Balancing the Global and the Local – the ‘What’ and the ‘How’

Balancing the need for consistency of process globally with the need to adapt to and respect local culture is a common challenge in global workplaces. However, this is not as simple as an either/or proposition. Sometimes there is the expectation that ‘When in Rome’ you should do as the Romans do. mining safety-534517_ORIGINAL

When we are managing global workforces, the ‘what’ is often non-negotiable and universal. For example, in the mining industry, safety is a non-negotiable ‘what’ or practice. Yet, ‘how’ we achieve safety needs to be adjusted to fit into the local cultural context. In some cultures, there is a belief that nothing is ‘real’ or mandated until it is put in writing from management, and key safety processes need to be documented and distributed. In other more oral cultures, nothing is considered ‘real’ or significant unless it is heard from the mouth of a trusted friend or colleague. In such cultures, safety processes need to be discussed on a regular basis among teams.

What motivates is also a highly culturally specific thing. For example, avoidance of bringing shame onto ones’ own group will motivate appropriate behaviour in some cultural contexts, whereas in other cultures such as that in Australia individual responsibility is emphasized. Particularly when it comes to performance incentives and motivation, cultural differences can have a huge impact on what works and what doesn’t. To try to introduce 360 degree feedback into a hierarchical culture can be disastrous and be a disincentive rather than engendering positive feedback.

So to ensure your global workforce is achieving, don’t forget – the ‘what’ and the ‘how’. And if you’re not sure ‘how’ and to adapt to local cultural norms, ensure you get specialist advice.

About the Author:

Tamerlaine Beasley is an expert who enables effective collaboration and communication in diverse and global workplaces.She is a member of the Board of the Australia-ASEAN Council for the Department of Foreign Affairs and Trade, and founder and Managing Director of Beasley Intercultural, Australia’s premier cross-cultural training and consultancy company.Tamerlaine’s keynote presentations, advisory services and training programs are described by clients as ‘transformational’ and ‘game changing’. Examples of her work include: coaching and advising business leaders in Australia and Asia; working with global teams to optimise performance; developing a framework for training and capability building through international partnerships for APEC; building local staff capacity at the United Nations Economic and Social Commission for Asia and the Pacific; leading the development of diversity and inclusion programs for the Australian Public Service Commission and the Department of Defence.