Erin Meyer Quotes

• “Trust is like insurance—it’s an investment you need to make up front, before the need arises.”

  Erin Meyer

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• “When interacting with someone from another culture, try to watch more, listen more, and speak less.”

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• “Multicultural teams need low-context processes.”

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• “One of the biggest mistakes lower-context managers make is assuming that the other individual is purposely omitting information or unable to communicate explicitly.”

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• “Millions of people work in global settings while viewing everything from their own cultural perspectives and assuming that all differences, controversy, and misunderstanding are rooted in personality. This is not due to laziness. Many well-intentioned people don’t educate themselves about cultural differences because they believe that if they focus on individual differences, that will be enough.”

  Erin Meyer

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• “As she is the senior person in the room, I wait for her to call on me. And, while I am waiting, I should show I am a good listener by keeping both my voice and my body quiet. In China, we often feel Westerners speak up so much in meetings that they do this to show off, or they are poor listeners. Also, I have noticed that Chinese people leave a few more seconds of silence before jumping in than in the West. You Westerners practically speak on top of each other in a meeting.”

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• “You may find that part of your personal style comes from the culture where you spent the first years of your life, another from the culture where you attended college and held your first job, another from your father’s culture, and still another from your mother’s culture.”

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• “Today, whether we work in Düsseldorf or Dubai, Brasília or Beijing, New York or New Delhi, we are all part of a global network (real or virtual, physical or electronic) where success requires navigating through wildly different cultural realities. Unless we know how to decode other cultures and avoid easy-to-fall-into cultural traps, we are easy prey to misunderstanding, needless conflict, and ultimate failure.”

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• “In the Netherlands, we give feedback very directly, but we are always polite.” I love this comment, because a Dutch person’s feedback can indeed be both brutally honest yet delightfully polite—but only if the recipient is Dutch. If you happen to come from one of the 195 or so societies in the world that like their negative feedback a bit less direct than in the Netherlands, you may feel that Maarten’s “politeness” is downright insulting, offensive, and yes, rude.”

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• “The moral is clear. Presenting to Londoners or New Yorkers? Get to the point and stick to it. Presenting to French, Spaniards, or Germans? Spend more time setting the parameters and explaining the background before jumping to your conclusion.”

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• “We have this word in German, Sachlichkeit, which is most closely translated in English as “objectivity.” With Sachlichkeit, we can separate someone’s opinions or idea from the person expressing that idea. A German debate is a demonstration of Sachlichkeit. When I say “I totally disagree,” I am debating Erin’s position, not disapproving of her. Since we were children, we Germans have learned to exercise Sachlichkeit. We believe a good debate brings more ideas and information than we could ever discover without disagreement. For us, an excellent way to determine the robustness of a proposal is to challenge it.”

  Erin Meyer

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• “The Chinese manager learns never to criticize a colleague openly or in front of others, while the Dutch manager learns always to be honest and to give the message straight. Americans are trained to wrap positive messages around negative ones, while the French are trained to criticize passionately and provide positive feedback sparingly.”

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• “Try seeing, feeling, and tasting the water you swim in the way a land animal might perceive it. You may find the experience fascinating -- and mind-expanding.”

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• “There’s a wise Bahamian proverb: “To engage in conflict, one does not need to bring a knife that cuts, but a needle that sews.”

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• “When Chinese vaguely express an idea or an opinion, the real message is often just implied. They expect their conversational partner to be highly involved and to take an active role in deciphering messages, as well as in mutually creating meaning. In Chinese culture, pang qiao ce ji [beating around the bush] is a style that nurtures an implicit understanding. In Chinese culture, children are taught not to just hear the explicit words but also to focus on how something is said, and on what is not said.”

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• “The way we are conditioned to see the world in our own culture seems so completely obvious and commonplace that it is difficult to image that another culture might do things differently. It is only when you start to identify what is typical in your culture but different from others, that you can begin to open a dialogue of sharing, learning, and ultimately understanding.”

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• “It’s the kind of small town where most people spend their entire lives in the culture of their childhood.”

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• “If your business success relies on your ability to work successfully with people from around the world, you need to have an appreciation for cultural differences as well as respect for individual differences. Both are essential.”

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• “Leaders have always needed to understand human nature and personality differences to be successful in business--that's nothing new. What's new is the requirement for twenty-first century leaders to be prepared to understand a wider, richer array of work styles than ever before and to be able to determine what aspects of an interaction are simply a result of personality and which are a result of differences in cultural perspective.”

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• “education tends to move individuals toward a more extreme version of the dominant cultural tendency.”

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• “•Communicating: low-context vs. high-context •Evaluating: direct negative feedback vs. indirect negative feedback •Persuading: principles-first vs. applications-first •Leading: egalitarian vs. hierarchical •Deciding: consensual vs. top-down •Trusting: task-based vs. relationship-based •Disagreeing: confrontational vs. avoids confrontation •Scheduling: linear-time vs. flexible-time”

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• “When interacting with someone from another culture, try to watch more, listen more, and speak less. Listen before you speak and learn before you act.”

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• “Each of the eight scales represents one key area that managers must be aware of, showing how cultures vary along a spectrum from one extreme to its opposite. The eight scales are:        •  Communicating: low-context vs. high-context        •  Evaluating: direct negative feedback vs. indirect negative feedback        •  Persuading: principles-first vs. applications-first        •  Leading: egalitarian vs. hierarchical        •  Deciding: consensual vs. top-down        •  Trusting: task-based vs. relationship-based        •  Disagreeing: confrontational vs. avoids confrontation        •  Scheduling: linear-time vs. flexible-time”

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• “The first time I traveled to Russia a Russian friend gave me a short little book that she referred to as “The Russian Handbook.”2 Paging through the book during my flight, I was amused to read: If you are walking through the street without a jacket, little old Russian ladies may stop and chastise you for poor judgment. . . . In Russia there is no reticence about expressing your negative criticism openly. For instance, if you are displeased with the service in a shop or restaurant you can tell the shop assistant or waiter exactly what you think of him, his relatives, his in-laws, his habits, and his sexual bias.”

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• “In the United States and other Anglo-Saxon cultures, people are trained (mostly subconsciously) to communicate as literally and explicitly as possible. Good communication is all about clarity and explicitness, and accountability for accurate transmission of the message is placed firmly on the communicator: “If you don’t understand, it’s my fault.”

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