Going global: implications for communication and leadership training

Abstract

Most of us recognise the importance of building effective relationships in the global arena. However, do we have the skills to develop effective business relationships with others whose attitude and behaviour differs markedly from our own? Are we aware that the same skills that bring success in our own culture may be perceived as rude and inappropriate by another? The first step is to avoid the divisive tendency to put negative labels on those whose behaviour differs from our own. For example, what one person regards as relaxed and easy‐going may be judged by another as lazy and indecisive. The solution is to develop tolerance and patience ‐ easy to say but hard to do. This article identifies cross‐cultural skills that are essential for achieving success, including communicating with others for whom English is not their first language, taking part in team meetings, and understanding the core values of a given country. The article concludes with a short case example of how a newly merged Anglo‐French company learned how to use its differences and strengths when carrying out important team meetings.

Citation

Berger, M. (1998), "Going global: implications for communication and leadership training", Industrial and Commercial Training, Vol. 30 No. 4, pp. 123-127. https://doi.org/10.1108/00197859810217930