OAG Travel News

Ralph Waldo Emerson’s counsel 150 years ago that ‘No man should travel until he has learned the language of the country he visits’ is reflected in the boom in language learning for business travelers. The key to success, we are told, is to do business in the other person’s language.
But unless you can really cope in that language, it’s usually best to save it for social chat. A little learning is a dangerous thing (although a few gracious phrases in, say, Chinese, Arabic and Russian, are always appreciated.) English, of course, is now accepted as a lingua franca for business travelers in most parts of the world. But forcing people to speak it when they’re not completely fluent can lead to serious misunderstanding.

There was the case of a former German chancellor who was presented to the Queen during a visit to London. He had brushed up his English for the occasion. But when he was introduced to her he said, ‘Who are you?’ instead of, ‘How are you?’ She replied, ‘I am the Queen of England.’ That’s supposed to be a true story.

A good compromise is for both parties to speak their own language, which may bring a dialectical if not an entirely cultural, meeting of minds. Although it may be worth remembering the old German adage that you should sell in the other language and buy in your own. A variation, perhaps, of the maxim 'Dress British, think Yiddish.’

For most people this means speaking through interpreters.  But the ability to work well with one is a technique, a skill in itself. You have to make sure that your message is received in a cultural as well as a linguistic sense.

    You have to be very careful about using humor on formal occasions. If you make an after-dinner speech in the UK, you’re heavily criticized if you don’t make a joke; in France you’ll be criticized if you do. They’ll say, he’s a clown, he’s a lightweight. The British self-mocking humor is not understood.

It can be quite disconcerting with simultaneous interpretation. You make a witty remark and those people listening in English laugh; then the French and Italians laugh; then there’s a pause because the Dutch and Germans are waiting for the verb at the end of the sentence before they get it. Meanwhile, you’re saying, ‘yes, but to be serious I must make an important point.’ At which point the Germans and Dutch burst out laughing.

The Japanese seem to have found a face-saving solution to this contingency. The story goes of the Japanese interpreter who said: ‘The British gentleman has now started telling a joke. When he stops speaking, please laugh and clap loudly – or I’ll be in trouble.’
Another solution when faced with strange English from a non-native speaker is to tune in to the French translation – or tune in to space music on your iPod.

Alas, this is not always possible in face-to-face meetings. Everything depends on the skill of the interpreter. Confusion generated by faulty translation is less hilarious. Experts recommend that both parties in a negotiation bring their own people to interpret for important discussions. It’s convenient, but dangerous, to rely on the home side’s interpreter, who may unconsciously represent the interest of his or her employer.

Keep sentences short and simple but avoid oversimplifying – which may give an impression that you’re condescending – and pause frequently. Avoid vague and imprecise expressions; use visual aids when you can; and look at the person with whom you’re dealing – not the interpreter; look for signs of confusion; keep eye contact when culturally appropriate (in the Far East it’s sometimes interpreted as aggressive or challenging behavior – only the occasional glance into another person’s face is considered polite).

When it comes to the Far East, it’s not so much ‘read my lips’ as ‘read my mind.’ The silences between utterances are just as meaningful as what is spoken. The Japanese method of listening comprises a repertoire of smiles, nods, and polite noises. The idea is to keep you talking, usually misinterpreted by Westerners as agreement.

If the Japanese have a reputation for inscrutability, it is because they have developed ambiguity of expression to an art form. They have delicate ways of voicing personal opinions. The British may have invented circumlocution (not to mention elocution) but the Japanese have made it an art form. It’s not that they’re hypocritical. But they manifest quintessential politeness , which can mean they say ‘yes’ when they really mean ‘no.’

The Japanese are concerned with saving face and have developed a set of rules to prevent things going wrong. So try to avoid saying no or asking questions when he answer might be no. If you do hear a no in Japan, it is likely to be expressed as a sucking of breath through the teeth. The closest anyone will get to articulating the word no is, ‘It is very difficult,’ or ‘We will need to give this further study.’ The real message is likely to be, ‘Let’s forget the whole business.’

    Closer to home, there are defective cognates between languages like English and French. The entente cordiale was in jeopardy when the French head office of its recently acquired subsidiary in Britain faxed: ‘We demand your latest profit figures…’ Demander in French means to ask, not to demand.

Much more important than language, the psychologists, say, is your ‘non-verbal behavior,’ your awareness of different ‘business modes’ and ‘nonverbal behavior’ or body language. This must take into account different notions of politeness, manners and social rituals. Actions speak louder than words. Saying the wrong things – eye contact, hand gestures, touching, bowing, using first names, how to eat and drink can be a minefield for the unwary. The snappily-dressed young Chinese in Hong Kong with the portable phone may seem to talk the same business language, but if you unintentionally offend him, you may lose his trust – and his business.

You first need to know whether you are dealing with people from so-called ‘low context’ cultures (North America, Britain, Sweden, Switzerland, Germany), who spell things out verbally, or ‘high context’ cultures (France, Japan, Spain, Greece, Saudi Arabia, China and Korea) who communicate more by nuance and implication and are less dependent on the spoken word.
For example, the Swiss and the Germans like to lay their cards on the table. Talking to a Frenchman or a Spaniard, what is unsaid is often most important. Low context folk need to attune their listening skills; high context folk should try to be more explicit. ‘Your context or mine?’ is the dialectical ideal.

The handshake is probably the most common form of greeting in the world (except in Japan). But even this simple gesture is fraught with complications. The British handshake is firm but used sparingly; in Italy and France – where handshaking is something of a national pastime (the French are said to spend 30 minutes a day shaking and re-shaking hands) –a gentler, kinder grip may stand you in good stead.

In Germany and Denmark, you nod your head when you shake hands as a gesture of respect. Somebody who does not know this may interpret it as aggression (which it may well be). People in Mediterranean countries sometimes tilt the head back when they shake hands. Northerners may interpret this for arrogance (which it may well be). Anglo-Saxons learn to look people in the eye. This is sometimes interpreted as aggressive or challenging behavior, especially by Orientals, for whom only an occasional glance into the other person’s face is considered polite.

Unless you really know what you’re doing, close bodily greetings are best avoided. Kissing has many pitfalls – unless you are fortunate enough to have been coached by a French general. You need to know which cheek to start with. The British start with the right cheek. In Belgium you start with the left cheek; left, right, left. The French generally kiss twice; left, right. In some Middle East countries they kiss three or even four times – men kiss men, women kiss women. (In Saudi Arabia, greetings are particularly elaborate: after shaking hands a Saudi is likely to kiss you on both cheeks then take your hand in his as a gesture of kinship.)

Should you ever summon the nerve to kiss a lady’s hand (a French aristocrat says it takes three generations to learn how to do it properly), your lips must never actually make contact. In Spain, men who are close friends often give a bear hug, or abrazo. The story goes that a British businessman so shocked the Americans he was with when he greeted a Spaniard with a hug, that he almost lost the contract he was negotiating. Look out now for the Slavonic bear hug.
One area where handshakes, kissing and (heaven forbid) bear hugs have not become established is Japan where such bodily contact is considered impolite. On the other hand, the Japanese custom of bowing can be daunting to a Western businessperson. (Let your hand slide down towards your knees, back and neck stiff with eyes averted.) The act has crucial social implications, depending on title. It is essential for Japanese to know the ranking order within any group because rank is applied to all circumstances – whether business or social.

The way other cultures like to put people at their ease can be confusing. The American use of first names as an instant form of friendship does not go down well in countries like Germany, even England. (Germans like to be addressed by their last name with full academic titles, like Professor Dr. Schmidt, rather than Willy or Ilse. In Austria, you have to contend with Dr. Dr. Schmidt. In Italy, address anybody over 40 wearing a suit as Dottore.)

The British and Americans share at least one thing: they like to break the ice with a joke, which means sometimes being thought flippant. We in turn may think the Japanese are amused if they giggle: but they may sometimes do this when they are perplexed. In Japan, Korea and China, laughter is often a sign of embarrassment. In the Philippines it can mean, ‘Take note! I’m about to say something important!’ And Thais laugh at tragic news to cheer you up. (Something we are all getting used to now!)

The classic Anglo-Saxon ‘time is money’ approach to negotiations is unlikely to go down well in Asian societies, which are based on personal relationships and building reciprocal trust before agreeing to clinch a deal. The cold call often brings the cold response.

The Japanese in particular set great store by long term relationships and human value. They need to know the sort of person they are dealing with. An evening’s karaoke or a day’s golf isn’t enough. One must submit to an exhausting spiritual inquisition. ‘What are your first impressions of Japan?’ Four pairs of liquid black eyes are hanging on my reply. I venture something about the felicitous co-existence of tradition and the modern industrial state. ‘What impresses me,’ I hear myself say, ‘is that traditional values seem to be an integral part of the business and social fabric. And that tradition is more than ever relevant in these protean times…’

I seem to have passed the test. My host smiles. ‘It is important for the Japanese to explore the heart of the person he does business with.’ And refills my cup from his own sake flask, a gesture of friendship.

Consequently, the Japanese take much longer than business people in the West to make a decision. They are more committed to group consensus.  But once everyone is on board, implementation can be swift. The getting-to-know-you process often takes weeks or months instead of hours and days. Reaching an agreement takes five times longer than it does in the west. But it’s usually time well invested.

If you’re late for a meeting or dinner in the Philippines nobody cares. But elsewhere in Asia it’s a fatal faux pas. But don’t be surprised at constant interruptions during meetings in India, Africa and the Middle East, especially with ministry officials. People rarely instruct the secretary to hold calls or tell unscheduled visitors to wait. This would be inexcusably rude to legions of friends and relatives who are likely to drop by unannounced at any time.

Meetings themselves can drive Anglo-Saxons to distraction. The French style of working is often incomprehensible to us. For example, in America or northern Europe, the point of having a meeting is to get decisions made or to allocate projects. The French meeting (which can go on for three or four hours, even longer than the business lunch) may not have a particular agenda. People simply talk and talk, with the idea of putting themselves in context – as the sociologists say – with other people. It’s a form of jockeying for position and networking. Consequently, the French work long hours. You often find French managers in the office at seven in the evening. They manage to get things done, although not always to deadlines, which don’t have the same awesome imperative as they do chez nous.

People set great store by details of etiquette. Gestures need not be extravagant or deliberate to be considered offensive. For example, in the Middle East, never give or receive anything with the left hand (which was traditionally used for cleaning up after bodily functions) or sit showing the sole of your shoes. And it’s often considered impolite to refuse refreshments.
Even a classic Anglo-Saxon OK sign – a thumb-finger circle – can get you into trouble. In Brazil, Russia and Greece it is considered vulgar, even obscene. In Japan it signifies money and in France zero or worthless. In Finland, folded arms are a sign of arrogance, while in Fiji, the gesture shows disrespect. In Java, placing your hands on hips means you are looking for a fight. So place your hands on the table out of trouble.

Except at an English dinner party, of course, when they should be placed on your knees, when you’re not actually eating. (In France, place them by the side of your plate.) And in Japan remember not to speak when you’re eating (not to be confused with speaking with your mouth full). And, of course, Americans have this curious habit of cutting a piece of something, putting the knife down then switching the fork to their right hand. No wonder they invented fast food.
People do business with those whom they feel comfortable. It comes down to sincerity and spontaneous good manners.

If you’re not sure how to behave in someone else’s culture, then at least be polite in your own. Unless, of course, you are into power behavior.
But that’s another story.

Roger Collis  www.rogerandrandy.com  www.rogercollis.co.uk