So far you’ve been reading this book in order, we hope, to understand more about the American way of doing business. You may also be thinking about how you can modify your approach to managing, communicating, building a team, and negotiating in order to be more successful with Americans.

THE CHALLENGE

You might also be asking yourself, “But what about them? Why aren’t they learning about my country, my culture, and our way of doing business? Why don’t they try to adapt to us?”

True international co-operation and teamwork are not one-way ideals. They cannot exist when only one party in a relationship tries to learn about and understand the other. Nor can they exist when people are convinced that there is only one way of conducting business.

Rather than look at this as a one-way problem, why not put the question to yourself – with a typically American positive attitude – as a two-way challenge:

• How can I, as a non-American, help Americans learn more about our way of doing business?
• How can I convince my American friends that other approaches to business can be equally valid or more effective in particular situations?

EDUCATING THE AMERICANS

The difficulty lies in overcoming the two obstacles of ignorance and scepticism in many Americans. In answer to the three key questions we posed in Chapter 2, many Americans would say:

“Yes, there probably are differences in the way people do business. But these differences are those between individual personalities and not ‘cultures’.”

“Countries may differ in language and customs, but people in business are basically similar. Any differences we have can be easily overcome in a friendly framework of common goals and clear rules. Look at the example (however imperfect) of the USA itself.”

If you want to help them answer those questions differently, then you need to share your observations and perceptions with your American associates and colleagues. Use the questions in Box 11.1 to help you note down some of your observations.

You may find it useful in addition to read what has been written about doing business with people from your country or culture. For example, if you are Arab or Chinese, companion volumes in this series which focus on the Arab world and China will give you an idea of the differences that others may see in your way of doing business.

All of these sources will help sharpen and balance your perceptions of differences (and similarities), while avoiding the needless stereotyping that inhibits real understanding.

The picture is not totally bleak. Many Americans are knowledgeable, and are learning from their international experiences. But many others can benefit from your knowledge and your perspective as a non-American.

Discuss your observations with your American friends. If they have had international business experience, invite them to talk about their impressions of business in other countries. While educating them, you will be establishing a dialogue that will in turn strengthen your business and social relationships.

Communication is facilitated when there is a willingness to express and accept differences.

F J Roethlisberger(1)

PERSUADING THE AMERICANS TO SEE THINGS YOUR WAY

I can hear you saying, “Education is one thing, but persuasion is quite another. Discussing cultural differences is a good start, and makes for interesting and enjoyable dinner conversation. But how do I persuade them to see our point of view, or to take a different approach in our multi-national dealings?”

Whether your contact with Americans is as a manager, supplier, colleague, or customer, achieving that goal will not happen overnight. Americans will not be persuaded by simple assertions that “Things are different where I come from.” To many Americans, this may come across as defensive. They may think, “Why should they be?” or “So what?” Others may be politely interested, but not really convinced that they need to take these differences into account.

Your American friends need a reason to listen to you.

Dinner table conversation may provide an opening to this subject, through a friendly exchange of observations and experience. On sharper and more urgent business matters, however, you need to sell them on the idea. You will need to show them why a particular business matter ought to be handled in a particular way in your part of the world; why adapting to differences will help them attain a specific objective, realize a clear benefit, solve an identified problem. Remember – your American counterpart wants to know, above all, the, answer to the question, “Does it work?” It is up to you to show him how.

What you have to offer as a non-American working with Americans cannot be measured in the commercial terms of buyer or seller. It is also much more than the fact that you are, or may be, different. What you have to offer is a different perspective on business problems, a new way of looking at things, new ideas, and alternative strategies for attaining business goals.

Do not be shy in expressing this. Take the initiative to talk to Americans about your perceived differences. Show them how these differences, far from being an obstacle, can in fact serve as a bridge to better co-operation and achievement. Be specific and spell it out. That’s what Americans like to hear.

That way, they’ll start building the bridge from their end, too.