MIND the GAP

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Robert Day examines the challenges faced by executives from both sides of the Atlantic as they learn to work together effectively

Whether you're seconded to the USA, or based in the UK or Europe with extensive contact and responsibilities for the States, working with Americans presents particular challenges for the European manager and professional. Despite historical bonds, similarities in overall political and economic outlook and constant personal contact through family, tourism or business, it is often difficult for the British and Europeans to feel truly comfortable working with Americans, and vice-versa. Where do the sources of tension and frustration lie? What are the pitfalls in working with and communicating successfully with Americans?

As with any cross-cultural experience, the answers lie in the different values, and hence different expectations that people have concerning management and communication style, relationships, and professional 'attitude'. These differing expectations can lead not just to misunderstandings, but negative judgements of another's competence, behaviour and personality, which once formed are hard to shake. Let's look briefly at some of these areas of possible difference between Europe, Britain and America.

A question of attitude

Most British who have had contact with America know that Americans usually perceive them as 'reserved'. What you may not realise is that this assessment can imply 'unenthusiastic', and this is a clue to the first critical difference. If you distrust 'tub thumping', and believe that 'an empty vessel makes the most noise', then American 'cheerleading' and gung-ho attitude may appear to you as an attempt to disguise a lack of substance and careful consideration. To your American counterpart, however, expressions of confidence and enthusiasm are important evidence that you believe in what you are doing and saying. So apparent coolness, restraint, or scepticism suggest not a rational balanced approach, but rather a lack of confidence.

If the British are reserved, Europeans, especially French and Germans, are often labelled by Americans as 'stand-off-ish'. This will be looked at in more detail later, including the reciprocal European reaction to Americans, but this perception also contributes to the American's judgements about attitude.

Americans talk a great deal about 'positive attitude', and the 'power of positive thinking' has found its way into everyday speech. To your American friend, positive attitude is more than just enthusiasm - it also may mean setting reservations and criticisms aside, in the interests of taking a risk or simply getting something (anything!) done. And the continual exhortations in America life to win and believe in oneself echo in the workplace.

Remember that public displays of positive attitude are important, even though an American may have just as many reservations and sceptical reactions as the coolest, most moderate European. He or she will generally either swallow these doubts or sort them out in specific discussions when problems arise, and may not raise them in initial discussions, except with close colleagues.

Judgements about attitude are profound, are hard to shake. The Euro-American divide is that to you, your American colleague is pushy, over-confident, maybe even naive. To him or her, on the other hand, you are hesitant, conservative, lacking in confidence. When those reactions occur, strong working relationships are hard to establish.

Management style

A second important potential difference is in the area of preferred or expected management style. Much depends on the type of business and 'culture' of the organisation, but Americans often assess European organisations as overly bureaucratised: nobody is authorised to take an independent decision; too many people must be consulted for too long; too many rules and laws have to be followed (qualities for which Americans often reproach their own companies). The issue is somewhat different with respect to the British. Here Americans are often surprised and sometimes bemused by what they see as an excessively 'hands-off' approach to management, supervision, and teamwork.

A few basic points concerning American expectations may help here. First of all, Americans usually respond more positively than their British or European counterparts to the adoption of mission statements, lists of 'Basic Principles', and explicit group guidelines. To you, all of this may seem at best unnecessary, constraining, and at worst hypocritical, since it may be impossible to fully live up to professed values. But remember that this approach is strongly rooted in the religious and political origins of America, and is replicated in the community service organisations they join. Americans may doubt its efficacy or validity in their particular organisation, as you might, but they don't question its general importance as a means of bringing people together in unified effort.

This leads your American colleague to view teamwork in this light, rather than as purely a matter of people getting on, or getting along, together. This implies perhaps a greater willingness to conform to group norms (at least in public) than for example an Englishman or Scotsman might feel. The 'loner' or the eccentric, despite what western movies or hard-boiled detective novels might indicate, is not highly esteemed or even generally accepted (in American companies of a certain size, I should emphasise) with the well-known British tolerance. And when you hear Americans, especially executives, label someone as 'not a team player', they are making a harsh judgement indeed.

So how do Americans balance this willingness to confirm to group requirements, if they don't leave room for eccentricity? Part of the answer lies in their need for and expectation of direct contact, communication, and involvement with their colleagues and managers. And this is where the frequent British 'hands-off' distant approach can frustrate Yanks. Americans expect that many of their specific job duties and objectives will be defined in concert with their boss, and not left purely to professional obligation or written job descriptions. Hence their comfort with practices such as Management by Objectives, Performance Appraisals, 'mentoring' and the like. At the same time, they do not want to feel constrained by 'rules' (within reason!) or by the limits of professional specialism.

They may also expect that information will be more freely shared than a European colleague or boss might deem necessary. To American eyes, British and European managers leave the individual alone to 'get on with the job', and provide little in the way of feedback or information except on an absolutely need-to-know basis. Or to put it differently, if there's no problem, or nothing new, there's nothing to say. To you, this approach is practical, efficient, and respectful of professional competence and independence. And many Americans would say the same. But your American colleague would still expect greater contact, more information, and a more directly negotiated relationship. The American recognises different levels of responsibility and authority, and therefore may appear to 'follow the chain of command' very willingly. But remember too that the American views his or her relationship with a manager or team leader as a very specific one, based on different roles and responsibilities, not on different 'mentalities' (as might be the case in France) different levels of technical expertise, (as may be the case in Germany) or different personal characteristics, as might be more common in Britain.

Again, let's not exaggerate. Americans very much respect any colleague or manager who shows trust and confidence in their professionalism, and who does not interfere or get involved unnecessarily. In some organisations the 'hands-off' approach may bring a breath of fresh air. In addition, they do recognise the need for certain rules and procedures, even if those are not always welcomed. But as a general rule, Americans will expect a manager or team leader to act as one, to actively promote co-ordination and the setting of goals, rather than relying exclusively on implicit understandings, people's good will or rules and regulations.

'Doesn't everyone speak English?'

Finally, a word about communication. Certain British styles of speech tend, to American ears, to reinforce the perception of reserved politeness, even remoteness. Americans appreciate what to them is direct speech, cushioned with some terms of warmth. Thus phrases such as 'I would suggest...' and 'You might want to...' which serve in Britain as polite but strong requests and or even direct orders, can come across to Americans as evasive and distant, and may be misunderstood. Other expressions, such as 'That's interesting', or 'I'll keep that in mind', may be interpreted differently to your true intent.

Other European speech styles, when mapped on to English, have the opposite effect on Americans. German and Dutch approaches to giving instructions or making requests come across as brusque or even rude. While the German or Dutch person feels that he or she is being politely direct, the American (especially one from outside the Northeast) finds the exchange cold. And coupled with the greater formality (at least to American ears), the American may be quick to feel that he is not being treated as an equal, regardless of hierarchical level. In the States, a bit of informal friendliness may actually be more polite than the use of titles (such as Doctor) and formulas of politeness in everyday speech.

At the same time, Americans do not often realise that their desire for informality - first names quickly, a certain amount of 'small talk', an apparent desire to talk at length about personal matters as a way of getting acquainted - is seen as naive at best, insincere at worst.

If British and European managers and professionals keep the four basic points below in mind, you will prevent that narrow gap from becoming a chasm of misunderstanding and frustration. You can then spend your energy and time building on the far greater and stronger shared values that mark Europe, Britain and America.

So what do we do?

The first thing to remember is that basic common sense, consideration, and a willingness to listen will take you most of the way toward bridging these gaps, especially if they are reciprocated. And yet while they are not huge, the cumulative effect of these differences, if they are not recognised and acknowledged, can be significant. So a few pointers for working with

Americans are in order:

1 It is not necessary for you to become a 'tub-thumper' to show enthusiasm - a direct statement of support and positive reaction (such as a smile!) will do nicely. And in response to American enthusiasm, if you have a better idea, or a reservation, couch it in terms which suggest that you are proposing a solution to a problem, rather than as a reason why something won't work. Keep your irony, sarcasm or even logical scepticism for private discussions with close colleagues. Public displays of that kind of wit may be lost on your audience, and won't endear you to them.

2 Keep your American managers, colleagues, and direct reports informed more frequently than you might otherwise do. Over time, you'll establish a happy medium between British, European and American 'personalities' in this respect.

3 As a manager or team/project leader, beware of simply leaving people to 'get on with it'. Your American colleagues may be looking for more involvement from you than you're used to - more information, more discussion of objectives and methods, more feedback. And they'll expect active help in settling conflicts, and won't be satisfied with a simple 'suggestion' that the parties talk it over themselves down at the pub, or over lunch.

4 Don't assume that your requests, instructions, or reactions are going to be immediately and clearly understood. Many Americans will understand a style of speech which appears indirect, but others won't. Or they may rebel against one which seems rude or superior. So if you're not happy with the results of your communication, don't be too quick to blame the other person. There's an adjustment to be made by both sides, which patience will facilitate.