Written by: Léa Agbo, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
More individualist cultures reward individual initiative and achievement while more collectivist cultures reward consensus decision-making and group work.
So what are the best Practices Business Tips?
1. Successful Negotiating
When negotiating in an individualist culture, the primary focus will be on how the individual can advance his/her goals. You can expect negotiators to be empowered to make commitments. Negotiate with the highest goal being the achievement of individual objectives. When negotiating in a collectivist culture, the focus will be on the group and how your actions affect others. Do not expect the people in the room to have the final say, and the entire team (some of whom you may or may not be introduced to) will typically need to come to consensus around responses to questions, the final decision, or whatever issue may need to be addressed.
2. Building Effective Teams
In individualist cultures, people prefer to work on individual tasks instead of teams. The success of the mission is dependent on each individual completing their part successfully. Individuals are highlighted for their success, or identified for their shortcomings. If working in a team, individual team members may attempt to stand out from the group in order to showcase any special skills or talents, let them. Identifying a “common enemy” is a powerful way to bring individualist teams together. In collectivist cultures, people tend to work in groups and share responsibilities, with success or failure being attributed to the team. The team tends to mask individual successes or failures, and all individuals tend to take responsibility for the success of the entire project. Identifying a “common goal” is a powerful way to bring collectivist teams together.
3. Decision-Making
Because individuals are empowered to act independently, decision-making may be quick in individualist cultures. Be prepared for quick sudden offers, and the surfacing of new ideas. Even if you are unsure about your decision, it is best to provide at least some answer rather than remaining silent. In collectivist cultures, patiently take the time to consult with all involved is more highly valued, hence decisions questions, and other information may take more time. Decision-making may move slowly, as all involved need to be in agreement, and individuals may avoid expressing answers and decisions if not allowed the opportunity to consult with their teammates.
4. Business Relationships & Communications
In individualist cultures, discussing business right away is often acceptable. Typically, not much time is spent getting to personally know your colleagues, employer, or clients. When speaking, many people will use “I” or “me instead of “we” or “us.” In collectivist cultures, taking the time to establish a relationship with people is essential in order for a trusting team environment to emerge. People will often use “we” or “us” in their communications.
5. Project Management
In individualist cultures, employees or subordinates expect to work on projects or solve issues independently. A manager who is too involved, managerial, or directive into the staff’s work may be seen negatively as micro-managing, not trusting in the staff’s expertise or giving them enough space to “prove themselves”. In collectivist cultures, because employees work in groups, there may be a higher need for direction and involvement (micro-monitoring) by superiors.
6. Rewards & Recognition / Critiquing / Feedback
Individualist cultures reward individual high performers, heroes and champions. Critiquing and giving feedback can be done frankly and openly. When rewarding in collectivist cultures, praise the entire team and avoid singling out an individual. Feedback, especially if negative, should be done privately whenever possible.
7. Establishing & Maintaining Credibility & Status
In individualist cultures, a person conducting business alone is highly respected by his or her company, and their authority is assumed to be based on their demonstrated competency. Credibility is often related to confidence and personal character. In collectivist cultures, a person conducting business when surrounded by assistants has high status. Credibility needs to come from the entire team, and may be the result of intangibles of the relationship between individuals in the group that go beyond demonstrated competencies.
8. Information Exchange/Gathering & Sharing
In individualist cultures, information tends to be kept more private, and individuals are empowered to decide whether or not to share information with others. In collectivist cultures, information is more openly shared amongst the group, and individuals who withhold information are often seen as suspect. The notion of proprietary and confidential information is paramount in individualist cultures and problematic in collectivist cultures.
9. Making Effective Presentations
In individualist cultures, presentations often focus on “the bottom line,” or facts and figures. Do not dwell too much on historical information, precedence or past examples. In collectivist cultures, presentations may be lengthy, and include detailed information about past ventures. Be patient and give weight to all information given, current or dated. Credit for the presentation will be given to the individual who makes the presentation in individualist cultures while the efforts of the entire team will be referenced by the individual making the presentation in collectivist cultures.
10. Running Effective Meetings
In individualist cultures, all individuals are empowered and expected to contribute to the outcome of the meeting, whether or not the outcome is a consensus. Consequently, there may be much back-and-forth communication style, and meetings are often seen by collectivist cultures as an open-ended dialogue. Depending on whether the culture is also egalitarian or hierarchical in its orientation to power, the meeting can be dependent on the input of all, or just key high-placed decision-makers or speakers. In collectivist cultures, meetings are seen more as open forums for attendees to share ideas with the goal being to come to a consensus and reach an agreement; consequently, individualist cultures may be frustrated by the primary pressure for consensus, rather than an expression of individual ideas.
11. Styles of Leadership
In individualist cultures, leaders tend to take charge and encourage competition, even between individuals in the team. Individual competition is a successful motivator. In collectivist cultures, good leaders tend to be those who are collaborative, value interdependence and guide the team toward building a consensus. Individualist leaders often “empower” individuals on staff to make their own decisions; collectivist leaders often value those staff individuals who contribute to shaping and conforming group norms and decisions.
12. Emails / Teleconferences / Virtual Communications:
In individualist cultures, individuals may proactively share ideas, decisions, information, and feel empowered to openly disagree. Therefore, email communications may be significant and frequent, and the communication style in teleconferences may be interruptive and challenging. Emails in individualist cultures often are not copied to others; in collectivist cultures, emails are often cc’d to others on the team, and beyond. In collectivist cultures, individuals may be reticent to share ideas, decisions, information, etc., until they are sure that it represents the approval of the entire team (if singled out, individuals in collectivist cultures will be evasive in their answers until they can consult with others on the team); therefore, be sure to give collectivist teams time to consult with each other in order to come up with a response, and avoid singling an individual out for such information or decisions. Individualists need to provide collectivist cultures with significant information prior to the teleconference if the purpose of the teleconference is to make decisions or solve problems.
Léa Agbo, Executive Contributor Brainz Magazine
Léa is an entrepreneur and infopreneur, a certified coach in positive psychology, and a specialist in cross-cultural business. With over 10 years of experience in personal development, her focus is for you to become a better version of yourself.
A wide range of clients, including entrepreneurs, require her services to smoothly optimize their lives and/or business projects, have more confidence and energy to pursue their goals, and build real, constructive, and consistent self-esteem.
She specifically coaches entrepreneurs on the cross-cultural aspects of their businesses and is the author of the ‘Globalisation Programme.’
Léa holds a master’s degree in Strategic Business Management and Entrepreneurship. She is also a Certified Operational Manager. Léa is the Founder of AGBO Business Consulting, a company aiming to challenge you to the next level.
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