Cross-Cultural Negotiation Challenges

If only I had known … that English won’t always open doors. At least 1.5B people speak English. BUT is English really the language of business? Not if you’re pitching in 🇫🇷 France. Not if you’re negotiating in 🇧🇷 Brazil. Not if you’re building trust in 🇯🇵 Japan or 🇸🇦 Saudi Arabia. For B2B expansion, it’s not just about what you sell, but in which language you sell it. In Southern Europe, German Mittelstand, or Poland → local language wins. In the Middle East and parts of Asia → English is a second layer, not the foundation. In LATAM, English may get you through one meeting → but Spanish or Portuguese is what builds trust. My personal experience from 500+ expansion journeys: Sometimes hiring a local - or working with some local experts - is more valuable than another sales deck in English. In the end, it’s not just about translation... it’s about trust. So... Would you trust a pitch in English, or prefer local language? What’s the funniest translation or cultural mix-up you’ve seen in business? ------ 𝐖𝐡𝐨 𝐢𝐬 Upvisor Global 🌐 With 450+ expansion projects in the global tech space under our belt, we support investors, founders, and executives of tech companies with the right steps & advice for international expansion. 𝘞𝘦 𝘯𝘢𝘷𝘪𝘨𝘢𝘵𝘦, 𝘺𝘰𝘶 𝘤𝘰𝘯𝘲𝘶𝘦𝘳 𝘵𝘩𝘦 𝘸𝘰𝘳𝘭𝘥.

🌍 New Series: "Mind the Gap – PR & Communication Across Borders" Ever tried launching a PR campaign in another country and thought, “Wait… why did that land like a lead balloon?” You're not alone. As someone who's navigated international communication for a while, I’ve seen firsthand how cultural nuance can make—or break—a message. So I’m kicking off a new series exploring how PR and communication differ around the globe. 👉 First up: Germany vs. the USA U.S. Communication: Enthusiastic, emotional, and yes—peppered with exclamation marks!!! Storytelling is king. Personal anecdotes and a strong “why” lead the way. Positivity sells. Even problems get rebranded as “growth opportunities.” German Communication: Direct, precise, and suspicious of unnecessary fluff. Facts first. Then more facts. Then a few more, just to be safe. Understatement rules. If a German says something is “not bad,” it might be worthy of an award. Example: An American press release might open with: “We’re thrilled to announce our exciting new partnership that will revolutionize the industry!” A German version? “Company A and Company B have entered a partnership effective May 15. Objectives include market expansion and product development.” Both are correct. Neither is wrong. But the context is everything. Takeaway: If you're crafting messages across borders, remember—it’s not just about what you say, but how it’s heard. ✨ Stay tuned for more posts comparing global comms styles—from Japan’s silence-as-a-power-move to Brazil’s beautifully fluid approach to formality. Have you run into cultural communication quirks in your PR work? I’d love to hear them! Chris Prouty, tell us about your experience as a US PR pro, please. #PR #Communication #CrossCulturalCommunication #Germany #USA #GlobalMarketing #Storytelling #Localization #InternationalBusiness

In the West, trust often begins with capability: “Show me what you can do, and I’ll believe in you.” But in Japan, it starts with character: “Let me understand who you are, then I’ll trust what you do.” At monoya, we’ve felt this difference deeply. When we first started engaging with Japanese partners, we expected our portfolio and success stories to do the talking. They didn’t. Meetings were polite but reserved. Decisions moved slowly. Then we shifted gears—less pitching, more listening. We invested in relationships. We showed up consistently. We respected silence and patience. Over time, trust started to build—not because we talked about our work, but because we shared our values. One moment that stands out: a partner told us, “What mattered wasn’t your proposal—it was how you carried yourself.” That stuck with us. In Japan, trust isn’t built in the boardroom—it’s built in the in-between moments: over dinner, during shared silences, through consistent follow-ups. It’s relational, not transactional. For global teams entering Japan, remember: trust here is earned slowly, but it’s rock-solid once it’s there. Have you experienced this cultural shift in trust-building? I’d love to hear your thoughts. #Trust #JapanBusiness #CulturalInsights #monoya #CrossCulturalLeadership

After the dinner I organised between Chinese investors and Saudi officials, a Saudi advisor messaged me. "The dinner was excellent. But the Chinese laughing loudly at how the Arabs were eating hot pot was inappropriate. It could damage the partnership." I had already noticed this during dinner and quietly addressed it with the Chinese delegation. They were genuinely surprised, in Chinese culture, laughing together over food mishaps builds rapport. They thought they were being warm and inclusive. But in Arab business culture, laughing at someone's unfamiliarity with food can be read as mockery, not friendliness. Both sides had good intentions. Neither understood how the other would interpret the moment. This is why I spend so much time on cultural briefings before bringing delegations together. One moment of misunderstood laughter can undo months of relationship building. The Saudi officials remained professional throughout, and the Chinese investors sent enthusiastic follow-up messages about collaboration. To an outside observer, the dinner looked successful. But I know that trust develops or breaks in these small cultural moments, not in formal negotiations. My Saudi contact is now arranging cultural training for Chinese workers joining an Aramco project next month. We'll use this as a case study, not as criticism, but as learning. After twenty years of facilitating cross-border partnerships, I've learned that cultural intelligence determines deal success far more than financial terms. The consultants who studied the Middle East will never catch these moments. Cultural fluency comes from being in the room, reading the signals, and managing both sides in real time. Successful partnerships require someone who understands what each side actually means, not just what they say. #CrossCulturalBusiness #MiddleEastBusiness #SaudiArabia #ChinaBusiness #CulturalIntelligence #InternationalPartnerships #BusinessStrategy #GCCMarkets #DealMaking #BusinessNegotiation #GlobalBusiness #MarketEntry #BusinessLeadership #StrategicPartnerships #CulturalAwareness

How I mastered negotiation before I knew what it was.   Growing up in a rough neighborhood taught me something school never did:   "How to handle conflict."   And not with my fists, but with words.   One of the most powerful tools I learned on my own was “𝗹𝗮𝗯𝗲𝗹𝗶𝗻𝗴” emotions.   It’s a simple but effective strategy.    By naming the other person’s emotions, you can de-escalate tension and open the door to real communication.   Here’s how it worked for me:   𝟭. 𝗢𝗻 𝘁𝗵𝗲 𝘀𝘁𝗿𝗲𝗲𝘁𝘀:   When fights were about to break out, I’d say, “It seems like this is about territory, not us.”    Often, that was enough to shift the focus and avoid violence.    𝟮. 𝗔𝘁 𝗵𝗼𝗺𝗲:   During family arguments, I’d say, “It looks like you’re stressed about money, not what I did.”    That turned heated moments into calmer discussions.   𝟯. 𝗪𝗶𝘁𝗵 𝗮𝘂𝘁𝗵𝗼𝗿𝗶𝘁𝘆:   We often felt targeted by police.    Instead of reacting, I’d label their concerns: “It seems like you’re worried about safety.”    That made them see me as cooperative, not a threat.   As I got older, I realized these skills weren’t just survival tactics.    They were 𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝘁𝗲𝗰𝗵𝗻𝗶𝗾𝘂𝗲𝘀.   Here’s why 𝗹𝗮𝗯𝗲𝗹𝗶𝗻𝗴 𝗲𝗺𝗼𝘁𝗶𝗼𝗻𝘀 works:    - It helps build trust and opens up dialogue. - It shows you understand the other person’s feelings.   - It shifts the conversation from confrontation to collaboration.   Good labels typically take the form of specific phrases that avoid using first-person pronouns.     Start your sentences with phrases like:     - “It seems like…”   - “It looks like…”   - “You look like…”   For instance:   - "It seems like you're feeling overwhelmed with the current situation."   - "It looks like you're passionate about ensuring quality in the project."   - "You look like you're concerned about how this change will impact your team."   Avoid first-person pronouns in phrases such as:   - "What I'm hearing..." or  - "I think..."    Why? Using "I":   - Keeps focus on them not you - Makes them feel undervalued - Shows you don't have genuine interest in what they have to say.   By mastering the art of labelling, negotiators can create a more empathetic, open, and productive negotiation environment.    Not sure how to master this? DM me and let's have a chat. ----------------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations.  - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients   - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)

Mapping Leadership Cultures Into Negotiation Styles Most people see this Harvard Business Review model as a guide to leadership. But what if we translate it into negotiation understanding? That’s where things get truly interesting. This framework helps us predict how different cultures approach negotiations: whether they move fast or slow, whether decisions are made collectively or by the top person, and whether everyone gets a voice or hierarchy rules the table. Egalitarian vs. Hierarchical Egalitarian cultures (Denmark, Netherlands, Sweden, Norway) In negotiations, everyone speaks up. Titles matter less, and transparency is expected. If you skip over a junior team member, you might lose credibility. Hierarchical cultures (China, India, Saudi Arabia, Japan) Negotiations defer to authority. The key is finding the actual decision-maker. Respecting hierarchy is not optional—it’s how you earn trust. Negotiation takeaway: Egalitarian: share data openly, involve all voices, build collaboration. Hierarchical: show deference, be patient, and identify the true authority early. Top-Down vs. Consensual Top-Down (United States, UK, China, Brazil) Fast, decisive negotiations. Leaders expect concise proposals and quick decisions. “Get to the point” is the unspoken rule. Consensual (Germany, Belgium, Japan, Scandinavia) Negotiations are longer, structured, and process-heavy. Group alignment is essential before any commitment. Negotiation takeaway: Top-Down: summarize clearly, highlight outcomes, respect authority. Consensual: provide detail, allow time, and accept multiple review cycles. Quadrant-by-Quadrant Negotiation Styles Egalitarian + Consensual (Nordics, Netherlands): Flat, inclusive, data-driven talks. Slow, but highly durable outcomes. Egalitarian + Top-Down (US, UK, Australia): Pragmatic, fast-moving, with empowered decision-makers. Hierarchical + Top-Down (China, India, Russia, Middle East): Power-centric negotiations. Once leaders agree, things move quickly. Hierarchical + Consensual (Japan, Germany, Belgium): Structured and rule-bound. Decisions are slow but thorough and binding. Practical Advice for Negotiators Map the culture first. Use the model to locate your counterpart before talks begin. Adjust your pace. Push for speed in top-down cultures, slow down in consensual ones. Respect authority. Don’t bypass hierarchy in one culture or ignore inclusivity in another. Real-World Example When negotiating in Germany (consensual + hierarchical), you need: Detailed NegoEconomic calculations. Technical experts at the table. Patience for several review rounds. In contrast, in the United States (egalitarian + top-down): Present financial wins upfront. Keep it concise and bottom-line focused. Expect a quick decision from empowered managers. Final thought: Culture isn’t just a backdrop to negotiation. It shapes how deals are made, how trust is built, and how value is captured. The smartest negotiators map culture first—and strategy second.

🥗🍱🍝 "Have you eaten?" vs. "How is the weather today?" ☀️🌦️❄️ During a business trip in Asia, I started a meeting with a typical 'German' question about the weather. I was met with puzzled looks until I realized: it's always 31°C in Singapore – what a pointless small talk question! When I then asked the team how they would start a meeting, they suggested asking if and what everyone had eaten. They explained, "With a full stomach, the mind is primed for productivity!" I also remember a German colleague mentioning a product launch in summer. Our Asian colleagues responded, "Which summer do you mean? Here it's always summer!" --- As we work extensively in teams across countries, intercultural competencies are more crucial than ever! Experiences like these help us become more aware of cultural differences and tailor our communication accordingly. We just launched 8 "Culture Videos," featuring insights from Infineon Technologies colleagues worldwide on conversation starters, common pitfalls, meeting protocols, and feedback dynamics. Additionally, we have 12 one-page Learning Nuggets on "How to do business with Germans/Austrians/Indians/Filipinos...". These are quick yet insightful reads. For those needing more in-depth knowledge, we offer a range of intercultural trainings tailored to various professional contexts. 🥨 Now: "What have you eaten and what was your intercultural learning when collaborating with colleagues from different countries?"

Your team thinks you’re clueless. Your approach screams "American". And they're unconvinced. Kara Williams, an engineer from Boston, learned that the hard way. She flew to Munich to pitch carbon reduction strategies to a room full of German executives. She was confident. Prepared. Right to the point. She opened her presentation with a bold statement and recommendations for how to take action. But she barely made it through her first slide before the questions started flying: ➡️ “Please tell us more about the research you conducted." ➡️ “How many people did you interview?" ➡️ “What methodology did you use for analyzing the data?" Kara felt the group was attacking her credibility and became defensive. But what she saw as aggression… was actually a cultural difference in approach to reasoning. In Germany, where deductive thinking is built into the fabric of the education system, building your argument by first proving the principle before moving to application reigns. Introduction, thesis, anti-thesis, synthesis. In the US, where inductive reasoning prevails, getting to the point and sticking to it is more desirable and often more persuasive. Her next trip, Kara tried a different approach: “I began with the concept— this is the problem. Here are the details about the research done. I left time for debate and discussion before moving to recommendations... I focused first on WHY, then on HOW... I got the funding". Here’s the bigger truth: though most are unaware, the ways you seek to persuade others and the kinds of arguments you find convincing are often deeply rooted in your culture’s philosophical, religious, and educational assumptions and attitudes. Far from being universal, the art of persuasion is one that is profoundly culture-based. Another truth: No matter where in the world you're working, if you're not informed and adaptable, they may think you're clueless too. #TheCultureMap #ErinMeyer #CrossCulturalCommunication #CulturalFluency #GlobalTeams #BusinessAcrossBorders #EQatWork #WorkAcrossCultures

“A brilliant VP offended a Japanese client without realizing it.” The meeting room in Tokyo was a masterpiece of minimalism—soft tatami mats, the faint scent of green tea, walls so silent you could hear the gentle hum of the air conditioner. The Vice President, sharp suit, confident smile, walked in ready to impress. His presentation was flawless, numbers airtight, strategy compelling. But then came the smallest of gestures—the moment that shifted everything. He pulled out his business card… and handed it to the Japanese client with one hand. The client froze. His lips curved into a polite smile, but his eyes flickered. He accepted the card quickly, almost stiffly. A silence, subtle but heavy, filled the room. The VP thought nothing of it. But what he didn’t know was this: in Japanese culture, a business card isn’t just paper. It’s an extension of the person. Offering it casually, with one hand, is seen as careless—even disrespectful. By the end of the meeting, the energy had shifted. The strategy was strong, but the connection was fractured. Later, over coffee, the VP turned to me and said quietly: “I don’t get it. The meeting started well… why did it feel like I lost them halfway?” That was his vulnerability—brilliance in business, but blind spots in culture. So, I stepped in. I trained him and his leadership team on cross-cultural etiquette—the invisible codes that make or break global deals. • In Japan: exchange business cards with both hands, take a moment to read the card, and treat it with respect. • In the Middle East: never use your left hand for greetings. • In Europe: being two minutes late might be forgiven in Paris, but never in Zurich. These aren’t trivial details. They are currencies of respect. The next time he met the client, he bowed slightly, held the business card with both hands, and said: “It’s an honor to work with you.” The client’s smile was different this time—warm, genuine, approving. The deal, once slipping away, was back on track. 🌟 Lesson: In a global world, etiquette is not optional—it’s currency. You can have the best strategy, the sharpest numbers, the brightest slides—but if you don’t understand the human and cultural nuances, you’ll lose the room before you know it. Great leaders don’t just speak the language of business. They speak the language of respect. #CrossCulturalCommunication #ExecutivePresence #SoftSkills #GlobalLeadership #Fortune500 #CulturalIntelligence #Boardroom #BusinessEtiquette #LeadershipDevelopment #Respect