lying is wrong, but the justification for lies and their ramifications are different around the world. Here’s what you need to know:

Lying with a Purpose
Imagine that you’re in Japan where preserving a harmonious work environment is a high priority. You, a mid-level employee, find yourself caught in a difficult situation. The boss wants to know why a product's delivery is delayed and you know full well that it’s the fault of your peer, the scheduling manager. (He overlooked the order.) In Japan you must avoid humiliating other employees in public. Accusing the scheduling supervisor of a big mistake would cause conflict and make you look like an immature, critical whiner. Additionally, you don’t want to be the one to deliver bad news to the boss, so what do you do?

As distasteful as it might seem, you apologize to the boss for the problem (even though you did not cause it), and then you lie about the situation in order to preserve the relationships. Later, you can try to help resolve the problem in private with the scheduling manager, but in public, lies are often allowed in order to sustain the harmony of the group and save everyone from a publicly unpleasant situation.

There are also times when agreement is critical - even if you don't agree.  For example, never debate or negate your Korean boss in front of her or his subordinates.  If you desperately feel the need to correct the boss - do it in private.  And don't make a habit of it.  Your boss is higher in the hierarchy than you, and it is your job to work hard, listen carefully, and develop a rapport.  This can only come after a period of harmony has been established.  And harmony comes from agreement - not criticism and strife.

Perhaps, Maybe, I'll Try, and Yes
Since many cultures don’t approve of using the word "No" in conversation (or negotiations) they have devised other means of communicating their displeasure or disapproval. In India, Japan, and many other cultures, appearances are extremely important. People will go to great lengths to ensure that no potentially insulting or embarrassing statements are made, which includes the word "no.” This is vital to know during final contract negotiations. Since your Asian counterparts often have trouble with a flat-out "no," you should prepare many alternatives during the contract stage. This gives your Chinese counterparts room to gracefully negate several options with dignity. If you don't, they may superficially agree to the contract, just to save everyone from a controversial and conflict-ridden finish, but the signatures and product deliveries may never go through. Of course, the word "yes" doesn’t necessarily mean, "I agree with you." A closer meaning would be, "I heard you." If you really put pressure on a traditional Japanese negotiator, and he wants to balk, he may say something like, "It will be difficult" or, "I am not certain that would be possible." Wise up. Those statements are polite but firm ways to say "no" in much of Asia.

In India, business is highly personal. It’s also conducted at a more leisurely pace than in the US, along with a great amount of hospitality. If you have established a personal relationship with your client, and then something comes up that requires a definitive yes or no answer, it’s highly probable that your Indian associate will tell you, "Yes, of course," even if he knows full well the answer should be "no." Why does this happen? Why would a "friend" lie to you? Because the word "no" has harsh implications in India. Evasive refusals are more common and are considered more polite.  An Indian associate would have a hard time directly refusing or negating an offer, particularly on a social level. So, if you invite a group of Indian associates to a social event, and they say "We’ll try to make it," don't be surprised if they don’t show up. Being vague and avoiding a time commitment is a normal way of indirectly refusing an invitation. And, the statement, "I'll try," is an acceptable refusal.

No problem, No issue, No Way!

The above phrases can be incredibly confusing to someone who is not completely conversant in English.  Even though the words "no problem" indicate agreement for native English-speaking negotiators, Chinese executives can interpret them as a refusal.  Several years ago, this response to multiple contractual requests actually made a Chinese negotiator so angry, he left the table.  It took everyone a while to sort out the inadvertent insult - apologize -  and get back to work.

"No" avoidance is common behavior in Indonesia as well, where it’s impolite to disagree in public - particularly with your supervisors. Most Indonesians would definitely prefer to tell you what they think you want to hear, rather than bring you any distress. Consequently, they rarely say "no." You’re expected to be perceptive enough to differentiate a polite, "Yes, but I really mean no," from an actual "Yes!" This is rarely a problem when speaking in the native language, Bahasa Indonesia, since it has at least twelve ways to say "no" and many ways to say, "I'm saying yes, but I mean no."

Unfortunately, this subtlety is lost in English. Many Westerners interpret this as being deceitful, but Indonesians, along with Japanese, Chinese, Indians, and millions of other international businesspeople, aren’t overtly trying to lie to you — they’re just being polite and going by their own countries' standards. It can be quite a contrast to the sometime painfully direct US communication style of  "Say what you mean and mean what you say!"  Sometimes, a little diplomacy can be pleasant for a change — honestly!

Be in a new ABA book! Kiss, Bow or Shake Hands®: Courtrooms and Corporate Counsels

Posted on by Terri Morrison

In 2015, the ABA will publish Kiss, Bow or Shake Hands®: Courtrooms and Corporate Counsels.  The original Kiss, Bow or Shake Hands® is a Library Journal “Best Business Books” winner, with over 300,000 copies sold.  

We are asking legal professionals for help with the research for this new ABA book!

Please email your responses to TerriMorrison@kissboworshakehands.com or take this survey online at https://www.surveymonkey.com/s/PK3X6C6  )                        

1.)  Have intercultural communications issues ever affected your cases or contracts?  Here is an example of the type of data we are seeking:

"A senior Japanese executive was called to testify at a product liability deposition in the USA.  As his defense attorney, I realized during questioning that my Japanese witness felt obligated to take responsibility for a faulty component that his company did not make, but was integrated into his product.  And every time he assumed the blame, my client bowed, apologized, and lowered his eyes.  Fortunately, I am aware of Japanese cultural values and behaviors.  I was able to help the witness understand the limit of his legal responsibilities in the USA, and modify his presentation.  I could also prepare an explanation of the cultural behavior for the jury during voir dire, if necessary."

Miko Brown, Partner, Wheeler, Trigg, O'Donnell

Clearly, cultural traditions and values can influence legal proceedings - and their outcomes.  Please email your anecdote to TerriMorrison@kissboworshakehands.com - or take the survey at https://www.surveymonkey.com/s/PK3X6C6  )      

2.   Have you ever represented clients whose behaviors are legal in their country of origin, but are illegal in the USA?    For example: bribery, usage of certain drugs, discrimination, bigamy, environmental or OSHA violations, etc. If so, please relate the situation:

3.   Have you ever represented clients whose belief systems prohibit behaviors that are legal in the USA?   For example: They cannot cut their hair, wear certain symbols or gold jewelry, touch the opposite gender in public, drink alcohol, work on specific dates, abstain from tithing or prayer, wear tattoos, etc.    If so, please relate the situation:

4.   In U.S. courtrooms, do you ask potential jurors culturally-sensitive questions?  If yes, please give an example:

5.   Have you ever committed a faux pas with an international prospect or client?  If so, please relate the situation.

Your name and CONTACT DATA.

 

Like to know when the book is released?  Check here  _____

Thank you for assisting in this research.  Your participation grants usage for publication.

International Trade Shows

Posted on by Terri Morrison

globalattitudesBy Terri Morrison
© Copyright 2014, All Rights Reserved

When multinational firms consider where to put their global marketing dollars, they may select an international trade show. But since the investment required is so substantial, it's wise to do extensive research to ensure success in each international venue.

How to set up your booth

Exhibits that play beautifully in Boston may bomb in Beijing. Even if you’re an old hand at booth space design, construction, staffing, marketing and selling in the US, there are different complexities to consider when working internationally. Before we address any cultural aspects, here are some functional issues you should handle six months prior to the show:

Booth design and construction is different. Exhibits are generally built from the ground up for each show. Many booths are actual cubes, with a ceiling, but without a line-of-sight setback allowance from the aisles. And, of course, they’re constructed in metric space.

Construction contractors vary. European carpenters are generally unionized, but Asians aren’t. Allocate additional labor dollars for their time.

Gain approval from show management for your booth design (make sure it includes ceiling height!).

Draft your promotional campaign and reserve your advertising space.

Select an expert freight forwarder to ship and handle your entire product.

Hedge your budget to allow for local currency fluctuations.

Set aside enough transformers, adapters and sophisticated tools for emergencies. Never expect show management to supply anything. Watching your demos flare into a shower of sparks several hours into the show would not be entertaining!

Dealing with different cultures

Now that you are prepared technically, here are some of the culturally-based differences that may occur at the conference:

In Germany, your booth construction personnel will take beer breaks, and in Brazil, workers will expect long (2-hour) lunch breaks. 

The "atmosphere" and "entertainment" in your booth may make or break your traffic flow. (Translation: Women serving free food and beverages may draw crowds.) 

Smoking is common, so park ashtrays everywhere or your exhibit may really set the show on fire.

In China, highly energetic demonstrations and promotional giveaways have generated such crowds that booths have collapsed!

In Italy, prospects may feel comfortable discussing your company and products for an hour, while other attendees wander away unattended. 

Creating a memorable presence

Despite the unusual variables, there are tremendous opportunities to generate an unusually memorable presence for your firm at international trade shows. Many issues can be resolved or accommodated with the right mindset, so be flexible! One way a company controlled the crush of the crowds seeking freebies in China was to hand out tickets to a specific show in an enclosed part of the booth, and then present the attendees with the promotional items afterwards.

Since many international companies attend only several tradeshows a year, they expect to invest more time building the booths onsite and developing relationships with the prospects. Many countries have no prohibitions against serving full meals with alcohol in the booths, and exhibitors want soon-to-be clients to sit down and share a glass of wine and a small meal on good china with them. 

The VIP list

Whatever you do to entice the clients, you must be sure to bring the right staff to close the sale.   In Western Europe, buyers may leave behind that interminable decision-making mindset at the door of the exhibit hall. They are ready to buy, but you must have the personnel with the various levels of product knowledge, technical support, financing and contracts available. Be sure to have a receptionist with a list of VIPs who have been invited to your booth, and align them immediately with your appropriate company representative, preferably in a separate meeting room. No “directors” will want to be seen hanging around in your booth - it will look like an endorsement of your product, which is unseemly. Above all, never make VIP prospects wade through the wrong people in your booth! 

Ask around

Everyone who has exhibited internationally has some experiences to share, so talk with other vendors from the show. Ask about their best and worst case scenarios. One extraordinary story by Vanessa Saunders, an expert on exhibiting in China, described a conference some years ago where the Dutch Government had Miss Netherlands in their booth, in full costume, handing out cheese samples.  The Chinese, who enjoy trying Free Anything, gamely ate the cheesy bites, grimaced alarmingly, and spat them out onto the floor! Miss Netherlands was not amused. Eventually, the Dutch realized that some Chinese don't care for cheese, so they switched to candy giveaways. Sweet.

May I Have Your Card?

Posted on by Terri Morrison

What Size Is Yours?

U.S. Business Cards (3 ½” x 2”), or European (3.37” x 2.12”), or Japanese (3.583” x 2.165”)

By Terri Morrison, Copyright 2014, all rights reserved

 
Global business card dimensions vary. So does card stock, font, color and the content on the card. Add in different languages, titles, methods of exchanging and storing cards…and your potential for faux pas increases precipitously. 
 
That is, if you even remember to bring your business cards with you.
 
Sidney Elston III, author of the political thriller Razing Beijing, was caught empty-handed back in the 1990’s. As a top GE engineer, Sid was the technical spokesperson for the GE90 aircraft engine (which powers Boeing 777s). The technology was highly attractive to airlines and resulted in many international marketing trips. 
 
After one exceptionally prestigious presentation in Tokyo, Sid found himself having dinner and drinks with Japan Airline’s board of directors. Unfortunately, as the formal exchange of business cards began, Sid realized his were sitting on a bureau back in the hotel room. JAL did not ultimately select the GE90 – (for whatever reason) – but Sid now carries some very sharp business cards all the time. 
 
Gen X execs in the USA sometimes seem to regard business cards as a boring necessity. Why bother with a card when it’s more convenient to “bump” phones to exchange information? And with ubiquitous Internet access, you can Google, FB or get LinkedIn to everyone anyway.
 
But can you afford to ignore business practices in other markets? In South Korea, China and Japan business cards are considered an extension of you, and should be treated with respect. Their value is belied in their formal presentation; and your credibility in many Asian, Middle Eastern, and African countries can rise with the correct execution of a card exchange. Conversely, a mangled proceeding can detract from a good first impression.
 
Larry Cahill, technical director at Environmental Resources Management, witnessed several painful introductory moments with acquaintances in Asia. 
 
At one event, a US manager pulled out a stack of cards held together with a rubber band. They were bent in the center and smudged. Of course the Asian prospects received them politely, but those sloppy cards and his lackadaisical attitude was a factor in his losing that business. 
 
At another meeting, an American executive seemed to think he was in a casino. He flung his cards around the table like a blackjack dealer, bloviating all the while and barely glancing at the ones that clients respectfully handed to him.
 
As Larry observed, slipshod behavior can make you look like an amateur, and damage a sale. Here are ten guidelines for ensuring that your business card exchange in Asia is successful.
 
1. Have your business card translated into the target language on one side. If your firm is extremely large or particularly old, consider adding those statistics to it. 
2. Also forget about your privacy and include a mobile phone number, so your contacts can text you. (Texting is huge in China, and much of Asia.)
3. Buy a business card holder. Place it in your jacket pocket or your purse. Never put it in your back pants pocket.
4. Bring plenty. Never run out; a lack of cards may imply you have no job, or are absent-minded and therefore unreliable.
5. Hold the card with two hands. Keep your thumbs on the edges nearest you. Make sure the data on the card faces the other person. Try not to cover important data with your thumbs.
6. Bow slightly as you offer the card to the other person. If you are in the subordinate position, put your card lower, or underneath, your contact’s card.
7. When making a simultaneous exchange of cards, offer the card with your right hand. To convey respect, you may support your right wrist with your left hand. Receive your contact’s card with your left hand and then hold it with both hands.  
8. Thank your contact. Look at the card closely, and be sure to make a polite comment or two.
9. During meetings, put the cards on the table in an orderly manner. Don’t scatter them around or play with them. Writing on them is insulting to the owner. 
10. When it is time to leave the meeting, carefully pick up all the cards and place them in your business card holder.
 
Be careful with imagery on your cards. Avoid pictures of dogs, pigs and other animals that can be considered unclean (or food items) in different parts of the world. Also ask about the use of specific symbols, like flags, since they may be impolitic or taboo to use in marketing materials. (For example, never use the flag of Saudi Arabia. Allah’s name is on it.)
 
Whatever options you choose, be sure that your cards are easy to read and will fit into standard card holders. Then when you are asked for your card, you’ll be prepared to present an attractive, interesting 2-dimensional memento of you. 

 

Tips on Doing Business In A Global Economy

Posted on by Terri Morrison
Nice article in the Delaware County News Network
Terri Morrison has written a series of bestsellers that prepare business people for international negotiations.

 

Now that our world operates in a global economy, it's vital to know how to best conduct yourself when negotiating in a foreign country.

Terri Morrison has found success co-authoring a popular series of books that prepare business people for international negotiations. Her book, Kiss, Bow or Shake Hands: The Bestselling Guide to Doing Business in More Than Sixty Countries, was named "one of the Best Business How-To-Books of 2006" by the Library Journal and has sold more than 285,000 copies.

Morrison got married several years ago and her publishers wanted her to keep the name branded on those best sellers. But she’s known by her married name, Terri McCarthy, at the Newtown Public Library, where she helps out by promoting the Library’s many special events and exhibits.

“I've lived in Newtown Square for a good number of years and love its convenience to Philadelphia, New York, and Washington,” she says. “While I have lived elsewhere, I was born in Miseracordia Hospital in Philly, and was actually one of the kids in the first graduating class from East Senior High School in West Chester. My library cards have stickers from all over Delaware, Chester, Montgomery, and Philadelphia counties. Book nerd? Yes indeed,” she adds.

When asked how she got the idea to write Kiss, Bow or Shake Hands, she replied, “ I founded my firm, Getting Through Customs, in 1990, and built the Kiss, Bow or Shake Hands Database first. So before there was a book - there was an electronic book! The [print] book version came along because AT&T said ‘it's very nice to have this information on the computers, but we want something that we can hand out also.’ I knew we did not want to make binders, so I looked through a book called The Writer's Market and sent query letters to seven or eight publishers who produced international business books. I followed them up with phone calls the next day, and within two months, we had a contract for the first Kiss, Bow or Shake Hands.”

The book became such a best seller because knowing how business protocol works in different countries can make the difference between losing or sealing a deal. Morrison’s book Kiss, Bow or Shake Hands: The Bestselling Guide to Doing Business in More Than Sixty Countries gives readers a brief overview of the history, government and cultural customs of a country. Each entry also gives tips on how to approach meetings and negotiations.

Greetings, gestures, forms of address, type of attire to wear to the meeting will vary from country to country; the book prepares the reader for the best method of success. Should you come to the meeting with a gift and, if so, what sort of gift is appropriate?

Tips on dress, gestures and forms of address are also listed for each country.

What are the other no-nos that will make the wrong impression? Morrison has it all concisely listed out country by country.

Her Kiss, Bow or Shake Hands: Sales & Marketing book, published in 2012 by McGraw-Hill, also became an Amazon.com bestseller and ended up as No. 2 on BusinessWeek’s best business book list. This book offers advice on presentations, business cards, promotions, negotiating, communicating and tips on selling and marketing in 20 different countries.

Morrison also conducts seminars in intercultural communications and writes columns for Business Traveler Magazine, Toastmasters and Executive Travel.

She recently gave a talk entitled “Global Fluency: Guide to Doing Business Around the World” in Collegeville for the Healthcare Businesswomen's Association sponsored by Pfizer.

She gives business presentations for many corporate, governmental, and higher educational institutions, and  says she always “strives to make her seminars informative and entertaining.” Clients include the American Bar Association, American Airlines, American Express, Boeing,Cisco, Deloitte-Touche, DuPont, Ernst & Young, Franklin Templeton Investments, IBM, Microsoft, NATO, Orbitz, Pepsi-Cola, the National Association of Realtors, the National Business Aviation Association and multiple World Trade Associations.

She also writes a column for Business Traveler Magazine, sharing her knowledge of business etiquette and strategies for success.

Morrison is happy to announce that she will be starting work on her 10th book this spring, her first with the American Bar Association.

For more details, visit http://www.delconewsnetwork.com/articles/2013/04/01/entertainment/doc5151e461b30c7043674957.txt?viewmode=fullstory

Gender Matters

Posted on by Terri Morrison

Gender Matters

By Terri Morrison
© Copyright 2014, All Rights Reserved

In person, anyone can tell I’m female, but online my name can be mistaken for a male. Sometimes I receive invitations for speaking engagements addressed to Mr. Morrison. Generally, I call and gracefully inform them that I’m a woman, and they laugh or apologize. It’s no issue. But there have been odd occasions when my gender mattered. In one instance, I was actually bluntly turned down by a conference coordinator for being the "wrong" sex! Bizarre, particularly when one considers where it took place—Silicon Valley, USA. A place where lawsuits run wild and free.

In some other countries, however, his behavior would have been both legal and commonplace. In those environments, being female means you must carefully orchestrate your business and social activities to protect your credibility.

The Asian challenge
Asia can be a challenging environment for women executives. According to Ms. Joanna Saavides, Former President of The World Trade Center in Philadelphia, Pennsylvania, it can be extremely important for women to present a knowledgeable and competent image in Asia—particularly in Japan, a very competitive environment. Some years ago, she held a responsible position at a factory in a rural area outside of Tokyo. Initially, there was a lot of resistance both from the Japanese factory workers and from a transferred male executive who reported to her. Things came to a head one day when he exploded during a meeting, stating that he had had enough, and that he wanted to leave the project halfway through. In front of everyone he blasted at her: "You’re the boss, you handle it!" She affirmed: "Yes, I am the boss, and we have the capability to achieve these goals." She calmly stated the way it would be done and worked through the issues with the team. After her effective management of that incident, she received far more cooperation from the entire staff—both Japanese and American.
"If something goes wrong during an international assignment, I think what works is competency. It can take some time for people to determine you are qualified, but stay professional and be patient. Never be disappointed and don’t panic at problems. Just think things through to achieve your goals."

Pay attention to me
Another issue that female executives encounter abroad is being ignored in meetings.
Many friends and clients have related horror stories about being the only woman present in a meeting, and trying to manage a sales call or negotiate a contract. Unless you prepare correctly, clients may completely ignore you, from the initial address to the room ("Good afternoon, gentlemen…"), to the Q&A directed solely at your male coworkers or employees.
Cathy LeRoux, Program Manager with Sabre’s IT department, relates a specific instance:
"I was in charge of the meeting (a fact-finding visit), but the customers directed all their questions and responses to my male counterpart. After a half dozen rounds of, I asked a question, the customers responded to my male coworker, then I asked the next question, the clients eventually understood that I was the one they needed to address."
Of course, you can brief your male colleagues on appropriate behaviors before you step off the plane. For example, if a client initially only asks questions of my male associates, they just turn to me and say, "Well, Terri, what do you think?" It may seem a bit ham-handed, but it works.
Mary Fox, Program Manager at HP, offered the following tips to establish credibility in work situations:
"Show you know the topic under discussion. You do not want to be seen as an assistant (particularly in Japan), but as a peer. Also, NEVER start a sentence with, ‘I’m sorry…,’ unless you really have something to apologize for. Women tend to use that expression inappropriately and it can make you look weak."

Difference of interpretation
Be aware that there are a multitude of female/male behaviors that can be interpreted differently in various countries. Cultural traditions vary, and perceptions of western women are different than indigenous females. In Tokyo, male colleagues will probably treat you differently than male coworkers in Toronto. Sometimes people do not know how to handle us. Even our body language is completely opposite from their traditions. Eye contact is intermittent or non-existent between the sexes in many cultures. If you look a man right in the eye and hold your gaze steadily (which is expected in the United States), that may easily be misinterpreted in countries like Mexico, South Korea or Morocco.
Appropriate attire is also somewhat difficult to master. For example, a red suit is not that unusual for female executives to wear in the United States, but according to Herbert S. Ushewokunze VII, a consultant for U.S.-Africa Business Development, a woman in red can be interpreted as a tart in parts of Africa. There go the red shoes too, I suppose.
Security issues for women business travelers would go on for pages, so we shall leave that topic—along with the stories on being searched at the airport—for another day. But consider safety from every angle when working internationally, from the moment you plan your trip to your return home.
In a perfect world, an executive’s gender—like her race, religion or age—should be irrelevant in any work-related event. However, since we don’t live in Utopia, there will always be some aspects of our jobs that involve extra adaptations or sensitivities because of the differences among us.
Finally, I’m reminded of another entertaining scenario that occurred two years ago, at a luxurious resort where I had been booked to speak to a meeting of CEOs. Standing at the podium, I waited for the Executive Director to read my brief bio to this elite group. I listened to him clear his throat and begin, "Good evening, gentlemen. Before I introduce our distinguished speaker, Terri Morrison, I’d like to ask her a brief question…Ah, Terri, did you hear the one about the blonde…?"
Actually, I’m more of a redhead

Dinner and a Deal

Posted on by Terri Morrison

  By Terri Morrison
© Copyright 2014, All Rights Reserved

In the Harvard Business Review article “Should You Eat While You Negotiate?” Lakshmi Balachandra described an experiment she conducted with MBAs to ascertain whether negotiating a deal over a meal would increase the value of the theoretical agreement (vs. discussing it without food). Her tests showed that, yes, eating together – even in a conference room – improved the overall negotiated deals by more than U.S. $6.5 million! 

Why? Biologically, there are multiple possibilities for the rise in revenues. Increased glucose levels may have enhanced the participants’ brain activity. Also, the unconscious mimicry that occurred when diners mirrored each other’s motions may have induced feelings of camaraderie and trust. 

But sharing a meal is more than an anatomical exercise. While the food and drink may elevate our blood sugar (and libidos), conversations with our fellow diners are what give us the sense of amity and alliances. And that bond is a prerequisite for selling into cultures that are built on personal networks. Unfortunately, in the US, even eating fast food can be considered an annoying necessity; an interruption in a busy schedule. 

This perception starts in US grade schools, where food is gobbled down in a 20 to 30 minute frenzy – basically as a prelude to recess. Compare that process to the one hour (or more) lunch break that French students enjoy every day at school. Even preschoolers in France are served 5 course meals which are freshly prepared, usually starting with an appetizer, followed by a salad, entrée, cheese plate and a dessert, which is often fruit. And vending machines, the ubiquitous junk food standby for picky eaters in US schools, are nonexistent in France, Japan, and other countries. (However, vending machines full of beer can be found right outside high schools in Japan.) 

So if eating habits are established in grade school – how do US executives change their behaviors, and adapt to other cultures’ dining etiquette?

An Environmental Regulatory Compliance Auditor named Jamie White figured it out when she asked for an extended assignment to Guam. Jaime wanted the extra weeks so she could slow down, learn about the culture and abide by local mannerisms. This attitude served her well as she drove the rural, rutted roads that surrounded her company’s facility.   Local Chamorro (who are also US citizens) would often walk up to her car, lean on the window and invite her and her associates in for lunch. 

Accepting these invitations gave her great credibility in the eyes of the locals, many of whom worked for her employer. And since Jamie invested the effort to learn the dining etiquette in this US territory, (like never taking the last bit of food off a serving plate), she made many friends and built a reputation for comfortably integrating into far flung environments. Her next assignment? Equatorial Guinea.

Logically, we all know that there are dining taboos around the world (no beef in India, no pork in Saudi Arabia, no using your left hand in either locale, etc.). But rather than citing offenses, here is a tongue-in-cheek list of delicacies. Try to match the countries and their cuisines.

1. France                                          A)  Kidney pie

2. Scotland                                       B) Silkworm pupae

3. Indonesia                                     C) 246 varieties of cheese (give or take)

4. England                                       D) Haggis

5. India, Korea and China                  E) Durian

6. USA                                             F) Testicles

Answers:

1.  C) Charles de Gaulle thought this excessive, and remarked “How can you govern a country which has 246 varieties of cheese?”;  2.  D) stuffed sheep stomach;      3.   E) an odorous fruit;      4.  A (a staple!) ;      5.  B (usually boiled, sometimes fried as well) ;      6.  F (Going to Oklahoma’s Calf Fry Festival this year?) 

A culture’s delicacies can carry great weight for many reasons. Perhaps scorpions were eaten by your predecessors and now may symbolize the hardscrabble lives of your revered ancestors. Or some delicacies may be exciting because they are dangerous (like blowfish), or purportedly make you virile (oysters anyone?), or because some are just plain decadent (like gold-plated chocolate).  

Whatever the reason, orchestrating a successful business meal with local delicacies can represent a substantial effort by your hosts. They want you to enjoy a pleasant experience and taste what’s unique about their culture and cuisine. This is why it is critical that business travelers express great appreciation for their hosts’ efforts and try all the foods that are offered. 

And as Lakshmi Balachandra’s research in the Harvard Business Journal corroborated for us global travelers – taking the time to eat together pays you back!

Global Gifts – from Gaffes to Perfect Presents

Posted on by Terri Morrison

By Terri Morrison
© Copyright 2023, All Rights Reserved

Gift giving is a revered tradition in many parts of the world. But there is an art to obtaining the right item, in the correct color, properly wrapped and perfectly presented. Just as an appropriate gift can seal a personal or professional relationship, an improper one can easily damage it.

Gift gaffes occur everywhere – even in the USA.  For example, if you’re ever invited to the White House, what type of gifts shouldn’t you give the President? Food, drinks and combustibles (items which may release fumes) are unwise, as are any products which are applied to the skin (colognes, etc.). In order to protect the President and his family, the Secret Service categorically destroys those items. It’s also probably wise to avoid giving live animals.

The Elephant in the Room

In 1984, Linda Conlin, (now president of the World Trade Center of Greater Philadelphia) worked in the Chief of Protocol’s office in Washington, DC. One of her “biggest” challenges came when the president of Sri Lanka visited President Reagan at the White House and brought along Jayathy, a baby Asiatic elephant. While elephants are highly symbolic for both Sri Lankans and the US Republican Party, handling the unusual gift was a nightmare of paperwork and quarantine questions.  Ultimately, everything was resolved, and Conlin found the pachyderm a home in the National Zoo.

Taboo Gifts

Besides live gifts, you should avoid items that are taboo in certain cultures. See if you can match the gift faux pas with the religion or region:

A. Pork products (food)                                                    1) Hindus

B. Beef products (food or leather)                                  2) Parts of Latin America

C. Alcohol                                                                            3) Muslims

D. Knives                                                                             4) Muslims and Mormons

Answers:

A.   3) Everything from Canadian bacon to hotdogs is prohibited to observant Muslims – no gift baskets with bratwurst for your Middle Eastern friends;

B.   1) Most Hindus are vegetarians, and they revere the cow as a sacre. d animal;

C.   4) Neither Muslims nor Mormons consume alcohol. Be aware that alcohol may be present in many colognes, perfumes, and specialty food items (i.e., chocolate cordials and Dijon mustard).

D.   2) Knives can symbolize the severing of a relationship.

Insensitive Gifts

Make sure your gift wasn’t manufactured in an environment that is controversial for the recipient. For example, don’t give a South Korean executive something made in Japan.

The wrong color of flowers or wrapping paper can insult international associates as well. Never send white flowers to an Asian client. They are associated with funerals. Also, do not expect your Asian client to open the gift in front of you, lest they appear greedy. And in many parts of the world, remember to offer your gift either with both hands, or just your right.

Consider the Recipient 

The list of potential blunders could go on, but let’s try a few culturally-appropriate gifts. Illustrated books, historic items or traditional handicrafts from your home state or headquarters are advisable. These act as invitations to come and visit. Many executives and dignitaries will also enjoy memorabilia from your local universities and sports teams (soccer, baseball, etc.), or prestigious golf club hats and towels. When guests actually visit, find out their hobbies, buy tickets to games, shows, concerts or museums – and accompany them. Electronics are another good option – preferably loaded with personal messages to the recipient, along with music, audio books or works from local artists.

The Gift of Charity

There are other, more altruistic ways of delivering gifts as well. Benjamin Franklin was one of the most prosperous men in the thirteen colonies at the time of Independence. In his will, Franklin bequeathed extraordinary gifts of 1,000 pounds each to Boston and Philadelphia. Conscious of his working-class origins, the money was to be loaned (at 5 percent annually) to married men under the age of 25 who had completed apprenticeships, and wanted to start their own businesses. When paid off, the money was returned to the fund.

Franklin was prescient enough to realize that the need for such loans might eventually vanish. So, long before the Bill and Melinda Gates Foundation’s 50-year clause, Ben’s bequest had a time limit too: after 200 years, the cities could spend the remaining money on infrastructure. Boston ultimately accumulated some $5 million, while the City of Brotherly Love had a little more than $2 million. In the scope of time, perhaps philanthropy is the best gift of all.

Kiss, Bow, Shake Hands, or Cold Call? Nataly Kelly’s article in the Huffington Post

Posted on by Terri Morrison

I can't even count the number of times I have walked into the office of an international marketing department or a translation company to find a copy of Terri Morrison's book, Kiss, Bow, or Shake Hands sitting on an executive's bookshelf. It's a classic guide for global business people, and really, for anyone working across borders. So, I was delighted to learn about Morrison's new book, Kiss, Bow, or Shake Hands: Sales and Marketing. This newly released book follows a similar format as the classic version, but focuses exclusively on providing tips in the areas of selling and marketing in 20 different countries. I had a chance to ask Morrison questions about her latest book. Her answers are in the interview that follows.

Nataly Kelly: The book addresses many different cultures. Did you have a particular culture in mind as your target audience when writing it?
Terri Morrison: I tried not to be U.S.-centric in this book. Hopefully, we achieved this, because several foreign rights contracts were picked up almost immediately. I believe that a Mandarin version will be released soon. The target audience is global, and that is one of the reasons we included the U.S. in there - so that other cultures might gain some insight into our multi-ethnic country as well.
How did you carry out the research on so many countries for this book?
It took two years of interviews, visits, and research to compile the data on the 20 countries. Granted, we do have some pretty good connections -- my firm has been in business since 1990, and this is my ninth book.
Which countries are the hardest to sell into?
I believe that good salespeople can be successful anywhere. But some countries may require more intercultural skills than others, as well as more support from headquarters. For example, if you are selling into a culture where bribery and corruption is relatively commonplace, you should know how to handle that. I advise clients to look at www.transparency.org to obtain that type of data. Similarly, some cultures may have traditions and belief systems that are far different from your own background. Your personal values and ethnicity may make it easy for you to sell into certain cultures -- or require you to adapt profoundly to completely different behaviors, languages and beliefs.
Are some countries more receptive to things like "cold calling" than others?
We're probably the most amenable country for "cold calling." The United States is an egalitarian culture, and theoretically, everyone has an equivalent chance to connect with anyone else. This concept of "admission" is actually one of the sales tips in the U.S. chapter. In contrast, "cold callers" are not common in places like Japan, South Korea, or even Germany. Introductions are vital -- even if it's via email, or a brief meeting at a huge trade show.
You mention working with interpreters and translators in the book, recommending, for example, that people translate their business card into the language of the host country in some cases. What other tips do you have for businesspeople regarding interpreting and translation?
Businesspeople underestimate everything about the profession - the complexity, background requirements, and cognitive demands. There are many bad brands and translation blunders that have occurred because of clients cutting corners and simply having a lack of knowledge about the job qualifications. Never underestimate the value of clean global communications. I advise clients to send all jargon, contract requirements, marketing collateral, etc. weeks ahead of time. I suggest they set up a virtual meeting as soon as those materials arrive, and review everything with the translators. Details are important. I also suggest they hire two interpreters for on-site negotiations -- so that they can spot each other every two hours. Senior interpreters expend the same amount of energy as do master chess players. They literally lose weight from the cognitive drain, and after several hours of contract negotiations, they need a break. Words carry enormous weight in every language, and it's worth paying for the best.
Which cultures do you think have the hardest time understanding each other in business settings?
Tough question. You can hit a roadblock or reach a détente in any culture -- depending upon the topic. I'm writing a script right now for the American Bar Associations' Section of International Law which demonstrates the cultural differences between a female Manhattan attorney and her South American oil and gas industry contacts. There is such diversity throughout the United States (as evidenced in demographic data and birth statistics), in our own families and workplaces, it behooves us all to stand back and appreciate that there is no one correct approach to business. That said, there can be a rather substantial cultural gap between female executives from New Zealand and observant Muslim businessmen from the Wahabi branch of Sunni Islam in Saudi Arabia. But that does not mean that they cannot get along. That just means that they have to think it through and appreciate each others' cultural values.
What cultural factor do people in other parts of the world have the hardest time understanding about American business culture?
Our individualism, our concept of "time equals money," our viewpoints on litigation, our desire for "the truth," how loud we are, how large we are...I cannot pick one!

This entire article can be found on the Huffington Post at:
http://www.huffingtonpost.com/nataly-kelly/international-marketing_b_2095296.html?utm_source=Alert-blogger&utm_medium=email&utm_campaign=Email%2BNotifications

Feeling Lucky? Global Gambling

Posted on by Terri Morrison

888888   Feeling Lucky?  888888

By Terri Morrison© Copyright 2023, All Rights Reserved

High Stakes & Superstitions

Dr. Desmond Lam is a whale. Not because of his girth, but because of his worth to casinos. Casinos love Professor Lam because he’s a high roller, and an industry expert. He teaches, writes about gaming, and understands why nearly 25 million Chinese gamblers cram into little Macau each year (which is 1/6 the size of Washington, DC).

Here are three of his reasons why so many Chinese bet the farm in Macau:

1) The Chinese love to gamble. It does not matter if you’re playing Baccarat (Baak ga lok in Cantonese), Black Jack, Sic Bo, or Mahjongg with your grandmother - it’s all good. (Over 60 Chinese movies feature gambling, including “The God of Gamblers” which starred Chow Yun Fat, from “Crouching Tiger, Hidden Dragon”).

2) Casinos are prohibited on mainland China. But they are permitted in the former Portuguese colony of Macau (now a Special Administrative Region of the People’s Republic of China). Today, Macau is the largest gaming city in the world.

3) Macau’s 33 casinos cater to their Chinese guests’ culture and beliefs. Buildings are constructed along Feng Shui guidelines – from the architecture and interior design, down to the gaming tables. For example, since the number 4 sounds like the Cantonese word for “death,”  there are no fourth floors, or 40th through 49th floors in new construction, nor is the number “4” on Baccarat tables. However, you will see an abundance of fountains, music, lights, and shows like the golden “Tree of Prosperity” in the Wynn Macau. These design elements help the flow of positive “Chi” (energy) throughout their buildings, and draw players to their “lucky” establishments.

Many Chinese try to attract good luck at the tables through certain behaviors. Players believe this helps them connect to elemental forces, and influences their destinies. Here are five Do’s and Don’ts at the gaming tables:

DO: • Wear red underclothes. • Pick numbers that are significant – like your parents’ birthdays, your wedding anniversary, your address, etc. • Leave the lights on at your house before you go gambling. • Watch who is winning, and place the same bet as that player. • Feed the baby ghost behind you some sugar. (An old belief, but cute.)

DON’T: • Mention books or have a book anywhere near you. (“Book” sounds similar to “lose” in Cantonese.) • Touch a gambler’s shoulder while he or she is at the table. You’ll drain away the good luck! • Leave the table during a winning streak to go to the restroom – you will disrupt everyone’s good “chi” at the table. • Go into the casino via the main entrance. Particularly if it’s through a lion’s mouth (like the MGM Grand’s in Las Vegas used to be.) • Bet against an expectant mother. A pregnant woman has an “extra set of eyes” to observe the game – and carries extra good luck around with her.

Besides non-verbal gambling protocol, you may hear certain words shouted out at the tables to repel bad cards, and invoke good ones. Two common Cantonese words that stop bad hands are:

“Deng!” (Block!) - Shouted to block bad cards from appearing.

“Cheui” (Blow!) - Used to blow the bad cards away.

With all that said, one might think that the Chinese are the biggest gamblers in the world. But they are not. According to H2 Gambling Capita (h2gc.com), a consultancy that analyzes gaming in over 200 countries, the top gambling nation in 2010 was Australia. Singapore, which is predominantly Chinese, was No. 2, and close behind was Ireland.

Surprising? There is a good bit of research about types of gamblers, psychology, and culture. It may be significant that Australia and Ireland both score relatively high for individualism, masculinity, and short-term orientations. These independent individualists tend to prioritize free choice, and may see risk as an energizing opportunity.

Certain nationalities may also gamble more than others based upon their legal systems. Since Australians jokingly refer to sports as their national religion, the fact that they legalized online sports betting clearly encourages serious wagers. And in Ireland, the electric and telephone utilities encourage the Irish to pay their bills by automatically entering on-time payments into a raffle.

Of course, we all have our superstitions, our black cats, lucky 7s, and winning sports rituals. So when Chinese executive in Guangzhou purchased a license plate with the number AW6666 for $34,000, it made sense to other Chinese. In Chinese, the number sequence sounded like “smooth all the way.”

Smoothing the way with auspicious numbers, prosperous company symbols, and polite behaviors seems like a safe bet wherever you go.   Best of Luck!