CROSS-CULTURE BUSINESS PROTOCOLS
Bribery page 2
Delegations p3
Gift-giving p5
Greeting p7
Hospitality p9
Meetings p11
Negotiating p12
Presentations p14
Two excellent websites loaded with information about working abroad:
http://www.transitionsabroad.com/listings/living/resources/expatriatewebsites.shtml
http://www.expatinfodesk.com/expat-guide/resources/websites/
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#1. BRIBERY PROTOCOLS
Bad for business
seRvice rendered
legal Infrastructure
Backed by government
Exploitation
Respect
Get to Yes
BAD FOR BUSINESS
Only in the long-run (probably). The people you bribe come & go, so the “grease” network has to be continuously update & renewed =
increased risk. At some point, greedy “outside-the-circle” people turn on each other.
SERVICE RENDERED
Compensating for legal institutional paths to conducting grassroots business transactions, as supported by the USA Foreign Corrupt
Practices Act. Services beyond this point are questionable for USA corporations.
LEGAL INFRASTRUCTURE
America’s Foreign Corrupt Practices Act (FCPA) for USA corporations legalized bribes paid for the “facilitation of business” in foreign
countries on grounds that failure to do so would hurt the competitiveness around the world, where bribery is a way of life in weak
institutional nations. Don’t get too “holier-than-thou” about foreigners who accept bribes. Remember, the campaign contributions
received by American politicians are legal bribes (because politicians do “favors” for their campaign contributors.
BACKED BY GOVERNMENT
Governments often look the other way at bribes received by their corporations, because of the highly profitable nature of international
business. This is especially true for private government defense contractors (makers of weapons and their delivery systems) in major
Western nations, who often supply weapons to “proxy” nations abroad, who back Western foreign policy.
EXPLOITATION
Bribery ultimately is exploitive, because it is such an integral part of nationalism around the world—nations benefit when their
companies benefit.
RESPECT
Many people in all nations tolerate business bribery because of its financial benefits to their domestic companies, employees, and
economy—the end (employment of locals) justifies the means (bribery).
GET TO YES
Bribery works best when handled in a professional, respectful manner just like any other business service. Even the U.S. government
views it as an acceptable cost of doing business globally.
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#2. FOREIGN DELEGATION PROTOCOLS
Director
non-Emotional
fLexible
Experienced
Gracious
Around
Teamwork
Informal
cOoperative
coNsistent
Social
DIRECTOR
The #1 purpose of your delegation’s director (leader) is to help both delegations end up with a win-win business partnership. The
director also speaks officially for your delegation and empowers delegation members to do their best work. The director has the final
say within the delegation but must defer to the organization for final approval.
NON-EMOTIONAL
As a general rule in formal cross-cultural situations, strive to avoid all hand gesturing; Avoid facial expressions as much as possible;
Avoid using humor; Use a vocal style steady in pace and volume. When in front of an audience, slow down physical movement 30-50%.
FLEXIBLE
Strive to be as flexible as possible in all dealing with the foreign delegation, short of compromising your delegation’s central mission. Be
flexible in negotiating decisions; The timeframe for issue-by-issue progress; The timeframe for ending the negotiations.
EXPERIENCED
Not only should the key members of your delegation be experienced in cross-cultural business processes, at least one member should
be experienced in dealing with the specific culture you’re currently engaging. Experience is needed in both “hard” and “soft” negotiating
tactics; Attaining win-win outcomes; and “making plays” on the spot without benefit of careful planning and preparation. Ultimately,
cross-cultural play-making savvy is the only measure of experience.
GRACIOUS
In cross-cultural business, avoid negatives such as these as much as possible: No; You’re wrong; That doesn’t make sense; That’s a
bad offer; You don’t understand; That’s ridiculous, etc. Always invite or suggest instead of demanding. Express thanks to everyone who
facilitates progress. Neutralize bravado (bragging, showing off, praising) about your company, nation, or product/service.
AROUND
Be around for the other delegation; For the key people in your delegation; For social networking and bridge-building opportunities; For
the advance prep work; For the work everyone else dodges.
TEAMWORK
360 communication (hearing regularly from all levels of an organization) in all the activities of you delegation; No lone wolf operators in
your delegation; Willingness of delegation members to sacrifice for the overall mission; Willingness of members to step outside their
niche and areas of responsibility as needed; No interpersonal games.
INFORMAL
Relaxed in cross-culture activities; Accommodating; Available; Dressed casually (as for an outing)
COOPERATIVE
Helpful; Open to diverse options; Consistent in what you agreed to do; Social and interactive; Flexible and open-minded
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CONSISTENT
In cultural protocols; Emotionally; In follow-up on responsibilities; In interacting in a positive/harmonious fashion; With what you say/do
SOCIAL
Available; Friendly; Gracious; Interested and interesting; Accommodating; Self-disciplined;
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#3. GIFT-GIVING PROTOCOLS
Generous
officIaI
proFessional
Timing
wrappinG
hIdden
equal Value
explanatIon
Nationalized
presentinG
GENEROUS
Do your homework on what type of gift to expect from the foreign delegation; Use cheap “gimme” gifts (logo caps, T-shirts, pens, etc.)
only for unplanned informal social occasions, and be sure to bring more than you anticipate needing.
OFFICIAL
The gift should be presented by the leader of your delegation aided by assistants as needed. Explain if the gift is personal or to be kept
by the company. Do advance homework to know how many leaders of the foreign delegation expect to receive a gift, and if the value
of the gift should match the hierarchical level of those receiving it. Also know the “pecking order” of presenting gifts.
PROFESSIONAL
Is the gift intended for professional or personal use? (Different presentation protocols are required for each of these two options.)
TIMING
The entire delegation should be present and on time in the gift-giving ceremony. The host nation presents their gift first. All acts of
gift-giving hospitality should be spontaneously applauded (and in China, the main recipient of the applause should applaud back). In
Japan, determine if the gift is meant to be opened in public or private. Have an attendant at your elbow, ready to provide instant help
to smooth out the presentation process. Avoid asking questions about the gift your delegation received. Any questions you ask could
be misinterpreted as subtle criticism or ignorance of the host’s nation or culture.
WRAPPING
Have a professional wrap the gift in Japan, as the presentation of the gift is considered to as important as the gift itself. In other
nations, wrap the gift in a highly professional manner (subdued coloring, high quality wrapping paper, and perfect placement of
decorative items on the package).
HIDDEN
Keep the gift out of sight until time to present it—you may have to modify your gift in some way such as price (depending on the value
of gift your delegation receives). In Japan, personal gifts are traditionally opened in private to avoid embarrassing either the giver or
receiver if the gifts weren’t of equal value/quality.
EQUAL VALUE
It is a good idea to have more than a single gift ready in case the one you receive is not well matched in value, quality, or traditional
design with the one you anticipated giving.
EXPLANATION
Immediately after the foreign delegation has opened the gift(s), explain the positive purpose/use/history of the gift to show off its
uniqueness and memorability. Then comment on the “goodwill” represented by the gift(s): a symbol of the enduring partnership
between the two companies/nations; the mutual respect each delegation has for the other; etc. It’s generally best not to talk about
gifts exchanged after the presentation ceremony—too much “face” is on the line.
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NATIONALIZED
Nationality (pride in culture, history, geography, government leaders, etc.) is the most common theme/symbol represented by crossculture gifts. Nationality gift themes go a long way in building goodwill and mutual respect between nations. When receiving a
nationalized gift, always express (hopefully genuine) interest and enthusiasm for the nation and culture involved.
PRESENTING
You must know in advance the gift-giving ceremonial protocols of your host nation: Officials involved in the ceremony; Stages of the
ceremony; Your delegation’s ceremonial responsibilities, etc. Normally only the top one, two, or three host company executives play a
role in the ceremony, and the same counterparts of your delegation are expected to reciprocate—“eagles with eagles.”
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#4. GREETING PROTOCOLS
Gifts
Respect
Etiquette
Explain
Talk in their language
Identities
Notify aids & assistants
Gameplan
GIFTS
In most cultures, exchanging business cards is the formal first step in the greeting protocol, with exchanging gifts as the second step.
RESPECT
Business card ceremony (at least in Asian cultures): Don’t stick the card in your pocket (have at least a small leather holder for them);
The exchangers should both vocalize their names and company job titles. Delegation “eagles” (top executives) should be matched up
to greeting their counterparts in hierarchical order. Consider having aids take photos of each greeting for use on social media sites. Be
prepped in advance with a professional compliment to give each person as you greet them and go over their business card. Use
“courtly” (like entering your college graduation commencement exercise) body language in the greetings ceremony—not a hurried
workaholic’s brush-off approach.
ETIQUETTE
It is the host nation’s role to initiate the greeting process, but be prepared in advance to follow their protocols in order to minimize
uncertainties and miscues. Try to have your eagle entourage already informally lined up in hierarchical order to make it easier for the
host delegation to gracefully work though their interpersonal greeting protocols.
EXPLAIN
Try to say a pre-prepared greeting phrase or two in the language of your host. Strive to bring your job title alive to your greeters by
briefly explaining what you do in your company. Also give a 30-second, slowly spoken, description of what your company does, and/or
present each person who greets you with your company’s latest annual report or other basic information. Also ask each greeter a basic
question about their company and their role in it. If possible, also hand out a digital, computer-read business card that excels in
bringing your job and company alive to the hosting delegation.
TALK IN THEIR LANGUAGE
Three or four phrases is a high octane interpersonal bonding technique. Consider phrases such as: “I am honored to meet you.” “Our
company is happy to be here.” “I am so happy to visit ____ (name of nation). It is a wonderful place.” “Thank you and your company
for hosting us.”
IDENTITIES
Always wear a first class name plate when conducting cross-cultural business: Easy-to-see/read font; job title; phonetic pronunciation of
your name. Strive to carry both traditional business card and also a digital “card” for a marketing overview of you and your company.
When exchanging names with others, always pronounce their name (as best you can) after they rattle it off to you. After you pronounce
your name, immediately repeat it half speed, and say in their language, “Please call me ____” (your first name). Always carry two first
class business card holders: one for your cards, and the other for cards you receive. Try to read off your card’s information to your
greeter and also the info on their card.
NOTIFY AIDS and ASSISTANTS of…
As many DOs and DON’Ts as you can think of for inter-delegation behavior protocols and responsibilities; and of your hour-to-hour
schedule (via email several times a day if necessary) for each day of the delegation visit. Let them know when you most need their
assistance and how. Thank them, praise them, reassure them, compliment them, and positively reinforce them for the work they do on
behalf of you and the company.
GAMEPLAN
Practice your greeting techniques in advance of the real thing. Use a resource person (perhaps a consultant provided by your
company) to coach you on doing a superb job inter-culturally. Try to locate someone in your company or city that is from the nation your
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delegation is visiting and take them out to lunch for their advice. Practice, practice, practice your foreign language phrases looking at
yourself in the mirror or video.
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#5. HOSPITALITY PROTOCOLS
Home-based
bOnding
wholeSome
non-Patriotic
Interesting
Team-building
relAtionships
Localized
relaxIng
Togetherness
Yeast
HOME-BASED
Never “wing-it’ when planning and engaging in business hospitality—cultures are too complex to “put your best foot forward,” only to trip
over it. Get culturally-specific advice from a consultant used by your company. When you’re hosting a cross-cultural delegation in your
own “backyard,” remember that you are selling not only your company and its employees, but also your nation, state, and city. It’s
easiest to be most hospitable at home, so take maximum advantage of what your local area offers to share with your cross-cultural
guests.
BONDING
Bonding begins in an impersonal way via fact-gathering about the company and nation you are going to host. Two basic types of
bonding exist: one-on-one professional relationship building (a bridge of professional trust + respect) and networking with groups via
dialogs between delegation members sharing similar jobs. Bonding experiences excel most when encounters are authentic:
transparent, win-win, and well planned.
WHOLESOME
Cross-culture hospitality should be woman-friendly and family-friendly; Non-exhausting, non-stressful, and non-complicated. Malebonding only hospitality should be avoided, especially in Western cultures.
NON-PATRIOTIC
Cross-culture hospitality must remain values-neutral via side-stepping exposure to patriotism, religion, nationalism, vices, and crowds.
INTERESTING
Business-related hospitality comes from the use of excellent graphics (both still and moving) undergirding meetings, presentations, and
discussion handouts. External hospitality (see “togetherness” below) doesn’t have to spectacular (such as theme parks or white-water
rafting); most people find experiencing a different culture the most interesting aspect of any business trip.
TEAM-BUILDING
Via serving the foreign delegation together and viewing them as cross-cultural business partners
RELATIONSHIPS
As a general rule, it is best to maintain professional relationships only with members of foreign delegations. This especially true for
Anglo-Saxons doing business with personalized (favor-exchanging) business cultures (Latin, African, Middle Eastern). Since AngloSaxon cultures rely on impersonal institutions for most business transactions, exchanging favors with people from non-institutional
cultures could possibly raise ethical concerns.
LOCALIZED
A company’s home base is the easiest place for bonding, because you’re more relaxed there, and everything you need is there,
including your company’s physical facilities. And most of the hospitality venues and logistics are already there, set up to go.
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RELAXING
Good hospitality relaxes those being hosted, and if done well, even those doing the hosting. Those in the foreign delegation don’t have
to fix meals, clean up afterward, or worry about getting up early and staying up late. But even the hosts can be more relaxed when lots
of “go-for” assistants are standing (or running) by. Hotel amenities are also relaxing for both delegations.
TOGETHERNESS
Familiarity sometimes breeds contempt, but not when there’s good hospitality around: people sharing meals and language,
entertainment, decision-making, and a common future partnership. Ultimately the two cultures must share a common business mission
and outcome.
YEAST
For bridge-building; Exchanging favors; First-name basis relationships; Pleasant memories; and cultural appreciation.
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#6. MEETINGS PROTOCOLS
Match
Etiquette
Explain
Translators
Innovative
wiN-win
Get together
Status
MATCH
Especially in etiquette-intensive Asian cultures, it is important to match “eagles with eagles” (hierarchical ranking of executives) at the
meeting table. For example, in China, the highest ranking executive customarily sits in the seat most directly facing the main door to the
meeting room. In Germany, technicians (especially engineers and computer gurus) are valued as highly as executives, so Germans
may request that their technical team be seated together. Other candidates for special seating may include interpreters (close to the
executives they most translate for), special aids (often errand-runners), and honorary guests (such as the founder of a company).
ETIQUETTE
Etiquette-conscious Asian companies may request precise meeting protocols for the order of speakers in the meeting; Clear
instructions for how voting will proceed; Meeting agenda management rules; And even correct etiquette for aside conversations while
others are presiding at the meeting.
EXPLAIN
All of the above protocols must be clearly explained well in advance of the meeting to avoid any “surprises” (especially in Asian
cultures) once the meeting begins.
TRANSLATORS
Translating is more of an art than a science, because languages can’t be translated in a literal, word-for-word way. Different cultures put
human thoughts into different phrases, and it’s the cross-cultural meaning of these phrases that must be conveyed by translators. A
number of challenges and issues can make translating a tough go: Mediocre translators who are too generic to do justice to cultural
subtleties and nuances; Translators who “editorialize” (put a subjective spin on the meaning of the party being translated); The need for
a “back-translator” in your delegation to detect inaccurate subjectivity; The need for on-the-spot written translations; Translators who
are hard for native language speakers to clearly/quickly understand.
INNOVATIVE
One of the best ways to make meetings less boring/routine/stodgy is to innovate in ways that freshen up the minds and emotions of the
participants: Towards the end of a meal, have some low-key fun, such as keeping a balloon floating around the room as long as
possible); Passing out unexpected gifts (logo souvenirs; business card holders; toiletry kit; a new cell phone, etc.); Have everyone place
pins on a global map showing where they were born; Pull some of your homeland’s favorite candy out of a hat. Also, strive to dress up
the technology used in the meeting areas via easy-to-get-to microphones; A variety of digital communication devices (laptops, tablets,
cell phones, etc.) for people to use if needed.
WIN-WIN
Look for opportunities to compromise in negotiations in ways that help the foreign delegation but don’t really harm yours: Table (delay
for a different meeting session) hard-to-resolve thorny issues; “Celebrate” via toasts, photos, smiles and applause positive
events/breakthroughs (agreements, compromises, creative problem-solving, etc.).
GET TOGETHER
Meals; Refreshment breaks; Entertainment venues; After-hours socializing; Becoming acquainted with different people as often as
possible for meals, tours, and meeting breakout sessions.
STATUS
Status can be positively upheld/communicated in a variety of pre-planned ways: Seating; Speaking order; Greeting protocols; Special
attention via limousine transportation, elevators instead of stairs, larger hotel accommodations, special entertainment venues, etc.
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#7. NEGOTIATING PROTOCOLS
Needs > wants
Emotion
Lose to Gain
PriOrities
Time
Information
Alternative phrasing
Toughness
CompromIse
Neutral gain
Gamble?
NEEDS > WANTS
Set descending negotiation outcome levels (such as Ideal, Good, Acceptable, Unacceptable) for every strategic issues pursued by
your company: Contracts; Profit projections; market share; Impact on stock price; Return-on-investment; Impact on company image;
future business growth opportunities, etc.
EMOTION
Discuss acceptable parameters of acceptable emotions (display of feelings; body language; communication energy; anger control) in
advance of the negotiations; Agree in advance on a protocol for holding members of your delegation accountable to the agree-upon
emotion parameters.
LOSE TO GAIN
Prep in advance for negotiating sessions what your company is willing to lose to attain a gain you are pursuing. Gains always come
with losses.
PRIORITIES
First set priorities for the overall, long-term outcomes your company desires from a cross-culture negotiating encounter: Priority for
developing a permanent business partnership with the foreign company; Shorter-term outcome priorities; Company growth/expansion;
Annual profit impact of the foreign partnership; New competitive strengths your company seeks via the partnership, etc. Set these
priorities along the lines of what your company wants to gain most, second-to-most, etc. Then set a priority level (A-B-C) for attaining
each descending level of gain. Also think through the most likely priorities of the foreign company.
TIME
How much do you want to accomplishment in a day, week, month of negotiating? How much time are you willing to invest in negotiating
before tabling it? How much time are key members of the negotiating team willing to spend IN sessions? How much time will it take
your company to adequately prepare for the negotiations?
INFORMATION
Doing your homework for the negotiations: 5WH: Who, What, Why, When, Where, How. You must perform the 5WH analysis for both
your company and that of the foreign delegation.
ALTERNATIVE PHRASING
The Asian tradition of “screened” communication, strives to neutralize word and phrases that might upset interpersonal harmony.
Negotiating language can be screened via the use of alternate phrasing designed to convey a positive-sounding message. Common
negotiation-speak words to screen out include: disagreement; unclear; confusing; insulting; impossible; no; never; wrong;
misunderstood; miscommunicated; doubt. Typical negotiating phrases to screen include: We’re concerned about…; How do you know?
Who said that? That won’t work; That’s unfair; Are you sure? That doesn’t make sense; and the infamous, We don’t do it that way back
home!
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TOUGHNESS
The tougher you are, the less you’re looking for win-win results. Cross-culture business negotiating isn’t war; it’s building a solid bridge
between different companies in different cultures to achieve different outcomes. Negotiating toughness is no substitute for intelligence,
mutual respect, preparation, experience, or savior-faire.
COMPROMISE
Compromise is your friend and ally in the short-run if it facilitates achieving your long-run mission. Intelligent compromise is the best PR
tool going, because it reflects the universally-respected attitude of open-mindedness, respect, and cooperation. Before negotiating
begins, your delegation should carefully prepare and rank-order a list of short-term compromises it is willing to make. It should also
prepare the decision-making protocol to follow in determining when to compromise, based ultimately on how much the possible
compromise would jeopardize your long-term cross-cultural mission.
NEUTRAL GAIN
Your delegation should define what it is able to do to benefit the foreign delegation that won’t damage your home company. These
make excellent “sweeteners” for negotiating progress. Many times these sweeteners are more a low-cost service nature (like free
shipping) than high-cost product components.
GAMBLE?
Smart, well-prepared business professionals don’t have to gamble on negotiated outcomes. Gambles are avoided by competence,
strategy, leading from strength, and knowing when to “fold the cards.”
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#8. PRESENTATIONS PROTOCOLS
Positive
Rehearsed
Emotional control
Seen > heard
facE
No ideology
Talk
Audience
Thanks
Informal
Organized
fuN
Selected
POSITIVE
Positive words, phrases, meanings, body language
REHEARSED
In front of the mirror, computer screen (or your video), co-workers, and the translator
EMOTIONAL CONTROL
Hands still; Physical movements slowed; Face smiling; Steady voice in pace and volume; No laughing
SEEN > HEARD
Plenty of catchy graphics on the screen and in the hands of the audience
FACE
Carefully screen out all words, phrases, and meanings that could possible insult anyone in the cross-culture audience
NO IDEOLOGY
Nationalistic, political, economic, religious, or historical
Talk
Short, Slow, Stimulating, Sit down
AUDIENCE
Informed, Influenced, Interested
THANKS
To the audience and its culture, the translators, and your assistants
INFORMATIVE
Convincing the foreign delegation that their company will benefit by partnering with your company
ORGANIZED
What you said, when you were supposed to, what they heard, while the agenda was being followed
NEUTRALITY
Non-ethnocentric, non-political, non-ideological, non-religious, non-historical
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SELECTED
To be right and relevant for that audience, culture, and company
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