Dont forget to join other sessions in this

Don’t forget to join other sessions in this webinar programme

LAUNCH YOUR GLOBAL CAREER VIRTUAL SEMINAR SERIES 4 th – 29 th March 2019 International Business Etiquette- Fitting in and getting on. THE WEBINAR WILL START AT 12. 00 • This Webinar will be recorded and placed on the Midlands International Group website Please use a nickname to enter the webinar if you prefer not to be identified • While you are waiting please check your audio by clicking on speaker button and adjusting the volume • Familiarise yourself with the screen Use the Chat window – to post messages, flag up technical problems and ask questions

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International business etiquette: Fitting in and getting on Ellen O’Brien

Ice breaker • Your experience of studying or working in the UK? • What was most surprising or most expected? • Which aspects seem the most challenging to adapt to? Top 3 tips you’d give to a friend starting on a new work placement or internship

What is Professional Etiquette? • An unwritten code of conduct regarding the interactions among the members in a business setting. • Can be applied to many areas of an individual’s work life including e-mails, phone calls, and business meetings and general behaviour in the workplace.

Introductions and First Impressions • How do you make a good first impression?

First impressions count! • • • Be on time Be formal and dress smartly. Act in a reserved manner. No hugging or prolonged eye contact. DON’T’S: Chatting and personal discussions during office hours or making personal calls. DO be friendly and open. Important to mix with colleagues quickly after starting. A good time to do this is at lunchtimes.

8 Key Cultural Dimensions Task Focus Strict Time Explicit Communication Achievement is important Egalitarian Emphasis on Individual Tolerant of uncertainty/risk One Rule fits all Relationship Focus Flexible Time Implicit Communication Status is important Hierarchical Emphasis on Group Preference for Certainty Adapts to the situation

Cultural Attitudes to Time Keeping Monochronic UK Polychronic Other • • Good time keepers Keep to agendas Form a queue Focus on one thing at a time See events as part of a sequence Quick pace • • Regard lateness as being OK Can do several things at the same time Do not queue Relaxed pace Social relationships more important than deadlines

Conditions • Expect later starts and finishes than you may be used to • Normal business hours are 9 am to 5 pm, Monday Friday, but most full-time employees work more than that. • Executives typically remain in the office until 7 pm or later, particularly in the corporate sector. • The British workday has become much more flexible lately with varying work patterns becoming more common. • Annual leave averages at 22 days per year

Appropriate etiquette • Coming in late to work is unprofessional • Most managers are flexible about taking time off • Holiday must be agreed in advance • Being late for an appointment or meeting is the height of bad etiquette. Arrive exactly on time or a few minutes before. In case of any delay, call the people concerned and tell them

Communication Low Context Other High Context UK • Keep to the point • Talk around the point • Direct and detailed • Indirect and subtle (vague) • Say what they mean • Avoid offending • Try not to lose face

Implications • Mixture of direct and indirect communication • Feedback and general interaction; usually made as ‘suggestions’ which often confuse. “If you have time you may want to look into that” • In meetings you must be able to understand others and get your view across. Listen attentively and take notes during discussions. • Do question, but do not accuse; and do discuss but do not argue. If you push for answers you will get vague replies.

Appropriate etiquette • It is considered rude to talk loudly at work or to speak in foreign languages. Use English at all times in the office. • Assuming charge or giving strong opinions is rarely acceptable, better to take a diplomatic approach until you prove yourself. • Negotiations are subtle, slow-paced and understated. Pay attention to what is said, as well as what is not said. The decision makers may be the ones who say the least during the negotiation sessions. • The British love to banter. If you are teased, take it in good humour and tease back without insulting anyone.

Expressing Emotions Neutral UK Emotive Other • Emotionally detached • Emotional behaviour • Unemotional responses • Dramatic • Uses logical argument • Openly discuss feelings • Physical distance • Tactile • Sentimental

Implications • “Brits are not keen on emotional displays or showing too much enthusiasm. ” Remember the “stiff upper lip. ” • Avoid sentimentality. • Do not boast about your achievements. • Do not touch colleagues and especially managers. • OK to talk about your family occasionally but avoid too much personal information. • Avoid displaying anger, frustration or grief in public.

Emphasis on the Individual or the Group? Individual ; UK • • • Rewards, credit, responsibility assigned to individuals Group ; Other • Rewards, credit and responsibilities shared by group • Uncomfortable at being singled out • Individual accomplishment and initiative discouraged and downplayed Pride in being singled out Individual accomplishment and initiative prized

Implications • You are responsible for managing yourself to a degree. • But you must always consider the impact of your actions on the rest of the organisation. • Being a good team player is a prime attribute. • Working on your own and using your initiative also key.

Achievement/ status • Be modest in interactions, and downplay your knowledge and expertise. Let your accomplishments speak for themselves. • • Acknowledge your mistakes and seek solutions. • Be proactive - this gives you the highest brownie points. • Giving suggestions, helping others beyond your scope helps you to gain respect and appreciation. • Remember that the British respect people with opinions, even if those opinions conflict with their own. “They are great at reward and recognition”

General etiquette Be pro-active If you've finished a task, ask around the office for more work Don’t just ask for any task, find activities that you will be able to ‘sell’ on a CV or at a future interview Listen to other staff and colleagues, find out if there is a project/task that really needs doing but they lack the resource – offer your help! Attend meetings/get-togethers/networking opportunities

Resources • Richard D Lewis; When Cultures Collide. Nicholas Brearley International. 3 rd Edition 2006 • Geert Hofstede, Gert Jan Hofstede, Michael Minkov, Cultures and Organizations: Software of the Mind. 3 rd Edition, Mc. Graw-Hill USA, 2010 • Hall, Edward T. The Silent Language. Greenwich, CT: Fawcett Publications, 1959 • • • Essential Business Culture Guides over 30 countries http: //www. executiveplanet. com/index. php? title=Main_Page Read more: Cross-Cultural/International Communication http: //www. referenceforbusiness. com/encyclopedia/Cos-Des/Cross-Cultural. International-Communication. html#ixzz 1 n. JWIDWh. Q • • Guides to over 30 countries; http: //www. executiveplanet. com/index. php? title=Main_Page

Final comments Reminder about • Rest of webinar programme • Using your Careers Service support • Early planning and active engagement

Tell us what you thought of this webinar by using the webchat to type in responses to the following questions Q 1 What did you learn by attending this webinar? Q 2 What further action do you think you will take as a result of taking part in the webinar? Q 4 If a similar webinar was run with students in the future what changes would you recommend? For example you might type in. . Q 1. Liked the polls Q 2. Found it a bit slow-paced