Join Tatiana Kolovou for an in-depth discussion in this video Evaluate progress and get feedback, part of Developing Cross-Cultural Intelligence.
- Your success in each situation may look different based on the scenario. In some cultures, starting a relationship with a new vendor is success. And in others, signing an initial contract may be more appropriate. Define what success means to you based on the culture and time-orientation of your new setting. Try to get feedback from trusted experts to know if you made progress under the circumstances. Ask yourself, "What could I have done differently?" "What do I need to understand better about this culture?" Now, in my case, I always try to get feedback when I speak in international conferences.
But the formal process of attendee rating is not a universal practice, so in some cases, that leaves me with other forms of feedback. For example, I never ask attendees what they thought of my content. Instead, I ask what they found to be the three major takeaways. In most cultures, you will never get a direct answer reflecting displeasure with your performance. Well, I assume, that if session attendees can articulate takeaways, they may have found the information helpful.
Another way I measure success is with communication follow up. If attendees were interested in the information I shared, they will ask for additional resources and they will want to stay in touch. If I do not connect with my audience, the follow up will be minimal. Finally, when I speak overseas, I always have a contact person who I work with and prior to the engagement. I ask that person to be my cultural ears and eyes. At the end of the session, I've hopefully gathered enough information to get some sincere feedback from them.
Developing a cross-cultural intelligence mindset is an ongoing process, a cyclical pattern that you revisit with every new assignment. Remember, it's not about having all the right answers and knowledge. Success is about having awareness and asking all the right questions. Let's see if you can coach a few professionals in different cultural settings in our next segment.
- Review the differences between high and low context culture.
- Define individual culture.
- Explore the differences between a direct and an indirect communicator.
- Define a high status culture.
- Define risk as it relates to culture.
- Recall the scenario that best describes a monocronic workplace.
- Review the characteristics of a person with a internal locus of control.