Business Etiquette in the UK Presentation by Ellen O’Brien

International Careers Consultant [email protected]

Seminar guidelines •

Your experience of studying in the UK?

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What was most suprising or most expected?

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Which aspects seem the most challenging to adapt to?

8 Key Cultural Dimensions Task Focus Strict Time Explicit Communication Achievement is important Egalitarian Emphasis on Individual Tolerant of uncertainty/risk One Rule fits all

Relationship Focus Flexible Time Implicit Communication Status is important Hierarchical Emphasis on Group Preference for Certainty Adapts to the situation

General protocol; first impressions count! • • • • • • •

Be formal and dress smartly. Act in a reserved manner. No hugging or prolonged eye contact. DON’T’S: Chatting and personal discussions during office hours. Poor quality work. Resource misuse, making personal calls. Do not raise personal problems as soon as you join (e.g. asking for time off to get your accommodation, bank account etc Load only licensed software after taking permission from the Line Manager. Do not copy software. DO be friendly and open. Important to mix with colleagues quickly after starting. A good time to do this is at lunchtimes.

Cultural Attitudes to Time Keeping

Monochronic UK

Polychronic Other

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Good time keepers Keep to agendas Form a queue Focus on one thing at a time See events as part of a sequence Quick pace

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Regard lateness as being OK Can do several things at the same time Do not queue Relaxed pace Social relationships more important than deadlines

Conditions •

Expect later starts and finishes than you may be used to

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Normal business hours are 9 am to 5 pm, Monday Friday, but most full-time employees work more than that.

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Executives typically remain in the office until 7 pm or later, particularly in the corporate sector.

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The British workday has become much more flexible lately with varying work patterns becoming more common.

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Annual leave averages at 22 days per year

Appropriate etiquette •

Coming in late to work is unprofessional

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Most managers are flexible about taking time off

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Holiday must be agreed in advance

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Being late for an appointment or meeting is the height of bad etiquette. Arrive exactly on time or a few minutes before. In case of any delay, call the people concerned and tell them

Communication Low Context UK/Other

High Context UK

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Keep to the point

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Talk around the point

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Direct and detailed

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Indirect and subtle (vague)

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Say what they mean

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Avoid offending

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Try not to lose face

Implications •

Mixture of direct and indirect communication: Data, numbers and policy must be clear but

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Feedback and general interaction; usually made as ‘suggestions’ which often confuse. “If you have time you may want to look into that”

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In meetings you must be able to understand others and get your view across. Listen attentively and take notes during discussions.

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Do question, but do not accuse; and do discuss but do not argue. If you push for answers you will get vague replies.

Appropriate etiquette •

It is considered rude to talk loudly at work or to speak in other languages. Use English at all times in the office.

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Assuming charge or giving strong opinions is rarely acceptable, better to take a diplomatic approach until you prove yourself.

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Negotiations are subtle, slow-paced and understated. Pay attention to what is said, as well as what is not said. The decision makers may be the ones who say the least during the negotiation sessions.

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The British love to banter. If you are teased, take it in good humour and tease back without insulting anyone.

Language Oral Other • Spoken word is most important • Talks things through • Thinks out loud • Use written word only for record keeping

Literal UK • Values the written word above all • Tends to think before speaking

Implications •

Just because an action or idea is discussed don’t assume it will get done.

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More likely to be action if the idea has been written down.

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Meetings are always “minuted” and fed back into the team and the archives. Even informal peer to peer meetings should result in notes and recorded points of action.

Attitudes to Risk Risk Avoiders UK

Risk Takers UK/ Other

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High uncertaintyavoidance

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Do not like risk •

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Dislikes ambiguity

Low uncertaintyavoidance Admire and reward risk takers Okay with ambiguity

Implications •

Generally welcome change and are not afraid of making mistakes. Most companies are prepared to ‘give something a go’ with the knowledge if it doesn’t work out they can move on.

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But, other older and more traditional companies may be resistant to change and risk.

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Exception where enterprising skills are needed.

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Many modern companies thrive on being risk takers.

Structure of Society Individualist ; UK

Collectivist ; Other

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Loose ties between individuals in society Not highly integrated into groups, e.g. clans, tribes

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Individual responsibility

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Value initiative

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Strong ties between individuals in society Highly integrated into groups, e.g. clans, tribes Collective responsibility Demand loyalty to the group

Equal opportunities •

The UK office can be a reasonably relaxed, tolerant and informal environment.

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The workplace is very multicultural. You have a diverse range of people from different backgrounds (accents).

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The UK has a strong anti-discrimination culture backed by law. Race, religion, sex, gender and sexual orientation discrimination illegal and socially unacceptable.

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"British people seem to have a strong feeling of entitlement in terms of work. A reflection of the strict laws perhaps?”

Social interaction •

Everyone fetches his or her lunch. Lunchtime is usually a short and casual, you keep to yourself.

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Those eating out rarely take off for more than an hour.

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Some companies encourage social activities as a means of team building.

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Many companies will hold Xmas parties for staff- in the recession staff more likely to have to pay for themselves.

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Conversations can become personal, humour is seen as positive and relationships frequently switch between that of friends and colleagues depending on the situation.

Expressing Emotions

Neutral UK

Emotive Other

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Emotionally detached

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Emotional behaviour

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Unemotional responses

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Dramatic

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Uses logical argument

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Openly discuss feelings

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Tactile

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Sentimental

Implications •

“They are not keen on emotional displays or showing too much enthusiasm.” Remember the “stiff upper lip.”

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Avoid sentimentality.

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Do not boast about your achievements.

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Do not touch colleagues and especially managers.

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OK to talk about your family occasionally but avoid too much personal information.

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Avoid displaying anger, frustration or grief in public.

Hierarchy Low Power-Distance UK • •

High Power-Distance Other

Aim for equality Try to reach consensus in decision making

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Hierarchical

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Bosses have final say

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Bosses are informal and easy to talk to

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Bosses are not easy to approach

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Business titles not used in conversation

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Use of formal titles

Implications

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UK organisations are prone to having more structure, processes and hierarchy. This often translates into longer lead times to get things done.

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"In big organisations, organisational levels are much more segregated in the UK. For example, as a Manager your MD wouldn’t know your name even though you are on the same floor,“.

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Call your managers by first name but always defer.

Emphasis on the Individual or the Group? Individual ; UK

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Group ; Other

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Rewards, credit and responsibilities shared by group

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Uncomfortable at being singled out

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Individual accomplishment and initiative discouraged and downplayed

Rewards, credit, responsibility assigned to individuals

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Pride in being singled out

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Individual accomplishment and initiative prized

Implications

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You are responsible for managing yourself to a degree.

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But you must always consider the impact of your actions on the rest of the organisation.

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Being a good team player is a prime attribute.

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Working on your own and using your initiative also key.

Task Focus V Relationship Focus Task: UK

Relationship: Other

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Establish relationships

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Build interpersonal relationships so that the job can be done

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Mix work and private life

Get down to business quickly

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Achieve goals

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Get things done

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Keep friends and colleagues separate

Task focus •

You should spend most of your time at your desk.

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Avoid spending time chatting with colleagues in work hours.

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Always meet deadlines unless you have a good excuse, you may have to work in your free time if time is running out on a project.

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Ensure relevant people know where you are with your project.

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Make sure all work you submit is proof read and exact.

Achievement/ status •

Be modest in interactions, and downplay your knowledge and expertise. Let your accomplishments speak for themselves.

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Acknowledge your mistakes and seek solutions.

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Be proactive - this gives you the highest brownie points.

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Giving suggestions, helping others beyond your scope helps you to gain respect and appreciation.

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Remember that the British respect people with opinions, even if those opinions conflict with their own. “They are great at reward and recognition”

Top Tips • https://www.youtube.com/watch?v=q AnXZaDlvkI

• How should you respond to and deal with cultural confusion? Discuss….

Resources •

Richard D Lewis; When Cultures Collide. Nicholas Brearley International. 3rd Edition 2006

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Geert Hofstede, Gert Jan Hofstede, Michael Minkov, Cultures and Organizations: Software of the Mind. 3rd Edition, McGraw-Hill USA, 2010

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Hall, Edward T. The Silent Language. Greenwich, CT: Fawcett Publications, 1959

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Essential Business Culture Guides over 30 countries http://www.executiveplanet.com/index.php?title=Main_Page Read more: Cross-Cultural/International Communication http://www.referenceforbusiness.com/encyclopedia/Cos-Des/Cross-CulturalInternational-Communication.html#ixzz1nJWIDWhQ

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Guides to over 30 countries; http://www.executiveplanet.com/index.php?title=Main_Page

Visit / join us • www.intranet.birmingham.ac.uk/careers • www.intranet.birmingham.ac.uk/careers /international • http://www.linkedin.com/groups/Careers -Networking-UoB-InternationalStudents-4515645?trk=myg_ugrp_ovr