In order to successfully do business in Brazil, leaders should first make an effort to understand Brazilian culture. It would be a mistake to assume that everyday practices, communication and negotiations are conducted in the same way in which a foreigner is accustomed. For example, using the “ok” hand sign, which is common in America, would be considered extremely vulgar in Brazil (Moran, Abramson & Moran, 2014). Therefore, it would behoove leadership to better understand this culture before engaging with their Brazilian counterparts. Some cultural differences to keep in mind would be appearance, communication, time management and negotiation styles.
Appearance and hygiene are highly important in Brazilian culture (Moran, Abramson and Moran, 2014). Brazilians prioritize keeping in good physical shape and Brazilian men and women both keep their fingernails and toenails neatly manicured (Moran, Abramson and Moran, 2014). They tend to wash their teeth after every meal (Moran, Abramson and Moran, 2014). In terms of dress, businessmen tend to wear a two-piece suit, shirt and tie to work (Moran, Abramson and Moran, 2014). Businesswomen also wear suits, but are not limited to this option as it is also acceptable to wear dresses as well as clothing that is more fitted and revealing than is typical in American business culture (Moran, Abramson and Moran, 2014). It is important for visitors to understand these differences so as not to offend.
Brazilians are more expressive and yet almost paradoxically, more indirect than Americans (Moran, Abramson and Moran, 2014). Brazilians tend to speak very quickly and expressively, with very little silence during conversation (Moran, Abramson and Moran, 2014). Interruptions are common and show a listener’s enthusiasm in the conversation (Moran, Abramson and Moran, 2014). However, Brazilians tend to be indirect in terms of expressing their feelings (Moran, Abramson and Moran, 2014). Therefore, visitors should be aware of this and learn to read between the lines in order to understand the overall meaning of a person’s message (Moran, Abramson and Moran, 2014).
Brazilians view the concept of time in a more polychromic way than Americans (Moran, Abramson and Moran, 2014). This means that more emphasis is placed on involvement with people than strict adherence to a schedule or getting things done quickly (Moran, Abramson and Moran, 2014). Their idea of time is more flexible; it is common for meetings to begin 5-20 minutes late (Moran, Abramson and Moran, 2014). Once the meeting does begin, small talk is typical as personal relationship building is important in this culture (Moran, Abramson and Moran, 2014). Leaders intending to do business in Brazil should understand these differences and work to develop friendships in hopes of building trust. This will pave the way for successful business negotiations down the line.
If leadership should keep in mind all of the above, negotiations will hopefully run more smoothly. During negotiations, they should keep in mind that Brazilians will take their time (Moran, Abramson and Moran, 2014). Relationships are prioritized and leaders should work to build friendships before rushing into business (Moran, Abramson and Moran, 2014). Additionally, Brazilians tend to look at all details involved in each particular situation as opposed to applying universal rules, which will take time to review (Moran, Abramson and Moran, 2014). Also, Brazilians will expect flexibility and innovation; they will not favor negotiating based on standard procedures (Moran, Abramson and Moran, 2014).
In conclusion, to gain a foothold in Brazil, leaders should first make an effort to understand Brazilian culture. Brazil’s unique culture in terms of appearance, communication, time management and negotiation styles should be acknowledged and appreciated by leadership before engagement. Understanding other cultures can serve to broaden a leader’s vision and worldview (PSU WC, 2020). It also gives an edge to leaders and makes them more successful globally, as they are aware of other cultural dynamics and needs (Moran, Abramson & Moran, 2014).
References
Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge.
PSU WC: Pennsylvania State University World Campus. (2020). OLEAD 410 Lesson 01: Introduction to Leadership in a Global Context. Retrieved from https://psu.instructure.com/courses/2041071/modules/items/27977816
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