DATE 6.30pm – 8.30pm

Cultural Differences: How to avoid missteps in

business…and thrive!

SPEAKERS

Elizabeth J. RushBA, M.Phil, B.Ed

Community Interpreter

Rush Language ServicesContact: rush.elizabeth@gmail.com

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WHAT WILL WE TALK ABOUT ?

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Q: How do you thrive in a Canadian company?

THE OFFICIAL ANSWER

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A: By developing fluency in its language…

THE UNOFFICIAL ANSWER

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RECOGNIZE VALUE BROADCASTING

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Relationships with colleagues 1: When things go right

• Constructive, Collaborative, Appreciative, Affirming, Encouraging, Motivating, Responsive

RECOGNIZE VALUE BROADCASTING

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Relationships with colleagues II: When things go wrong

• Dialogue, Resolution, Commitment, Mediation Attunement, Understanding, Transformation, Mindfulness, Tact

RECOGNIZE VALUE BROADCASTING

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Relationships with clients or customers:

• ‘User-friendly’, ‘one-on-one’, customized, personalized, individualized, tailored, accessible

• ‘Culture of service excellence’, ‘Memorable interactions’

RECOGNIZE VALUE BROADCASTING

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The model of personhood embraced by Canadian corporations is dynamic:

• Reflective practices, inquiry-based learning, immersive training, process-driven assessment

• Continuing education, clear development plan

• Balance, Sustainability, Emotional Management

VALUES, CONCLUDED

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Four-word conclusion: Embrace a Growth Mindset!

SHOW WHAT YOU KNOW

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See it in action, put it in practice:

The behaviour-based interview

BEHAVIOUR-BASED INTERVIEWING

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“What is your greatest weakness?”

“How do you hope to develop by working at our company?”

“What is your greatest strength?”

“Tell us about a time when you faced a crisis, and what you learned about leadership.”

CORE VALUES: THE R-RATED ZIP FILE

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TRUTH AND RECONCILIATION

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And crucially…

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So, there are spoken and unspokenorganizational values, structures…and behaviours

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NO ONE WANTS TO OFFEND ANYONE.

For Canadians, the prospect of offending people at work looks something like this:

THE TRUTH BEHIND THE STEREOTYPE

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• Management can be conflict-avoidant

• Direct criticism is *very* rare

• Information about the state of a project can be vague (a wait-and-see approach)

• Colleagues (and their feedback) can be hard to read

ORGANIZATIONAL BEHAVIOURS

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• Training and experience are highly specialized, and deeply valued

• Different understandings of products and processes co-exist (or compete) within the same organization

• Team members work in silos (though this is starting to change)

ORGANIZATIONAL STRUCTURES

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Use this knowledge to your advantage. BC needs you!

GET SAVVY!

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Thriving: A play in three acts

1.Commit to growth-mindset networking until you are hired; 2.Whenever you are hired or promoted, celebrate your achievement with Canadian colleagues;3.Reflect, inquire, respond, improve: commit to growing after you are hired.

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NETWORKING 1.0

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NETWORKING 2.0?

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NETWORKING 3.0

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NETWORKING IS LEARNING: DEMONSTRATE RECOGNITION, RESPECT, AND

RECEPTIVITY

• Recognize and valorize the other’s interests, special knowledge, and most importantly, their personal story and relationships.

• Create a bridge between their story and your own.• Through your story, allow others to recognize your

differences, appreciate your contributions, and take an interest in how you can grow.

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Be the change: show an interest in BC’sFirst People’s Principles of Learning

(see handout)

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IMPROVEMENT 1.0

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THE (WORK) WORLD IS YOUR OYSTER:

• Learn about the frequency and format of feedback at your company (weekly meetings, monthly reports…)

• Explain what kind of feedback helps you improve, how it helps you to grow, and why this growth matters for your professional development.

• Respect Canadian boundaries: do not give unsolicited feedback to others.

• Show gratitude, and flaunt your growth!

IMPROVEMENT 2.0

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Thank you for listening!

Questions are welcome

THE END