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Golden Rules for Dealing with Asian Businesses, part 3 of 3

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11. Utilize networks
Asian societies make great use of networks. In China the basis is the family system which operates not only in the People’s Republic, but also overseas in Hong Kong, Singapore, Taiwan, Indonesia, Europe and North America. In Japan networking takes place also among families but more so among classmates and university colleagues. Westerners who have been able to secure one or two good friends in Japanese society are able to reach anyone in the business community through their friends’ intermediary. It is important therefore for Westerners to cultivate meaningful personal relationships in Asian societal structures.

12. Don’t rush or pressure Asians. Do things at appropriate times

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About the Authors

Kai Hammerich received his M.B.A. from Northwestern University, Kellogg Graduate School of Management and his M.Sc. in economics from the University of Aarhus, Denmark. Based in London, he is a consultant with the international search firm Russell Reynolds Associates. Kai has conducted numerous CEO and board-level assignments for major global companies. He has in-depth experience advising clients on how to align a company’s talent portfolio with its overall business strategy and company culture. Kai has been nominated by BusinessWeek as one of the most influential search experts worldwide.

Richard D. Lewis is a renowned British linguist and founder of Richard Lewis Communications – a language school for executives as well as a company that advises on cross-cultural business issues. He is the creator of the Lewis Model of Cross-Cultural Communication and author of many books including the bestselling When Cultures Collide: Leading Across Cultures.

Golden Rules for Dealing with Asian Businesses, part 2 of 3

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6. Never cause anyone to lose face
No understanding of Asian mentality is complete without a grasp of the concept of face. Having face means having a high status in the eyes of one’s peers, and it is a mark of personal dignity. You should always be aware of the face factor in your dealings with Asians and never do or say anything that could cause someone to lose face.

7. Suggestions, especially criticism, must be indirect
Open criticism, especially of a personal nature, is taboo in Asian cultures. If one disapproves of a statement or course of action, alternatives may be suggested in a humble manner, as indirectly as possible (“we tried something like that last year… ” or “another thing we found useful… “).

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About the Authors

Kai Hammerich received his M.B.A. from Northwestern University, Kellogg Graduate School of Management and his M.Sc. in economics from the University of Aarhus, Denmark. Based in London, he is a consultant with the international search firm Russell Reynolds Associates. Kai has conducted numerous CEO and board-level assignments for major global companies. He has in-depth experience advising clients on how to align a company’s talent portfolio with its overall business strategy and company culture. Kai has been nominated by BusinessWeek as one of the most influential search experts worldwide.

Richard D. Lewis is a renowned British linguist and founder of Richard Lewis Communications – a language school for executives as well as a company that advises on cross-cultural business issues. He is the creator of the Lewis Model of Cross-Cultural Communication and author of many books including the bestselling When Cultures Collide: Leading Across Cultures.

Golden Rules for Dealing with Asian Businesses, part 1 of 3

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Today, more Americans than ever are doing business in China, Japan, Korea and other parts of Asia. Below is advice explaining what Western business people need to know about national traits and customs in those countries if they want to succeed.

1. Speech is to promote harmony
In the West the primary purpose of speech is to exchange information. In Asian cultures, what is actually said is of less importance than how and when it is said and who says it. Platitudes are trotted out in profusion in Japan; flattery is also included. Westerners consider it as time wasting and pointless; in the Asian view, the longer this harmonious exchange is maintained, the more likely it is that successful business will ensue.

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About the Authors

Kai Hammerich received his M.B.A. from Northwestern University, Kellogg Graduate School of Management and his M.Sc. in economics from the University of Aarhus, Denmark. Based in London, he is a consultant with the international search firm Russell Reynolds Associates. Kai has conducted numerous CEO and board-level assignments for major global companies. He has in-depth experience advising clients on how to align a company’s talent portfolio with its overall business strategy and company culture. Kai has been nominated by BusinessWeek as one of the most influential search experts worldwide.

Richard D. Lewis is a renowned British linguist and founder of Richard Lewis Communications – a language school for executives as well as a company that advises on cross-cultural business issues. He is the creator of the Lewis Model of Cross-Cultural Communication and author of many books including the bestselling When Cultures Collide: Leading Across Cultures.