Leading in English

How to Confidently Communicate and Inspire Others in the International Workplace

D. Vincent Varallo, Joerg Schmitz, Stephan M. Mardyks

• Publisher: Wiley
• Year: 2017
• ISBN:
  9781119361336
• Edition: 1
• Topic: Commerce
• Subtopic: Réunions et présentations

A Guide for English communication amongst international professionals

Leading in English provides a valuable resource for more effective international business communication. Whether you're a non-native English speaker working in English every day, or a native speaker working with non-native speakers, this book levels the playing field with a host of insights and tips using real-time examples. Through shared experiences and an engaging narrative, you'll gain confidence as you build the skills you need to communicate more effectively in the workplace. Impart information, relate to coworkers, or just have a friendly chat—this book helps remove uncertainty and streamline interactions. Whether language is a small stumbling block or a large hurdle in your workplace, this book can help you overcome the issues and be happier, more confident, and more effective at your job.

Communication is tremendously important in the workplace. When English presents a barrier, removing that obstacle must be priority number one. This book helps you do that, with expert insight, practical tips, and a bit of humor to help shift your perspective.

• Boost your confidence as a non-native English speaker
• Work more effectively with coworkers and clients
• Speak more confidently to an international audience

• Strengthen your communication skills in all areas

In the course of a single work day, you have many one-to-one conversations, several group conversations, and maybe even a presentation or two–wouldn't it be nice to know that you've been heard, understood, and correctly interpreted? English is a tricky language, but there are ways around the issues that tend to trip up non-native speakers. Leading in English shows you how to clear the air and communicate more effectively at any level of English proficiency.

1
It Takes Two to Tango

Tango requires effort and patience and the willingness to learn. But, the rewards are awesome. A connection with another human being that some describe as…a dance of communication and connection.

—Florintino Guizar¹

Pierre, Liz, Toshi, and Wendy reflect the many faces of international professionals* working in English. As we have seen, they encounter hurdles on the path to success because of the interplay of language and culture in global business. They want to inspire, encourage, and motivate others to reach their full abilities. They are all dedicated leaders, fast-trackers, high potentials, and star performers who share a common bond: English is driving them crazy!

Throughout their discussions we uncover some of the underlying emotions and ongoing challenges that reinforce their experiences. In the workplace, they are out of step and struggle to be authentic, effective, and included. Each is clearly on a leadership track, but that path is clouded as their talents and abilities are hidden while their confidence is stifled because of linguistic and cultural boundaries.

Yet, together they find a bond and a collective wisdom. Our international friends reflect on their situations not with despair, but with humor, social grace, and goodwill. They find hope in one another's stories. They recognize themselves as seasoned leaders managing complex businesses in an interdependent world. They rally around their common frustrations and find an outlet where they can express their stories to a sympathetic audience. Even though working in English causes anxiety and insecurity, they are motivated leaders and up for the challenge. They simply need better solutions, and their organizations need a clearer vision of how to handle the phenomenon of the widespread use of English.

How widespread? According to Mark Robson of the British Council, “English is spoken at a useful level by some 1.75 billion people worldwide—that's one in every four. By 2020, we forecast that 2 billion people will be using it.”² Clearly, English is becoming the language of choice for global conversations.

In addition to the staggering number of people using English worldwide, a Newsweek article titled “Not the Queen's English” indicated that, as early as 2005, non-native speakers of English outnumber native English speakers 3 to 1.² A recent Wall Street Journal article stated that “almost one in 10 adults of working age in the U.S. has limited proficiency in English, more than 2.5 times as many as in 1980.”³ These staggering numbers indicate that the spread of English has been changing methods of communication and will impact global organizations in their talent-retention strategies, workforce-development initiatives, and diversity and inclusiveness processes. If the axiom is true that people drive the success of an organization, then such success depends on the interactions of both native and non-native speakers of English.

Our focus in Leading in English is on the seasoned international professionals who work in English every day—native and non-native speakers of English alike. Most of the solutions available in the marketplace focus on the beginning or intermediate non-native communicators—those who still need to build their foundation in English. Very little attention is paid to the advanced native and non-native speakers working across language and cultures.

Our audience for this book includes the following:

• The non-native-speaking* global leaders who are working in English in:
  • Their home countries
  • Global, multilingual environments
  • English-speaking countries, leading a native-speaking workforce
  • English-speaking countries, reporting to a native-speaking boss
• Native-speaking* global leaders who are working in:
  • Countries where English is the business language but not the local language (like Liz)
  • Global, multilingual environments
  • Home countries—United States, United Kingdom, Australia—leading a multilingual workforce
  • Home countries, reporting to a non-native speaker

So why does English cause so many problems even for these professionals who are already strong or even native in English? Our airport-lounge characters certainly fit the profile, and we will examine their stories. But we begin with a suggested mind-set shift. A very useful idiom that we have in English is that “it takes two to tango,” which will serve as our new mantra in this book. The tango is an energetic dance that requires both partners to be highly attuned to each other in an interplay of responsive movements—“a dance of communication and connection,”⁵ as Florintino Guizar, an expert in Argentine tango, describes.

Another well-known English idiom is “When in Rome, do as the Romans do.” This idiom suggests that people should behave like the native people of any given environment. Originally, it referred to the dominance that the Romans once had in the world and the expectation that outsiders should conform to their norms. Not too dissimilar is our current status quo, which—perhaps not overtly stated—is that people who speak English should adapt to Anglo-Saxon norms, not only linguistically but also behaviorally. Yet it may take years before a non-native speaker can fully understand what those norms entail. At the heart of this discourse is the relationship that exists between people who do not speak the same native language and whose accents communicate that they are not from here (wherever here may be).

Leading in English strives to change the international business code from “when in Rome, do as the Romans do” to the more inclusive thought behind the concept “it takes two to tango.”

When a relationship is founded on trust and a level playing field, communication improves, regardless of the hierarchical status. But what does it mean to “level the playing field”? Many global organizations that are embracing diversity and inclusion seek solutions to help the non-native speakers. These are very useful and necessary initiatives.

However, very few solutions are provided to help native and non-native speakers better understand each other. It takes two to tango. We support a new set of standards for using English that reinforces both groups. We further want to ensure that the purpose of communication is to understand an intended message rather than to make hasty judgments about how the messages are sent. Language limitations are not personality or intellectual defects. They are also not a reflection of personal incapability or cultural disrespect. Our aim is to reduce misunderstanding, accept a certain amount of ambiguity, and create tools and strategies to better communicate. Period.

Leading in English represents many stories from various international professionals who both struggle and succeed in English. As a point of reference for the reader, “we” and “our” collectively represent the three authors of the book. Vince Varallo, a native English speaker, consults with Fortune 500 companies and has trained and coached thousands of international professionals. Joerg Schmitz, a native German speaker, is a cultural anthropologist with extensive experience helping leaders and organizations navigate the challenges and opportunities of globalization. Stephan Mardyks, a native French speaker, is a world-renowned expert in the field of global learning and development.

During our journey, we have asked numerous international professionals to reflect on their own relationship with the English language. We'll be sharing many of their stories in the pages to come. Most of the stories come from the perspective of non-native English speakers, but we have also collected interesting examples from native speakers who struggle expressing themselves, especially in public.

Here is an example that we find quite illuminating. Stephan learned about it from a friend, who is a native French speaker:

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Despite speaking perfect French (having been born and raised in Paris), I was not seen as “true French” by most of the people I went to school with and later by my colleagues at work. As the first generation born in France, from a Dutch family, I was just different.

Actually, some people would say—“You're so-o-o not French!”

I quickly understood that I needed to work for international corporations where success is based on personal achievements, not where you come from.

Traveling, meeting and working with different cultures across the world, was invigorating to me, and I was not seen as only “French” but more as a cosmopolitan person. Working in English as non-English speakers was “part of the job” and a nonissue for most of us.

Promoted in my early thirties as VP, I had been asked to lead the global strategy and operations of a new venture based in Atlanta. Part of my job was to lead a global network and an American staff.

My English was okay in a professional context, but not so great for the folks taking my order at the fried chicken and grits restaurant next door. Granted, being dressed in an Italian suit and tie with some French cologne was probably not the best camouflage.

I clearly understood that I had been given this leadership position not only due to my potential but also to help people be more globally minded. I was indeed the perfect alien for the job to be done.

When everyone was playing “Monday morning quarterback,” it took me a little bit of time to understand that they were not talking about American football. How confusing.

I always had this belief that the American dream was also about “melting together.” But I totally missed the fact that it does not apply if you have a foreign accent. You have access to the pot but you can't melt.

Nothing was about my skills and know-how anymore—everything, all day long, was about my thick French accent and perceived French persona.

Yes, I know what you're thinking: not the worst accent to have; but try to understand—all day long I heard “you're so-o-o French!”

So, here I am, leaving the French culture for not being French enough, just to become the ultimate aristocratic Frenchman in Atlanta.

I spent so much time and effort trying to fit in and reduce my accent. I wanted so badly to be seen and heard for what I had to say—not the way I was saying it. It was exhausting. Not only did I have my day job like the others, but I also had to deal with my accent and the endless feedback about it.

The biggest compliment at that time was being asked if I was Canadian—at least that was getting closer!

One day—after a critical business presentation in front of the most important executives of our multinational—I realized that I would never be seen for who I am, but would always be seen as an outsider.

In my mind, I was NIH—Not Invented Here.

I was so discouraged that day that I came back home, opened the front door, and immediately went and collapsed on my bed.

I was thinking—What do I do? Do I go back to France? But I was an outsider there, too.

Good thing that I'm not a drinker. By the way, I'm a Frenchman who does not drink wine but can explain the taste difference between Pepsi and Coke…but that's another story.

And then in the middle of the night I had this epiphany—my style and accent are going to become my brand, just like Henry Kissinger.

I was going to be myself and not try any longer to belong at any cost. My accent was part of who I was and I would stop focusing on the ...