Operating Globally and Establishing Rapport

One thing is very clear to anyone who has done any sort of global work. The bigger implications of global leadership lie in the cross-cultural nature of the work. We deal with people who have significantly different filters of the world. Due to the inherent nature of perception, the world that they see has many different aspects. Remember that we work with people who speak different languages (meaning there is a different representational system of the world), pray to different gods, and have different economic value systems—these are just some of the big ones. We also know that in most cross-cultural situations, it is usually not the big differences that can become problems but the small ones, which go somewhat unnoticed.

Some anthropologists assert that translation from one language to another is actually not possible. While we can convert the words from one representation into another one, we choose a word that is a representation of an experience within one environment and culture, and then choose a rough equivalent that is actually a representation of another experience within a different environment and culture. While the experience may be similar, it is not the same as the experience through the other culture. It is a realization that we need to engage as we begin our exploration into global leadership. We need to take this as a way of opening our eyes to limits in our existing perspective, not as a limitation of what is possible for us to learn. We can gain deep knowledge and appreciation of different cultures through experiencing them. The skills pertinent to global leadership are not necessarily to develop a deep understanding of a large number of cultures—although that certainly wouldn’t hurt—but to learn how to understand cultures. A global leader will operate from a perspective of being open to the adventure of the difference.

It is essential for the global leader to understand how to enter and build rapport and to use this skill to expand his empathic abilities. Developing emotional intelligence is a real key to crossing cultural boundaries. While our brains may speak a different language, our limbic systems do not. The basic emotions of love, fear, disgust, and anger are recognized—across cultures—through facial expressions. We know that the same emotions are felt, lived, enjoyed, and tolerated globally, but the meaning-making system that is used by every human is culturally specific and has been built into his or her environment. Consequently, even though we can decode some of the nuances of culture, we can never decode the experience of that culture. Instead, we have to create a symbolic representation of that cultural experience by opening ourselves empathically. The global leader will learn to connect with the humanity of the people she is leading.

Learning cultural mannerisms and greetings is a great first step to establishing rapport. It is not, however, the entire method. Imagine that you meet someone of a different nationality, who has taken the time to learn an initial greeting in your language. Your first reaction is that the person has moved the engagement to meet you on your ground. As soon as that exchange passes, however, he communicates with you in his native language, which you do not understand at all. He continues to talk at you and grows increasingly agitated at your lack of response.

In this example, the person learned a greeting but did not enter into empathic rapport with you. While this may be a bit extreme, it is much like something I have witnessed among people who start their work across cultural lines. The most basic awareness is that there is a very real difference in the experience of the world, and we need to open with the willingness to see, listen, and feel what others are experiencing through our contact.

One incredibly simple technique of building cultural sensitivity is to practice being curious. Just look at each situation and wonder, with childlike sincerity, what is going on there. Try to understand things from the perspective of what it is like for the other person, rather than how you will use the information. Imagine yourself in his situation, in his culture, and try to get a feeling for what his experience is like. Ask genuine and sincere questions that are intended to build understanding and create relationships.