As an international leader in today’s global marketplace, it is essential to understand and embrace the cross-cultural differences and diversity that any team will bring. Accepting that every person has different values, ideas, and behavior is heavily influenced by their culture. According to Hofstede (2001): “Culture is the collective programming of the mind that distinguishes the members of one group or category of people from another” (p. 9). With the vast array of customs and cultures that a leader may come across, the task seems somewhat insurmountable. However, a leader who prepares themselves for this monumental challenge will successfully mold a group of individuals into a highly effective team.

To mold the team, a global leader must practice complementary leadership and recognize similarities between team members and build on that, changing a negative perspective into a positive inclusion and acceptance practice. According to Koch, Koch, Menon, & Shenkar (2016), “Complementary leadership can be effective when leaders must motivate diverse team members and transact within diverse situations” (p. 455). Global leaders must have an understanding of cultural differences and the essential skills to construct and uphold this complementary leadership. Koch et al. (2016) also mention that “A culture’s beliefs, attitudes, and actions associated with core values are resistant to change and deviation from them is more likely to lead to resistance” (p. 456). As a global leader, guiding a diverse team away from the cultural biases and toward acceptance of diverse cultures and inclusionary conduct is fundamental for developing the team and creating and preserving this synergy. These skills develop and lead to a positive outcome and a synergistic amalgamation constructed on collaboration and interaction and advanced through fortitude, prudence, and tenacity.

While there are many notable cultures that a leader may encounter in the business world, understanding Japanese culture and customs is one that any prudent leader must be familiar with. This ancient civilization continues to influence every part of the business world. According to the Pennsylvania State University (2020), Japan’s “current culture has been around for at least 2,000 years, with evidence that people have been inhabiting the islands for at least 32,000 years, and there are signs of human culture emerging roughly 12,000 years ago” (as cited in “History of Japan, n.d.). Throughout this extensive existence, Japan’s customs and traditions have been relatively uninfluenced by other countries and shaped by sacrifice, dedication, trends, and various forces from both inside and outside of the country. For example, the Japanese practice the religions of Buddhism and Confucianism, which they adopted from China and Korea.

Additionally, the Japanese people secluded themselves for over 200 years by imposing a strict isolation and exclusion policy known as the Sakoku Edict of 1635. Finally, “Japan’s isolation came to an end in 1853 when Commodore Matthew Perry of the United States Navy, commanding a squadron of two steam ships and two sailing vessels, sailed into Tokyo harbor. He sought to force Japan to end their isolation and open their ports to trade with U.S merchant ships” (Iroquoiscsd, n.d., p. 2).

Image taken from Iroquoiscsd. Retrieved from: https://www.iroquoiscsd.org/cms/lib/NY19000365/Centricity/Domain/107/ESSAY%20Meiji%20Restoration%20New%20Visions.pdf

After the country opened its borders for trade, Japan’s society proudly held onto its unique culture and did not allow the world to influence their way of doing things. Additionally, a hundred years after the two centuries of isolation, the demographics of the island of Japan has maintained a mostly Japanese population. In fact, according to the CIA World Factbook (n.d), Japan is 98.1% Japanese people, 0.5% Chinese, 0.4% Korean, and 1% other. Considering the roots of Japanese culture leads to a sharper understanding of working with Japanese business partners.

The modern-day Japanese culture is rooted around formality and conservativeness with a strong dedication to politeness and respect. Further, Moran, Abramson, and Moran (2014) state that “Japan is “high-context” culture that thrives on subtlety and consensus. Its people manifest high educational abilities, formidable technological skills, and powerful social coordination” (p. 433). Modern-day Japan is highly concerned with age seniority, and it is considered a borderline hierarchical society. The Japanese culture is also widely known for greeting people with different types of bows, or Ojigi.

 

 

Image taken from AnimeCon. Retrieved from: https://www.animecon.nl/history/events-2018/lectures/japanese-business-etiquette

When preparing to eat, Japanese people often place their palms together in front of their chest and say “itadakimasu” to express gratitude. Additionally, remember that Japan is a busy place with lots of people and not a lot of space. The Japanese are considerate of this and often keep their phone on silent and talk in hushed tones in public settings.

As a Global leader, remember that Japanese people are extremely punctual and consider formal business attire essential. When conducting business, remember that the formality of the relationship is initially a priority and it is set by the most senior Japanese person.

While the Japanese culture is borderline hierarchical (Power Distance of 54), this generally applies to relationships as their business culture is highly hierarchical. Hofestede Insights (2020) states that “Some foreigners experience Japan as extremely hierarchical because of their business experience of painstakingly slow decision-making process: all the decisions must be confirmed by each hierarchical layer and finally by the top management in Tokyo” (para 5).  Additionally, the country is not as collectivist as many other Asian countries and scores midrange (46) on Individualism. Japan scores high in Masculinity (95), Uncertainty Avoidance (88), and Long-Term Orientation (88). While also showing a culture of restraint by scoring midrange on Indulgence (42). (Hofestede Insights, 2020).

Image taken from Hofstede Insights. Retrieved from: https://www.hofstede-insights.com/country/japan/

Also, the Japanese love business cards and exchange them frequently by presenting them with two hands with great respect. Therefore, if you are ever meeting a Japanese person for business, make sure you are punctual, have a business card, and you are dressed for success, ready to socialize, and up-to-date on technological advances.

 

References:

Central Intelligence Agency ( CIA ). ( n.d. ). World Factbook One Page Summary. Retrieved from: https://www.cia.gov/library/publications/resources/the-world-factbook/attachments/summaries/JA-summary.pdf.

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage Publications.

Hofstede Insights. (2020). What about Japan. Retrieved from: https://www.hofstede-insights.com/country/japan/.

Iroquoiscsd. (n.d.). Why did Japan end its isolation? Why did Japan industrialize during the Meiji Period? Retrieved from:

https://www.iroquoiscsd.org/cms/lib/NY19000365/Centricity/Domain/107/ESSAY%20Meiji%20Restoration%20New%20Visions.pdf

Koch, P., Koch, B., Menon, T., & Shenkar, O. (2016). Cultural friction in leadership beliefs and foreign-invested enterprise survival. Journal of International Business Studies, 47(4), 453-470. http://www.jstor.org/stable/43907583

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge. ISBN: 9780415717359

The Pennsylvania State University. (2020). OLEAD 410: Leadership in a Global Context [Online Course Lesson].  Retrieved from: https://psu.instructure.com/courses/2075490/modules/items/29697163.

Brazil is a unique and beautiful country with a diverse culture. In fact, it is the fifth-largest nation in the world with a population of 211.7 million. As a global leader, understanding the diverse cultures throughout this country is essential because the republic has the eighth largest economy, with exports exceeding 217.2 billion and imports around 153.2 billion (CIA, n.d.). Brazil is rich in natural resources and is a stable country that is no stranger to technology and innovation as it advances at a steady pace. According to The Pennsylvania State University (PSU, 2020), “Brazil has a large set of natural resources (e.g., timber, metals) and has been expanding that advantage

since at least 1985. The result has been a country that is now at the forefront of the world economy, and as such, it has modernized to facilitate and take advantage of that status” (para. 1).

While the land is amazing and rich in natural resources, what makes this country truly amazing is the people.

Images were taken from CIA World Factbook. Retrieved from: https://www.cia.gov/library/publications/resources/the-world-factbook/attachments/summaries/BR-summary.pdf

 

Many years ago, I met a beautiful Brazilian woman who later became my best friend. I asked her to marry me and was introduced to the Brazilian culture. I soon found out that Brazilians are very sociable, passionate, generous, and probably the most accepting and kind-hearted people in the world. When we would go to my wife’s friends’ homes, we were instantly embraced and made to feel at home. According to Moran, Abramson, & Moran (2014), “Brazilians are well known for being courteous and hospitable. They endeavor to make visitors feel welcome and comfortable” (p. 349). I quickly learned that when you visit a Brazilian’s home, you will not leave hungry. I also learned that chicken hearts are good, avocados are made into ice cream, men don’t use straws when drinking soda, and many Brazilians eat pizza with a fork.

When greeting a female, it is customary to kiss both cheeks which may feel a little odd when first encountered, but be assured that it is quite common. Food and coffee are in abundance while you talk, laugh, and enjoy the company. Just remember that if you’re meeting a Brazilian for lunch or dinner, it is common to split the bill, so enjoy the meal and coffee. One more thing about coffee, it is really strong – they love coffee strong and sweet, calling American coffee – chá-fé (tea coffee) because it is watered down.

 

Image is taken from 123RF. Retrieved from: https://www.123rf.com/photo_88266837_brazilian-coffee.html

 

There are five time zones, and the climate ranges from tropical heat in the north to freezing snow in the south. As a global leader doing business in Brazil, it is important to understand that Brazilians are a very diverse people with many variations of their culture. They do not like to say no, so understanding what a Brazilian actually means can be somewhat challenging. According to Millard (2015), “A ‘yes’ — for example — might mean ‘yes’; or indeed might mean ‘perhaps’, ‘maybe’, or just ‘no’. A ‘perhaps’, in all likelihood means ‘no’. And a ‘no’ — should you ever ask such a dramatic question as to evoke this response — means, ‘Are you kidding? Not a chance!’” (Para. 2). Additionally, Brazilians are known for wanting to know the people behind the company and value being in control of their emotions during a business deal. Showing frustration or impatience will reflect badly, so relaxing and showing a strong front is important.

In Brazil, business is strictly hierarchical, so when working with Brazilians, ensure you understand deals take time and realize that the highest-ranking person will be making the decision. While women generally kiss both cheeks, men most often use handshakes upon arrival and departure. When making small talk, it is advisable to discuss sports, family, music, or maybe comment on how beautiful Brazil is (Brazilians are very proud of their country). Do not bring up Argentina or Portugal (this may upset some Brazilians). Also, don’t discuss religion, politics, salary, or poverty.  Brazilians expect the use of their title when being introduced (remember they are a hierarchical society), exchange business cards during introductions, come dressed for success and expect eye contact while making negotiations. Lastly, do not use the ‘ok’ sign; it is considered highly offensive and rude (the equivalent of flipping someone off).

Image is taken from emaze. Retrieved from: https://app.emaze.com/@AOFRIRWWZ#2

            As a global leader, embracing the differences and diversity within a team is what produces an efficient team. Koch, Koch, Menon, & Shenkar (2016) mention that “Complementary leadership can be effective when leaders must motivate diverse team members and transact within diverse situations” (p. 455). Constructing and upholding this understanding of cultural differences leads to a positive outcome and a synergistic amalgamation built on cooperation and communication and refined through fortitude, prudence, and tenacity.

 

References:

Central Intelligence Agency ( CIA ). ( n.d. ). World Factbook One Page Summary. https://www.cia.gov/library/publications/the-world-factbook/attachments/summaries/BR-summary.pdf.

 

Koch, P., Koch, B., Menon, T., & Shenkar, O. (2016). Cultural friction in leadership beliefs and foreign-invested enterprise survival. Journal of International Business Studies, 47(4), 453-470. http://www.jstor.org/stable/43907583

 

The Pennsylvania State University. (2020). OLEAD 410: Leadership in a Global Context [Online Course Lesson].  Retrieved from: https://psu.instructure.com/courses/2075490/modules/items/29697163.

 

Millard, C. (2015, May 27). 5 Things you need to know if you’re hiring a Brazilian. The Global Future of Work. https://medium.com/the-global-future-of-work/5-things-you-need-to-know-if-you-re-hiring-a-brazilian-458e4d80eef6.

 

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge. ISBN: 9780415717359

 

The Importance of Clear and Concise Communication: A Military Perspective

Effective communication is essential within the business world and critical in a military environment. Missions are planned and timed for execution but when there is a breakdown in communication the situation can quickly become calamitous. Communication is more than an email or memo posted on the wall, it involves both verbal and nonverbal communication and may be disrupted by individual biases, cultural differences, the environment, or even the emotional state of the sender or receiver. Understanding these communication barriers allows for effective leadership while strengthening team cohesion and adaptability. The following story illustrates a time where I did not consider the effect of some of these communication barriers which could have resulted in catastrophe.

 USS Kitty Hawk. The image was taken by Stephen W. Rowe  /  U.S. Navy via AP file and retrieved at http://www.nbcnews.com/id/21939749/ns/us_news-military/t/after-china-snub-us-sailors-celebrate-sea/#.X2KNQS2z18Z. 

On the morning of Thanksgiving Day, 2007, the crew of U.S.S. Kitty Hawk (CV-63) prepared to enjoy the holiday in the port of Hong Kong. The port visit was highly anticipated, and the excitement from the crew flooded the halls of the mighty warship. However, as the ship approached the port, the Hong Kong maritime authorities informed the ship that they did not have permission from the Chinese authorities to allow the ship entry. Patiently the crew waited; some were eager to enjoy the day in the popular city, and others were eager to meet their families that had flown to Hong Kong for a visit. As the day wore on, the crew became more and more anxious until around 1700 (5 pm), when the ship’s Captain made the dreaded announcement that the ship would not port in Hong Kong and would instead begin transit through the Straights of Taiwan. I can remember feeling frustration, disappointment, and confusion regarding the situation as many of the crew’s families were left stranded in a foreign port, lonely and confused as they spent the holiday without their loved one.

Even though the crew was demoralized they pulled together and performed their duties as expected. The ship steamed away from Hong Kong at a high speed toward the new destination with each department receiving new orders in preparation for transit. The helicopter squadron that I was assigned to was ordered to prepare a helicopter for an ATFP (Anti-Terrorism Force Protection) mission. In addition to preparing for this mission, we were also informed that we would be simultaneously recovering a helicopter from an allied nation. While these types of missions were not out of the norm for us, the fact that everyone on the entire ship was still thinking about Hong Kong and a denied port visit contributed to an ineffective communication environment.

 

 

Sailors perform flight operations on the flight deck of the aircraft carrier USS Carl Vinson on Oct. 31, 2017. The image was taken by JAKE CANNADY/U.S. NAVY and retrieved at:https://www.stripes.com/news/navy/navy-sailor-hit-by-plane-being-towed-on-aircraft-carrier-1.496415

The flight deck of an aircraft carrier is known as one of the most dangerous environments to work. Aircraft are being launched from the ship’s catapult system at high speeds, propellors, and rotor blades are spinning at nearly imperceptible speeds, and the noise from the machines makes communication difficult. In this scenario, I was assigned the critical role of Flight Deck Coordinator and had the responsibility to ensure each individual understood his or her assigned position. In the military, communication is crucial to mission success, and according to Moran, Abramson, & Moran (2014), “when people communicate, they make certain assumptions about the other’s process of perceiving, judging, thinking, and reasoning patterns.… Correct assumptions facilitate communication, but incorrect assumptions lead to misunderstanding, and miscommunication often results” (p. 76). In demoralizing scenarios like this, it is easy for a leader to make incorrect assumptions regarding their follower’s cognitive abilities.

I held a meeting with all critical personnel to discuss the dual evolutions, but I did not consider if their minds were clear and focused. I did not know it at the time, but in retrospect, I understand that I was mission-focused, which caused me to be egocentric. According to the PSU (Pennsylvania State University, 2020), “At its basic level egocentrism is an inability to take on other people’s perspectives. If one isn’t able to take on another perspective, it is difficult to see what they want or need, but also to shape a message that they understand” (para. 3). I did not take their perspective into account, resulting in an incorrect assumption about my team’s mental status and ability to clearly process the situation.

The ship approached the Straights of Taiwan, and the weather began shifting towards a threatening storm. We successfully recovered the allied nation’s helicopter, but I realized my team was not communicating well when I witnessed some confusion regarding hand signals. Moran et al. state that “awareness of cultural influences is essential for transferring concepts, technology, or ideas. … In some instances, the gap will be significant and cause serious problems” (p. 77).  Fortunately, this gap amplified by my team members’ emotional state only caused minor confusion between the pilot and ground crew. Still, I believe, in retrospect, that it was the precursor to the serious consequences that followed.

SH-60 Helicopter launching from Flight Deck. Author unknown. Retrieved at: https://www.aviationtoday.com/2017/02/02/prevent-helicopter-accidents-ihst/

After the successful recovery, my team immediately began preparations for launching a separate helicopter configured for the ATFP mission. At this time, the weather had worsened significantly, and as the ship attempted to go around the storm, it caused periods of heavy rainfall and high winds. My crew did the normal preparations for launch as the wind and rain picked up. Communication was limited to hand signals, due to the weather and the normal flight deck operations of multiple jet engines being pushed to high power. The situation was extremely stressful, but we were confident we could accomplish a successful launch. According to myth, when a frog is thrown in boiling water, it will quickly jump out. However, if you place that frog in warm water and then slowly increase the temperature, the frog will remain in the water, not noticing the change and slowly be cooked. I believe that we were cooked frogs at the time, overconfident in our abilities despite the critical loss of communication. The PSU (2020) states that “being overconfident about one’s ability to communicate leads to an egocentric point of view when one creates and sends a message. That egocentrism leads to a roughly 20–25% disconnect in anticipated understanding and actual understanding” (para. 9). The egocentrism appeared after the pilots had started the engines, engaged rotors, and were preparing for launch.

The aircraft lifted approximately ten feet into the air, but suddenly the helicopter’s tail end began fishtailing. Both the plane captain (the person with the wands) and I watched in confusion as the pilot gave us the hand signal that he was attempting to shift the aircraft forward. As stated above, the flight deck is a hazardous place to work, and one quick and deadly fact about a helicopter is that the rotor blades become nearly invisible when they are spinning, especially at night. We could hear and feel the invisible blades as the helicopter approached the two of us. Sensing danger, I grabbed the plane captain’s float coat and moved both of us backward as the blades continued to advance.

The pilot noticed our retreat and directed the aircraft back towards the launch pad. He tried to make the helicopter lift the nose, but when he did, the tail dropped suddenly and struck the flight deck, damaging the aircraft’s tail. Immediately I realized the situation was out of hand, so I made the call and told the pilot to shut it down, he returned to the helicopter to the launch pad, but he refused to shut it down completely. He left the rotors spinning as he directed me to approach the helicopter’s side to inform him of why I was telling him to abort. According to Gamble and Gamble (2013), “nonverbal messages fulfill metacommunicative functions; that is, they communicate about communication, effectively helping to clarify … the meaning of verbal messages” (p. 186). At this point, the pilot’s nonverbal communication clearly communicated his frustration and clarified that he did not agree. I realized that my nonverbal communication was equally showing frustration at the situation, and according to Moran et al. (2014), “the frustration of one party leads to a conceptualization of the situation, to some behavior, to the reaction of the other party, and then to agreement or the lack of agreement” (p. 89). I knew that I needed the pilot (who outranked me) to think rationally and agree, so I took a breath and clearly explained that the helicopter had damage from striking the flight deck. He stated that no one within the aircraft had felt the impact and argued that he needed to get the aircraft airborne. I once again appealed to his rational side and informed him that the tail’s aileron had hit the ship’s deck, and he needed to abort. Visibly frustrated, he slowly struggled with an agreement to this fact as the ship’s Air Boss (officer in charge of the flight deck operations) continued to demand that the aircraft get airborne, the wind continued to gust, and the rain relentlessly poured. Ultimately, the pilot conceded and informed the Air Boss that we would not be launching.

My ground crew immediately began inspecting the aircraft and determined that the aircraft had struck the deck and received a significant amount of damage. We reviewed the recorded launch to determine what happened; first, both the plane captain and I had narrowly avoided being chopped into a salad when I pulled the guy back. Additionally, the recording showed the aircraft struggling with getting the tail of the aircraft airborne; indicating that tie-down chains might have been left on the back of the aircraft. These are normally removed before a flight, but due to the extreme circumstances, it was possible, they were over-looked. Luckily, in this circumstance, the damage was repaired, and no one lost their life, but the lesson I learned from the experience has aided my understanding of the importance of clear and concise communication, realizing the effect of biases like egocentrism, as they affect how both the leader and the follower receive and send communication.

Being in the military leader is a unique and rewarding experience that offers the chance to make a change in an organization and in another person’s life. Moreover, it is essential for a leader to understand human emotions and limitations, especially in a stressful environment. Gamble and Gamble (2013) stated that “The reality is that unless leaders understand their followers and stakeholders they can’t possibly lead them effectively” (p. 150). Effectively understanding followers yields powerful results for the organization and followers. Leaders in the military and in the civilian sector are granted a specific amount of power, and when used appropriately, the outcome is inspiring and transformational.

References:

Gamble, T. & Gamble, M. (2013). Leading with communication: A practical approach to leadership communication. Thousand Oaks, CA. Sage Publications, Inc.

The Pennsylvania State University. (2020). OLEAD 410: Leadership in a Global Context [Online Course Lesson].  Retrieved from: https://psu.instructure.com/courses/2075490/modules/items/29697163.

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge. ISBN: 9780415717359

Hello class,

I am Monte Ellis, and I grew up in Wyoming but really, I cannot claim any state as my own as I have been in the U.S. Navy for 24 years now and have been stationed all throughout the United States.  My family and I were close to retiring until COVID-19 drastically changed our plans and we decided to stay in a few more years.

I have five children (three adult girls and two young boys) along with one granddaughter.

Professionally, I am at the top of the enlisted rank structure, so further advancement is not possible until I retire and change professions.

I am currently stationed at the Senior Enlisted Academy in Newport, RI, but I am slated to transfer to California sometime in November or December. My family and I are very happy about these orders as they will get to enjoy the beautiful weather and hopefully the beaches.

This is my last semester before I graduate, and I will say that is has been a long and insightful journey.  My long-term goal is to retire from the military and start the next chapter of my life alongside my best friend and partner for life.  My wife is also attending PSU, although she is ahead of me in the Master of Professional Accounting program (she is incredibly smart).

I am truly looking forward to learning from you all and reading about your experiences. I have a considerable amount of leadership experience developed over the many years of military service, but I have little to no civilian experience.  I hope to learn from your experiences in the civilian workforce and how you have overcome challenges.

Lastly, my nerdy interest is space and related theories. My other interests are being outdoors, physical fitness, mountain biking, and lifting weights.

Have a great day,

Monte