Culture: interactionConcept of statusThe feudal as well as imperial origins of status and leadership in England are still evident in some aspects of British management. A century has passed since Britain occupied a pre-eminent position in industry and commerce, but there still lingers in the national consciousness the proud recollection of once having ruled 15 million square miles of territory on five continents. The best young men were sent abroad on overseas postings to gain experience and to be groomed for leadership. It was the English, Scots and Irish who provided the main thrust of society in the United States – the power which was to assume the mantle of economic hegemony previously enjoyed by the British Isles.
The class system continues to persist in England and status is still derived, in some degree, from pedigree, title and family name. There is little doubt that the system is on its way to becoming a meritocracy – the emergence of a very large middle class and the efforts of the left and centrist politicians (not to mention Margaret Thatcher) will eventually align British egalitarianism with that of the US and Northern Europe – but it is worth noting that many characteristics of British management hark back to earlier days.
Gender issuesIn theory there exists equality of the sexes in Great Britain. As in the US and Scandinavia, women attain high positions in politics and academia. They are also very visible on the business scene. It is true that only a low percentage of Chief Executives are female, but the situation is roughly parallel to the US and northern Europe. Secretaries may not always have a university education in Britain, as opposed to the case in the Nordic countries and to some extent Germany.
Leadership styleIn some companies the managers, though not entirely autocratic, maintain considerable power distance between themselves and their staff. More common today, however, is the rather casual manager who sits just outside the ring of executives, but is in close contact with them and well able to conduct effective supervision without interfering unduly with the daily routine.
British managers could be described as diplomatic, tactful, laid back, casual, reasonable, helpful, willing to compromise and seeking to be fair. They also consider themselves to be inventive and, on occasion, lateral thinkers. They see themselves as conducting business with grace, style, humour, wit, eloquence and self possession. They have the English fondness for debate and regard meetings as occasions to seek agreement rather than to issue instructions.
There is a veneer to British management style which hardly exists in such countries as Canada, Australia, Germany, Finland and the United States. Under the casual refinement and sophistication of approach exists a hard streak of pragmatism and mercenary intent. When the occasion warrants it, the British manager can be as resilient and ruthless as his tough American cousin, but less explicitly and with disarming poise. Subordinates appreciate his willingness to debate and tendency to compromise, but also anticipate a certain amount of deviousness and dissimulation. Codes of behaviour within a British company equip staff to absorb and cope with a rather obscure management style. Other problems arise when British senior executives deal with European, American and Eastern businessmen. In spite of his penchant for friendliness, hospitality and desire to be fair, the British manager’s adherence to tradition endows him with an insular obstinacy resulting in a failure to comprehend differing values in others.
Language of managementBritish English has special, subtle qualities as a management tool. British staff members who would be put off by American exaggeration and tough talk, fall for a more understated, laid back version of English, which reflects their own characteristics. Managers manipulate subordinates with friendly small talk, humour, reserved statements of objectives and a very casual approach to getting down to work. You don’t arrive on the dot and work round the clock. The variety of types of humour available in the UK enables managers to be humorous, to praise, change direction, chide, insinuate and criticise at will. They may even level criticism at themselves. Irony is a powerful weapon either way.
Motivation factors Your strongest weapon is dry humour, supported by a cool laid-back approach.
Business and making money are serious matters, but one should always try to look casual about it.
Brits accept career challenge.
One should be competitive, but not tread openly on others’ toes. There are unwritten roles about fair play.
At meetings one should not rock the boat. Statements and actions should be low key. Everything should seem to be under control. “Let’s keep it jolly nice chaps”.
Sentiment, emotion and open criticism should be avoided in public.
Open debate is OK, as long as one makes it clear that one separates people’s opinions from their integrity.
When wishing to criticize, disagree or even praise, it should be done obliquely (using understatement and coded speech).
On-the-dot punctuality may sometimes be seen as overdone. One may arrive a few minutes late at a meeting as long as one is well-prepared. Most meetings begin with a few minutes’ small talk.
Managers usually want to be considered one of the team but maintain a slight (power) distance.
English like orders to be given in the form of suggestions and hints. (Perhaps we might try this...). They hate regimentation.
In discussion Brits accept occasional ambiguities and are prepared to read between the lines.
It is good policy to use self-disparagement with English people and laugh at yourself.
It is acceptable to hint at one’s connections, but one should never boast about them or indulge in name-dropping.
Do not talk too much; on the other hand do not lapse into silence too often.
Do not take sides in class questions.
Don’t push logic too much. English people pride themselves on their intuition.
Don’t put forward too many strong opinions. Brits don’t like to jeopardize future compromise.
It is good form to be entrepreneurial. One should also admire another’s success.
Put things in writing, generally after some oral discussion. The English like confirmation of agreements, minutes of meetings, thank-you notes and friendly or informative memos. Don’t forget Christmas cards, either.
Tell English colleagues about yourself and family, but don’t reveal too many private details.
Don’t persist in looking too serious or always taking things literally. The English like leg-pulling.
Common sense, as in the Nordic countries, is a major factor with the English.
Appeals to tradition and attractive precedents are usually successful.
Don’t rush them. “Could we have a decision at our next meeting?” is a good tactic.
When English people become (suddenly) vague, understand that they are probably stalling. At that point it is better not to press them, but take another tack.
Remember Brits are basically more interested in long-term relationships than in quick deals. They are very interested in profits, but often show great patience in waiting for them.
Be prepared to accept some idiosyncratic or even eccentric behaviour. This is often seen as a sign of originality leading to inventiveness. Teachers, professors, engineers, scientists and computer programmers are often dressed far from smartly.
Remember there are many types of Brits. Most of the above applies to the southern English. People north of Birmingham, as well as Celtic Brits, tend to be more focused and hard-headed, show more openness and warmth, have less respect for class distinctions, resemble Nordics in many ways and often get on well with Americans. You should take these factors into account and modify your own stance accordingly.
How to get things done with conflict-avoiding Britons Take them with you in your planning from the beginning. Get each day’s summary down in writing and mutually agreed.
Don’t be too blunt or forceful – it has the opposite effect to the one required (they deliberately try to blur the issue).
Don’t see things just as black and white, right or wrong. Brits like to qualify all that they can. “I suppose so” does not mean “I agree”. It implies reluctant surrender.
Don’t believe that the truth is always best. Lies are not lies when they prevent shame or loss of face. Tell a few white lies – Brits will be grateful.
When you are giving an order for something to be done, say “May I make a suggestion?” or “How about if we tried this?”
Hint at what you would like done, once you have won respect or liking from a Briton.
Say that you’re in trouble if he/she doesn’t help you.
Do the Brit a favour first, before telling him what you want.
Mention British efficiency before making a suggestion.
Say things like “We and the British know that …..”
Take every opportunity to emphasize your commonalities with the British in the area of action and alacrity.
Point out that the French would be less co-operative, the Spanish slower, the Italians disorganized.
Take sides with the British against the Americans (in a friendly kind of way). “The Americans are fast, but you British do things properly.”
Set deadlines for tasks, but secretly allow for 2-3 days delay.
Emphasize joint goals where you and the Brit depend on each other to achieve completion of task.
Say things like “I’m entrusting this to you, Jack, because I know I can depend on you.”
Ignore the occasional lapse or failure to meet a deadline . (It pays!)
Give more praise than you would to your own compatriot.
Learn some British coded speech. (“Mm…I’ve seen worse reports than that.”)
Keep performing deed after deed efficiently without seeking praise. The British will rise to the occasion.
Initiate brainstorming with a view to action. Brits like brainstorming.
General behaviour at meetingsAt business meetings, the British are rather formal at first, using first names only after 2 or 3 encounters. After that they become very informal (jackets off, sleeves rolled up) and first names will be used and maintained from then on.
British people like to show themselves as family-oriented (though less than the Latins) and it is normal for you to discuss children, holidays, reminiscences during and between meetings.
Humour is important in business sessions in the UK and it is advisable for you to arrive well-stocked with jokes and anecdotes. People who are good at this should use their talent to the full. English people expect you to match story with story and an atmosphere conducive to doing business will result.
British executives try to show during meetings that they are guided by reasonableness, compromise and common sense. One may find, however, that the British, even in the absence of disagreement, will rarely make a final decision at the first meeting. They do not like to be hurried. Americans like to make on the spot decisions when they can, using instinct. The British, more tradition-bound, prefer using instinct to logic, but exercise more caution. With the British, one should suggest “Could we have a final decision at our next meeting?”
British rarely disagree openly with proposals from the other side. They agree whenever possible, but qualify their agreement (“Hm, that’s a very interesting idea”). Other nationals are more open in this respect. They must watch for hidden signs of disagreement, e.g.
“Well, we quite like that, however....”
vagueness in reply
understatement showing, in fact, opposition (“That might be a bit tricky”)
humour
Some nationalities understand the use of understatement and humour well, but can be irritated by English vagueness. They use it to stall, confuse opponents, or delay the business. Ask them for a decision and they are likely to reply “Let me tell you a story”. You listen to the story with interest, for it will probably be a good one. When it ends you will say “Fine, but what about a decision?” “I already told you”, the Englishman will say. You would do well to show you understand the relevance of the story, or tell another one back.
Using charm, vagueness, humour, understatement and apparent reasonableness, English negotiators can be smiling but quite tough for lengthy periods. They always have a fall-back position which they disguise as long as possible. You should attempt to discover this fall-back position by being equally reasonable, smiling, modest and tenacious. In the end you may find it is similar to your fall-back position in most circumstances. The area for bargaining may be somewhat greater with the British (remember they have hundreds of years of experience with India, the Middle and Far East).
Representatives of a British company will make normal use of their firm’s reputation, size and wealth in their negotiating hand, and you can do likewise in dealing with them. What Englishmen do not reveal so readily is the strength of their behind-the-scenes connections. “The Old School Tie” of “The Old Boy Network”, is very much a reality in British executive life and should not be underestimated. It is particularly active in the City, the Ministries and in legal circles and a national from a small country should always bear in mind that he may be dealing with greater influences than are apparent on the surface.
The British are generally interested in long-term relationships rather than quick deals, which sometimes affects their conditions. This is a factor you can reckon with and use to your advantage, even though sometimes you may wish to conclude arrangements rather faster.
A lot of business is done in some countries on the telephone. The British are also capable of discussing terms orally at length, but nearly always ask you to put it in writing immediately afterwards. They keep thick files.
Negotiating characteristics Formal introductions. Jacket and tie. Considerable politeness and charm shown at first session.
Formal style often abandoned at second meeting if interlocutors are British, American, Australian / New Zealand or Canadian. Jackets off, first names used.
Formalities often maintained with non-English speakers.
Items discussed as per agenda.
Calmness maintained throughout, even if the other side becomes agitated.
Progress attempted through arguments which show reasonableness, compromise and common sense.
Use reserve and understatement to combat heavy arguments or aggressive behaviour.
Agree with opponents whenever possible (but qualify agreement).
Avoid being rushed into decisions. Stall if necessary.
Use vagueness as a tactic to delay, confuse or modify.
Use humour as a tactic to relax the meeting or alternatively to ridicule opponent.
Resist American tendency to get a deal at the first meeting. Go home and do the homework.
Make certain decisions within the meeting, but delay final commitment till later.
Appear to be open and decisive, but do not play all one’s cards early on.
Have a fall-back position.
Do not reveal the strength of one’s behind-the-scenes connections.
See things over the long-term and look for lasting relationships.
Keep as much independence as possible.
Go at one’s own pace – not too slow, not too fast.
Contracts and commitmentsIn the UK, contracts are regarded as final and binding, as in most linear-active countries. As, however, British businessmen pride themselves on their reasonableness, there are occasions when they are willing to react to changing conditions and not always insist on strict adherence to commitments which have been made in good faith, but affected by force majeure. Frequently credit is extended, particularly where there is a long-standing relationship.
Manners and taboosThe English upper classes consider that good manners were invented in England. They reached their peak of stringency in the days of Queen Victoria, when gentlemen wore hats just so they could take them off when meeting ladies on the street and inexperienced diners almost starved to death at table for fear of exhibiting inadequate etiquette. Alice Thomas Ellis recently reviewed a terrifying Victorian volume, “Manners and Tone of Good Society, or Solecisms to be Avoided” (circa 1899) which devoted 22 pages to the etiquette of leaving cards and went on to detail suitable instructions for morning calls, introductions, titles, periods of mourning and five o’clock teas. Happily, the cousins of the British, Americans, Canadians and Australians shortly afterwards invented bad manners which saved us all a lot of trouble. English people today, along with the Scandinavians, are probably one of the most informal societies, though this applies mainly to the middle and working classes. The upper and upper middle classes are considered stiff and aloof by other Britons and often are guilty of outright snobbery.
Taboos in British society include boasting, ostentation and open criticism. Criticism should be indirect and oblique. It is risky to attack the Queen or the Queen Mother, though Britons in general make fun of other members of the Royal Family. In business it is bad form to appear too clever or offer facile solutions. Neither should one voice strong opinions until one knows the views held by one’s company. Invasion of privacy is also taboo and the phrase “Mind your own business” has a particularly English ring to it. Cruelty to animals is frowned upon.
How to empathize with themWhen handling the British, one has to bear in mind that there are many types of Britons and that the best approach to one’s interlocutor will vary according to his/her provenance. The following do’s and don’ts are divided between the English on the one hand and Celtic Britons on the other.
Do’s and Don’ts with the English Greet them with a smile and a firm handshake. Don’t shake hands too much afterwards.
Use surname at first, but be ready to use Christian names at the second or third meeting if you get a hint.
Be friendly, but don’t gush. Don’t praise people too much.
Show your knowledge of and respect for British history.
Topics for small talk are:
– the weather
– your friend’s comfort (hotel OK?, etc.)
– sport
– the Royal Family.
Don’t lapse into silence.
Recent politics may be discussed, but don’t take sides. Many English are politically polarised.
Don’t call Scots, Welsh or Irish people “English”.
Don’t show preference for any English class. They are class conscious and it’s none of your business anyway.
Don’t boast. Self-deprecation is a good tactic. Don’t name drop.
Remember that the English have a North and South divide as well as the Celtic groups.
Try to adapt to different types of behaviour (Northerners are more direct than Southerners)
Talk about business as if it’s some kind of game.
Don’t be too serious about anything. The English like people who are laid back. Don’t put forward too strong opinions.
Don’t rock the boat at meetings. Never threaten.
Tell white lies to protect the face of others. This shows good taste.
Always impute the best motives.
Keep up the pretence that everything is under control, even when it isn’t. The English don’t like chaos.
Don’t try to imitate any regional English accent.
Remember the English use coded speech. Usually they say the opposite of what they really mean. You must read between the lines.
A certain type of Englishman will praise, criticize or condemn only obliquely. Don’t risk imitating this. But don’t criticise too directly.
Don’t discuss business for 5 – 10 minutes at the beginning of any meeting. Keep up the small talk.
Accept dinner invitations in English homes readily. You should usually take a bottle of (good) wine with you.
At the end of such an evening you may find that the host and hostess will kiss you and your wife. It is becoming the fashion. But don’t take the initiative.
Don’t speak with an American accent, unless you are American.
Remember the English are very ambitious and competitive, but are not allowed to show it.
They often appear very casual when in fact they are most serious.
English people do not like to be seen working hard openly. Don’t be fooled by their relaxed manner.
Don’t talk too much or too loud.
Beware of being too openly sentimental.
Use humour if you can. Have a stock of anecdotes.
Admire the success of others.
Send thank-you notes.
Put things in writing.
Laugh at yourself if you can.
Accept occasional ambiguities.
Don’t push logic too much or try to be clever.
Keep a distance. Don’t reveal too many private details.
It is better to understate rather than exaggerate.
Don’t rush them.
Do’s and Don’ts with Celtic Britons Don’t call them English
Don’t talk “posh”
Don’t pull rank
Don’t expect them to behave as southern English people do. (They are in fact closer to northern English)
Don’t try to be too sophisticated (show your rustic side!)
Open up – show some of your feelings.
Show warmth and develop closeness.
Say what you think (they attach much less importance to diplomacy than do the southern English)
Respect their nationalism and sense of separateness from the English.
Be careful about expressing strong political opinions with the Irish.
Remember that Northern Irish are British, Southern Irish are not. (But you will find both working for English companies).
Ask about their national traditions – they are proud of them.
Be as hearty and as humorous as you can. Their humour is earthier than the English.
Don’t believe all the Irish tell you. (They tell great stories, but they exaggerate).
Scots and Irish like to drink with you – as a Finn you may be able to reciprocate.
Remember that Scots tend to be very return-on-investment conscious. The Welsh less so. The Irish risk more. (They love gambling).
Remember Scots hate to lose face. (Welsh and Irish worry less about this)
Scots, and usually Welsh, equal Finns in reliability. The Irish have some Latin characteristics. Be prepared.
Beware of Irish charm (they are like Danes in this respect.) Focus on what they do rather than on what they say. Scots are doers, but shrewd in their attempts to achieve a win-lose situation. Welsh rarely use charm as a tactic. They often like to make you think they are naïve.