February 2015 Management Minute
by Chris Reinhardt, feedlot specialist
While I was in a training conference for ag managers who employ primarily Spanish speakers, the professional cultural trainer said, “The 2 most important words you need to learn in Spanish are: ‘Por favor’ and ‘Gracias’—‘Please’ and ‘Thank you’.” The implication, within that specific context was that within the Hispanic culture of Mexico personal relationships and gratitude on a personal level are highly valued.
And it occurred to me recently that these 2 words are probably the 2 most important words for us to learn in English as well. People want to be valued: primarily as human beings with intrinsic worth, and secondarily as meaningful contributors to the workplace team. This is not the exclusive territory of our neighboring culture to the South; this is part of the human condition.
But the cultural difference is that placing “task” ahead of the “people” who help deliver on the task is often considered acceptable in our American business culture. When international cultures are ranked by the importance of “context” within which a conversation is happening—the non-verbal messages within and surrounding a conversation (body language, social situation, the other people in proximity, status, sex, and age of the participants, etc.)—Asian cultures rank near the top and northern European cultures rank near the bottom. That is, in the European culture, really only the WORDS matter; in the Asian cultures, the words take a low priority relative to the many other circumstances—the context—around the conversation. And the American business community has evolved over the past 200-plus years of following the European model.
The challenge for managers today is that, unlike during the 19th century, people are not disposable and interchangeable parts. Quality people are in short supply and demand is high. The astute manager has long since determined that in order to keep quality people on the team, there needs to be a relationship based on trust, loyalty, and openness.
However, these traits cannot be faked. “Anybody can clean up for a 2-hour interview.” But nobody can fake compassion and caring for very long. So to truly nurture these traits within the workplace culture and within yourself, there needs to be a fundamental change in both. If a manager is incapable of developing respect there will be finite limits on the potential of the business and of the manager.
For more information, contact Chris at 785-532-1672 or cdr3@ksu.edu.