One of the great dangers of workplace email communication occurs when the recipient assumes that the impression left on them was intended by its author. But this is often not the case. In fact, the writing itself can, at times, send a message that the writer of the email never intended.

No more is this true than for non-Native English speakers both as e-mail recipients and composers– as if business communication were not nuanced enough for the average user. Without adequate knowledge of cultural cues (and this applies just as much to Native English speakers who may need deeper cultural awareness and sensitivity when receiving e-mails from non-Native English cohorts), false assumptions are likely to be made in generous proportion.

Consider the damage caused by the following miscommunication between two colleagues at a US based strategy consultancy. Liz and Igor, both mid-level managers, have enjoyed a mostly collaborative and transparent relationship. Liz has been at the firm 5 years and Igor just started 6 months ago. Everything was going fine until Igor writes the following email …

Liz,

Since I haven’t heard back from you yet on the protocol, I thought I would follow up. The issue with the accrual is still in active status of course. What happened?

We found that having the database re-indexed has corrected some issues before. Let me know when that gets corrected.

Follow the protocols from Intel.

Igor

Here’s how Liz responds to this email:

“In general, I think Igor is nice and he seems to have a strong affinity with peers, especially for a newer manager. But these inappropriate e-mails continue—I can’t seem but to think he:

…is accusing me, and he begins many e-mails this way. Maybe he thinks I’m lax, inattentive?

…is bossing me around. I’ve only seen him use ‘passive voice’ with juniors, and just recently with me. I’ve pointed this out to him before, so I know he knows the difference.

..is not respecting me. How about some deference, as from one manager to the other? He used to use ‘please’ or ‘could you’ in his directives, but he has now mostly dropped this habit. Is this because I’m a woman?

I realize this may be a language issue, but as far as I can see, most of his e-mail is grammatical with occasional errors. I’ve always just looked at this as his particular style. The current e-mails, however, raise issues for me.”

So Liz finds Igor’s messages offensive, and we can easily see how much conjecture has been built up over time. She may consciously, or unconsciously, tune out to them in the future. In due course, this tension could even result in the nasty e-mail response she loves to send but lives to regret– something Ariely recently described in the long-term effects of short-term pleasure.

Notice how Igor’s writing is undercutting the impressions Liz has made about him in their face-to-face interactions.  This is devastating.

Now let’s look at Igor’s side of things…

Liz has been a great peer and support, though lately I feel some tension, and I can’t trace it to anything specific. E-mail communication does seem to jump out, though, which has slowed down a bit more on her end recently. Also, I know my written English is not perfect, but lately, no one has given me any critical feedback, so I wonder:

..why is she taking longer to get back to me? Was her initial attentiveness a kindness?”

..if I have offended her in any recent correspondence. She used to offer feedback on my English, but has stopped. Since there are different levels of English proficiency and communication styles here, I’m not sure how much this matters.

… Should I directly ask her what’s up? Or is that not culturally PC? Too risky from a male manager to female?”

We see both managers have been guilty of wrongful assumptions, and it will not be long before this leads to a professional mishandling of some kind. So what went wrong here?

Is this simply a case of Igor’s lack of understanding around basic business writing principles, including tone, hence his personal responsibility as a non-Native English speaker to solicit feedback and approach Liz?

Or was this responsibility Liz’s from the start, where (in transparency and earnestness) she should have approached Igor about his e-mails, realizing that this could be the way he is addressing clients and also recognizing that this might be a communication and cultural issue?

You decide!

Striving to be noticed can be one of the biggest challenges, and for an international job candidate in the U.S., this especially rings true.  A business owner once gave me the advice, “You can be the prettiest or you can be the ugliest, just don’t be in between.”  What he meant, of course, was that you need to stand out from the hundreds of people competing for the same opportunities.

So for all this talk about being standing out this surely raises a few questions: What differences count as being “competitive” or unique in what they can bring to an organization? How might an accent, of all things, give someone a unique edge to a career opportunity?

According to an article published in Human Resources Management Review[1] “bilingualism and biculturalism are indicative of cognitive flexibility and openness to experience.” And even more recently, those who participate in global mobility programs, versus those who don’t, are looked at more favorably. Even more than that, larger companies with a more global presence are beginning to prefer membership in a global mobility program as a key ingredient in promotion. Thus, you can look at your accent in English one way: as an outward symbol for bilingual and bicultural diversity.

So if you are not feeling at home with your accent, it’s time to consider the benefits of your uniqueness in an otherwise homogenous setting. An accent can give others around you a rich impression of your cultural experience.  People from different cultures often have different ways of thinking about the same situation, and being able to think outside the box is important for the more lateral and team-based communications dominating organizations today.

It takes flexibility and adaptability to adjust to a new culture, and these are also traits that businesses seek out in their employees.  Bilinguals often have the sensitivity and insight necessary for successful intercultural engagement, not to mention the language skills needed for a new market opportunity.  Bilingualism, then, should be looked at as a highly sought after skill in business. Learn to embrace your accent as free advertising.

Do take note, however. While the range of acceptable pronunciation is broadening as English becomes a Lingua Franca, an accent can either work in your favor or be a disastrous roadblock to communication.  Comprehensibility is the key.   If an accent masks the message or requires great concentration on the part of the listener, that’s a certain sign of trouble. Here are a few questions you can ask yourself or have a trusted (fluent English speaking) colleague use when evaluating your accent:

• Are the words clear, and easy to understand?
• Do the words flow together?
• Is there proper intonation?
• Does it match your intended meaning?

A true acid test—can your colleagues understand one of your voicemails sent under “ordinary” circumstances? If you’re in the clear, embrace the moment. Bilingual ability and multicultural experience are must-have professional skills for today’s knowledge industry organizations. We would not recommend accent training unless you were conscious of it to the point of being distracted in your interactions.

If you’re not in the clear, we recommend you get there fast. You don’t want people second guessing your abilities or identifying communication challenges on this account. We like Paul of Paul Meier Dialect Services. He’s fast and effective and has the convenience of phone based coaching. Whatever you decide, be sure you do what’s needed to stay in the race.

And as always, there’s so much to cover on any given topic. If we left you out, or we didn’t address your area of particular need, SAY SOMETHING. We want to hear from you, so please post your comments and questions.

Until the next chapter…

Sandra

Have you ever heard the expression “play to your strengths?” Then you may have wondered, “What are my strengths and how can I play to them?” An even better question would be, “Who should I play these strengths to and how?” We’re speaking to the international job seekers in the US market because we want to share a very important message: you have both an amazing advantage and disadvantage in this competitive market, but you must play to your strengths.

Before going straight to the practicals, let’s look at some encouraging data for those who do not speak English as a first language. “Nine out of ten international recruiters believe the ability to speak another language is ‘critical to success.” [“Talking World Class: The Impact of Language Skills on the UK Economy,” The National Centre for Languages ] According to the Chief Learning Manager of Deutsche Bank, “Multilingualism is an indicator of general mental ability and an internationalist outlook.” The shifting global workforce demographic is no secret and linguistic ability is hot! The fact that you speak more than one language is the good news.

In your job search, seek where your linguistic skills might be leveraged. Look at the specific job qualifications, the percentage of internationals working at a particular firm, specific multinational companies, diversity statements on the company site, and at whole industries where speaking more than one language is in high demand.

Now for the not so good news– which really depends more on what you will DO about it.

Strong written and verbal communication skills are a necessity for almost any job you find in the U.S. today. What are typically meant by these skills are professional writing ability, strong presentation skills, meeting management and participation, negotiation, and interpersonal engagement among others. When it comes down to the last 2-3 candidates for the job (often possessing the best technical skills), hiring managers will often first let go of the candidate possessing more mediocre communication skills. They may ask such questions as: “How would he do overall at meetings? Would he participate, be vocal, and advocate for ideas?” If the recruiter has decided “No” based on your performance at the interview, what your references had to say, or what your whole professional package (resume/CV, cover letter, dress, LinkedIn and other social media profile pages, the way you shook hands, your eye contact, etc.) conveyed, then this is indeed the “bad news” that you should start seriously thinking about changing.

Professional communication skills are tremendously important to companies—do not rely solely on your technical strengths and certifications to get your foot in the door, get you the job, then get you the promotion. This has seen its day of discouragement and disillusionment. At a time where many are vying for the same jobs, do not give the hiring firm an excuse to disqualify your cover letter or use your communication skills as deciding factor against your candidacy. Decide now to get your professional communication skills evaluated and decide whether some training is in order, whether it be a one-workshop commitment or a long-term communication coach to complement your own efforts or those of the executive search consultancy.

Not sure if you have the time or funds for this? Here are two things to consider:

1. Like all education, professional development costs are an investment. If you’re serious about success, personal improvement is an ongoing process that will continue well into your career. If you’ve gotten clear feedback that your language and communication skills might be to blame, it’s time to invest more earnestly in your best asset—yourself.
2. Be upfront with the recruiter or hiring manager. If your next interview is tomorrow, in all likelihood you’ll not have the chance to get polished in these areas. Explain the advantage of your multilingualism and tie it specifically to the job (if indeed it can be). Then, be prepared to give examples of your commitment to professional development now, such as through a Toastmasters membership, or enrollment in a managerial writing course. Do not go to great lengths to point out an inadequacy—simply point to the positive things you are doing. Showing your commitment is far better than winging it and hoping they didn’t notice.

Now is not the time to cross your fingers and hope for the best. Please let us know how we can help. Post your comments and questions or shoot us an e-mail: info@springboardsltc.com.

Assuming we are writing to an audience looking to get ahead in their careers, and many of our clients have shown this to be true, why should we be concerned with “self-advocacy” in the workplace, the competing job market, or in business school? If you have done a definition search for “self-advocacy” at this point, you may have found this description:

an individual’s ability to effectively communicate, convey, negotiate or assert his or her own interests, desires, needs, and rights.  It involves making informed decisions and taking responsibility for those decisions. (VanReusen et al., 1994)

So where does that leave you, the aspiring manager or partner, the job seeker, or the international MBA student? More importantly, where does that leave you as an English-as-a-Second-Language (ESL) speaker working and competing in the U.S. marketplace?

Aspiring Manager

Daily workplace challenges often present themselves to our clients in the form of cultural distinctives, or stem from the differences in a cultural mindset often times in opposition to the American business practices around them. One major example is the notion of “bragging,” or publicly or forcefully declaring one’s own work as worthy of particular recognition. Many cultures outside the U.S. prize the efforts of the group over the individual. While this is not entirely lacking in many American firms, it is more often expected that one “advocate” for him or herself in the workplace; thus the independent actions are often emphasized. Without proactive movement on the part of the individual, many workplace efforts may go unnoticed, unrewarded, or at worst, claimed by one’s peers. This can indeed be a defeating and frustrating experience for many ESL professionals. If this describes you, here are some practical tips that you can take with you this week and begin to apply immediately:

1. If you are still wondering whether “self-advocacy” is no different than “bragging,” take some time to meditate on the definition provided here. Seek the perspectives of your American peers and advisors and successful ESL executives. Try to think back on instances of “unacceptable” or “unrewarded” behavior shown by ex-pats in your own country. What cultural business practices could they have benefited from had they embraced them early on? What cultural mindsets were counter-productive?
2. Determine your strengths, needs, and interests first. If you are not sure, seek the advice of your mentor or a close advisor who is senior in rank.
3. Write out a career goal for the rest of 2009 and a list of communication obstacles—individual (language, culture, etc.), interpersonal (team meetings, client engagement, etc.), and organizational (hard-to-penetrate in-groups, information sharing not actively encouraged, etc.)—which appear to be the most prohibitive to your goals. Knowing your challenges is the first step. Self-knowledge is the first step towards advocating for your rights. You need to know your strengths, needs, and interests before you can begin to advocate.
4. Identify someone in the firm (ESL speaker) who, from a communication standpoint, seems to have done “all the right things” to reach career goals. Start paying more attention to their approach to communication, whether through memos, emails, management of team meetings, presentations, networking, or other. If it is at all possible, reach out to this person for insights. It can be a casual coffee; you can say you are interested in learning more about how he or she (as an ESL speaker) has exploited their strengths in the company.
5. Keep a record of your achievements in a desktop folder, i.e., “Track Record.” Every time your ideas are applied, your work is recognized, or something that you do creates value for clients, colleagues, or affiliates, write these things down. Print out a congratulatory or praiseworthy e-mail and save it in your folder. If it’s a major win for the company, make sure you find the time and appropriate venue to let a partner or senior member know about it. Not sure how to go about this? Start by asking your mentor or advisor. We’ll cover that topic in a future post, so stay tuned!

Competing in the job market or attending business school? Look out for future posts- nudge us a little here or on Twitter, and maybe we’ll move faster. Final take away: We hope these ideas will help you muster up the courage to view your achievements as the individual building blocks of your most marketable asset—yourself. If you don’t speak up for yourself, who will?

Send us your comments—the more we know, the more we can customize this blog for you.

When meeting others in business, your name is important. But consider a name that is hard to pronounce for native speakers of English. This has serious consequences. For example, someone might not be able to contact you by telephone or postal mail because the person doesn’t accurately remember your name. No contact = lost business.

Many foreign-born professionals with names like this choose to “Americanize” their first names. This is helpful in American business culture because people tend to address each other by first names after knowing each other for only a short time. Think of altering your first name as adopting a nickname as many Americans do as early as childhood. But what about your last name? You can’t change that for cultural and legals reasons. But if you are “Srini from India” or “Susan from Taiwan,” it’s a big step towards being remembered.

How to choose a name

There are three ways to Americanize your first name: use your nickname, shorten your name, or adopt an American first name.

If your nickname in your language is easy to pronounce for native speakers of English, use it. I knew a Thai woman named Ardcharaporn who used the nickname Ja. It worked fine for everyone.

You can shorten your name if that works for you, like it does for Srinivasan above.

Finally, you can choose an entirely different name, as “Susan” did above.

Avoiding mistakes

If you choose a different name, be careful not to use one that sounds too informal. A good source of first names are those used by famous or important people in American business. Names like Sunny and Candy aren’t good because they sound too much like children’s names. Nicknames formed from real names using -y or -ie – for example, Joey from Joseph and Debbie from Debra – might make people think you aren’t a serious person. That’s not the first impression you want to give during an introduction. Also, don’t choose a name that can be used by either a man or a woman, such as Pat or Chris. If you do this, people might not know if you are a man or a woman until they meet you in person or talk to you on the telephone.

Business cards

When printing English-language business cards, put your American first name in quotes between your real first name and your last name, for example, Ruishang “Susan” Wu or Ravikishore “Ravi” Chadalawada. This makes it clear what your legal name is and what you prefer to be called.

Legal matters

Speak to an American lawyer about whether or not you can use your Americanized first name in signing contracts or other legal documents. There may be laws that require you to use your real name.

Be consistent

If you use a different first name, don’t change it later. I worked with a businessman who chose a new American name for each new project. I was not the only person who was confused about who he really was.

One final important piece of advice: ask your American business associates or friends what they think of your American first name. You want it to be remembered so that you are remembered.

What do you think? Does this advice work for you? Add your comments and questions to this article.