 |
Cultural etiquette: Closing the gap between the what and the how
April 3, 2007
Copyright © 2007 PRSA. All rights reserved.
By Susan Balcom Walton
The following article appears in the April issue of PR Tactics.
I have a friend who is, like me, an adviser to a group of student interns at a large university. Several years ago, one of her most promising students — a well-groomed, clever, capable young man—was fired after 12 hours on the job at the “perfect” internship in a large city.
When the student returned to campus, my colleague’s first question to him was both disbelieving and direct: “What on earth happened?”
His sadder-but-wiser response said it all: “I said everything they said I said, but I didn’t mean what they thought I meant.”
This student’s answer underscores the importance of what I call cultural etiquette. We often think of etiquette as simply using the right fork at a business lunch or sending a thank-you note to a job interviewer, but cultural etiquette goes beyond good manners. It means understanding our workplace culture. It means comprehending how our colleagues will perceive our actions and taking those perceptions into account before we act. Cultural etiquette is harder to master than basic etiquette, but it’s even more important — in fact, it’s essential to professional success.
Whether we are new hires or longtime employees, we can increase our cultural etiquette quotient in three ways: first, by understanding and honing the cultural attributes our organization values; second, by closing the gap between the what and the how; and third, by exemplifying universal standards of workplace professionalism.
Understanding and honing cultural attributes
Most organizations value basic attributes such as honesty and respect for others. However, because all organizations have their own distinct cultures, they also promote behaviors unique to themselves. For example, Company A might prize individual initiative and quick, decisive action. However, Company B might prize consensus-building more highly.
Understanding which kind of company you’re in will help guide your cultural etiquette. In Company A, getting approval for a project from a small oversight group — rather than from all your colleagues — would be appropriate. In fact, your co-workers would probably appreciate your good etiquette in not taking up their time with extensive project reviews. However, in Company B, neglecting to get your peers’ input before launching a project might be a serious breach of cultural etiquette. At best, it might portray you as thoughtless and headstrong — at worst, as a glory-grabber.
Closing the gap between what and how
Once you understand your workplace values and perspectives, use that knowledge to close the gap between what you mean to do and how that action is perceived by others.
For example, the unfortunate 12-hour on-the-job intern created one of these gaps by repeatedly touting his own capabilities, which he thought would impress management. Instead, in a workplace that valued teamwork and respected longtime experience, the tactic backfired.
Here’s an example of a common cultural etiquette mistake:
What you did:
• Bombarded your supervisor (and her supervisor) with detailed e-mails about all your activities.
What you meant:
• You wanted to be sure everyone knew how hard you are working.
How it was perceived:
• You were currying favor.
• Even worse, you were currying favor with your boss’s boss — reflecting a lack of trust in, and respect for, your own supervisor.
• You were wasting everyone’s time.
Here’s another example:
What you did:
• At your first staff meeting as a new employee, you offered several suggestions for improving the company’s Web site.
What you meant:
• You wanted everyone to know you’ve come up to speed quickly.
How it was perceived:
• You were an arrogant upstart who didn’t know enough to know what you didn’t know.
• From the company Web site manager’s viewpoint: You made a colleague’s work product and him or her look bad.
Universal standards of professionalism
Deciphering cultural etiquette, while sometimes daunting, can be done. Start by asking good questions when you interview for a job. Company interviewers are trained to ask questions that help determine a candidate’s cultural fit. Job candidates should develop the same questioning skills. Ask what traits are most highly valued and contribute most to an employee’s success. Once you’re in the organization, look for role models who are credible, respected and emulated. Ask for their advice about adapting to the corporate culture — and follow it.
As you do this, remember to follow the basic universal standards of workplace courtesy and professionalism. Whatever your company’s culture, these guidelines will help you navigate the corporate maze while you’re learning the particulars:
• Be appreciative and humble. It is easier for people to forgive honest mistakes of a co-worker who is humble, likeable and appreciative of feedback.
• Show respect in the way you address and treat co-workers at all job levels. Don’t treat work relationships casually.
• Don’t bash colleagues — either verbally or in e-mails.
• Clean up your messes. Admit to and correct your mistakes promptly. Apologize sincerely if you think you have offended or inconvenienced someone. If you were right, they’ll be appreciative. If not, they’ll be impressed anyway.
• Don’t go around your boss. Every organization has a chain of command and a chain of communication, and individuals who go outside that chain are not trusted by management. Keep your boss in the loop, and make him or her your ally.
• Get appropriate input before acting. Be sure that people who should have input are consulted. They’ll be more likely to support you and your ideas.
Adapting to a corporate culture can be a challenge, but it’s essential for career success. Make it the best experience you can by honing your cultural etiquette — and closing the gap between the what and the how.
Susan Balcom Walton is associate professor of public relations at Brigham Young University, Provo, Utah. She previously held PR and corporate communications management positions at various Fortune 500 companies. E-mail: susan_walton@byu.edu.
Comments
No comments have been submitted yet.
Post a Comment
Editor’s Note: Please limit your comments to the specific post. We reserve the right to omit any response that is not related to the article or that may be considered objectionable.