How often are you asked by your colleagues, “Could you take a look at my presentation and tell me what you think?” This seems like a harmless task. So you take a look and say, “It looks good, maybe just change the blue border around the graph to green.”
Hmmm. What do you think has just been understood by Lila, the colleague who asked for your opinion?
a) She thinks she´s done a great job and will just change the blue border to green, or
b) She thinks you hate the whole presentation and she will be up all night to rewrite it all.
Feedback is hard enough when we are dealing with people who have a similar mindset to ours. We´re usually a little uncomfortable telling somebody that the work they have done is not quite what was expected. When we give feedback to people who were brought up in a similar environment to ours, we are usually aware of the best way to do it. We pick up on small patterns of behaviour that are are part of the culture we grow up in. As we grow up, we see, listen and copy how people act and react to what we say and how we say it; be it at school from friends and teachers and then when we join the work-force our colleagues and managers use patterns that we recognise and we copy knowing it works.
However, it is all too easy to make unknown errors working in culturally diverse teams and assuming that just because we work for the same company and are aware of the corporate culture, that we are comfortable using the same communication techniques.
If you´ve been brought up in north-western Europe where one of the most important values is often honesty and equality, then feedback can be to the point and direct. You know that the person you´re talking to will likely appreciate your honesty and not take any offence in what you say. Therefore, with our above sample, Lila will literally only go and change the blue line to a green line and then feel her presentation is complete.
However, if Lila happened to grow up in, let´s say, Far East Asia or Latin America, where generally society values relationship-building and saving Face more that telling the “absolute truth”, then she might have understood that her presentation was indeed not good at all and needed to be redone, completely. In these societies generally feedback is given in a far more indirect manner, using techniques such as not mentioning what was not done well. So the fact that the person above only mentioned the colour of the line around the graph and nothing else, could be interpreted to mean that everything that was not mentioned was not to be re-worked.
Let´s look at the above example again and see how the feedback can be treated if Lila really is from a culture where trust is created through relationship-building and face-saving is important. Ideally you create an environment where a discussion can take place rather than just give your opinion:
- Firstly, always give feedback one-on-one, never in public
2. Rather than give your opinion, ask the other person what they think about the work they have just done; “So Lila, how do you feel the presentation looks?
3. If Lila says she likes it, (and yet you think there are still some adjustments to be made) then perhaps ask, “If you had to give it a score from 1-10, what score would you give it?” Lila replies, “I´d give it an 8”. “So,” you reply, “how can we bring it from 8 to 9?” and that is where the feedback discussion begins.
Being culturally savvy means learning to read communication patterns that are different to the ones you were brought up with and knowing when to change your communication techniques (verbal and non-verbal) according to the cultural background of the team member you are facing. If you work in a multicultural team, that could mean either changing your communication with every person on the team or deciding with the team openly and up front which communication techniques will be used to express such thoughts. That would be “creating the team culture” a method of behaviour and communication that everyone on the team is happy with.