Prospective job candidates need to emphasize their ability to work and communicate with people of different cultures. Prospective candidates who grasp the nuances of cross-cultural communications and interactions will create an edge for themselves when they pursue their ideal career. Those who are ill-prepared may seem unfit by comparison.

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	Sharon Daniels

The first step towards increased sensitivity is to understand that cultures often have differing perspectives on similar situations. Americans, for instance, see individuals, while Chinese see broader contexts, New York Times columnist David Brooks recently wrote.

''If you show an American an image of a fish tank, the American will usually describe the biggest fish in the tank and what it is doing,'' according to Brooks. ''If you ask a Chinese person to describe a fish tank, the Chinese will usually describe the context in which the fish swim.''

Cultures evolve through political, environmental and technical influences. According to their environment, people develop specific ways to solve the problems they face and the way they work. These create recognizable differences. For example:

• A handshake is virtually universal, but in the United States, a more vigorous grasp is used. In some countries, women shake hands much more readily than others.
• Red is a positive color in Denmark, but represents witchcraft and death to some in African countries.
• The Japanese consider it rude to be late for a business meeting, but it is acceptable, even fashionable, to be late for a social occasion.
• In Italy, offering a business card or inquiring about someone's profession at a social gathering is considered bad form.
• In many countries, especially in the Middle East, a handshake is followed by a brief embrace and a kiss on both cheeks.
  

A potential danger zone can arise when people attempt to speak foreign languages. Novice speakers can be a syllable or tone away from a linguistic disaster. Some phrases do not translate from one language to another, which means you may convey an unintended meaning. Chevrolet infamously introduced its Nova sedan in Latin America where ''no va'' means ''doesn't go.'' Luckily, cross-cultural communications can be eased by preparation, education, and understanding. For example:

• A few words or phrases can do wonders in establishing relationships. Learn to say ''hello'', ''goodbye'', ''please'', ''thank you'', ''you're welcome,'' and ''I'm sorry.''
• Speaking louder does not enhance comprehension.
• Realize that English-speaking countries use different versions of English.
• Use visuals. Many people can read a foreign language better than they can speak it. Use handouts or slides with key words, summary statements, and/or charts.
• Americans tend to be informal and use first names early in the relationship. In many foreign countries, this is not considered appropriate. Use surnames until invited to use first names.
  

Ironically, one of the biggest mistakes employees make when dealing with someone from a different culture is over-compensating. People often fail to recognize that many cultures share similarities – the desire for respect and recognition, for example. Too much sensitivity becomes an obstacle to clear-headed and efficient decision-making.

On the other hand, some people do not acknowledge any cultural differences. Those who remain unaware of differences can escalate small misunderstandings into major conflicts. Someone can easily offend without knowing why – leading to embarrassment or even a major business failure.

As companies and their staff expand into multiple countries with increasing frequency, opportunities for misunderstanding cultural references will only increase. While corporate training can be extremely valuable in mitigating misunderstandings and offenses, the onus is also on employees to recognize differences. The key to any cross-cultural interaction is a genuine respect of the other culture. Employees and employment candidates with an attitude of curiosity, openness, flexibility, friendliness, and patience are likely to be successful in their international dealings and career pursuits. An employee with this kind of global perspective and attitude will not only be attractive to future employers, but will also be welcomed and respected amongst future clients and colleagues of all cultures.

About the Author
Sharon Daniels is President and Chief Executive Officer of AchieveGlobal. Ms. Daniels returns to AchieveGlobal after a four year absence in which she served as Chief Operating Officer (COO) and Chief Executive Officer of two other training companies in the industry. She originally joined Kaset International in 1991, and served in the roles of Consultant, VP of Operations and General Manager of Field Operations. In 1997 and 1998 she held a leadership role involved in the integration of the three companies: Learning International, Kaset International and Zenger Miller. She holds a bachelor degree in education from the University of Florida, and a masters degree in training and organizational development from the University of South Florida, and has over twenty-five years of experience in general management and sales leadership roles.

About AchieveGlobal
AchieveGlobal is the world leader in providing exceptional interpersonal business skills, giving companies the workforce they need for business results. In the 21st century, the level of human skills will determine organization success. Located in over 40 countries, we offer multi-language, learning based solutions - globally, regionally and locally. For more information, see www.achieveglobal.com.

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