Working with UK people (for Bulgarians)

www.questers.com

Peter SabevQA Manager

[email protected]

@BORIME4KAwww.linkedin.com/in/petersabev

 www.facebook.com/peter.sabev

Working with UK people

(for Bulgarians)

THE 1939 POSTER DISCOVERED IN 2000

KEEP CALMAND RAISEYOUR HAND

IF YOUWORK WITHUK PEOPLE

BASIC FACTS

Compared to Bulgaria:Area: 2.2x times biggerPopulation: 8.8x times more peopleGDP per capita: 5.9x times largerBaked beans consumption per capita: 2x times moreBeer consumption per capita:8.3% less

KEEP CALMAND TELL ME

WHAT IS THE DIFFERENCEBETWEEN ENGLAND,

GREAT BRITAIN, UNITED KINGDOMAND BRITISH ISLES?

KEEP CALMAND TELL MEHOW MANY

MILLION PEOPLELIVE IN THE UK?

POPULATION:64.1 MILLION

ALMOST SAT IN DRIVER’S KNEES

SEPARATE WATER TAPS

MILK IN THE TEA

LOST IN TRANSLATIONCheers! – Наздраве!Bless you! – Наздраве!

WordsTonality

Body LanguageGestures

BeliefsValuesBiases

Prejudices

ExperiencesFears

DreamsFeelings

DISCLAIMER: PEOPLE ARE DIFFERENT!

PERSONALITY PROFILE COMPARISON:

United Kingdom

Bulgaria

Control HarmonyConstraint

UK PEOPLE LOVE HARMONYBusiness tends to focus on winning.

But British try to be fair and make other party feeling alright about decisions and

outcomes.

Control HarmonyConstraint

BULGARIANS LOOK FOR PROBLEMS, NOT SOLUTIONS• Bulgarians are good at seeing

problems• Instead of looking for solutions,

they focus on the obstacles.• People feel nothing depends

on them, that they cannot decide anything important, or they will not be allowed to implement their ideas.

Single-Focus Multi-Focus

UK PEOPLE LOVE ONE THING AT A TIME• The British tend toward a

single-focus orientation.• Interruptions are not seen as

polite or helpful.• Structure and predictable

patterns of work are important.

• The exceptions come in emergency situations.

Single-Focus Multi-Focus

BULGARIANS HAVE MULTI-FOCUS ORIENTATION• Can deal with a variety of

tasks; • Not likely to be disturbed by

unpredictable and unscheduled events;

• People may have several obligations which are not necessarily under their competence;

• Doing lots of tasks is more important than doing tasks right.

Fixed Fluid

UK PEOPLE LOVE STRICT TIME KEEPING• The British tend to display a

need of order and structure.• Thus, time is seen as

discrete and as a manageable commodity to be controlled and made the most of.

• There is a perception that the Welsh and Irish are more fluid than the norm and that the Scots and English are more fixed.

Fixed Fluid

BULGARIANS ARE MORE FLUID (BUT NOT MUCH)• In general, Bulgarians understand

and recognize the importance of time.

• Not feeling the need to control or manage it so precisely.

• Some delays in meetings or conference proceedings are tolerated.

• Coming late for work (and leaving late) is tolerated by most UK employers because of the time difference.

Past Present Future

BOTH BULGARIANS AND BRITISH LIVE IN THE PRESENT• People from both countries are

motivated by the promise of quick results and returns.

• Most business projects in both countries are scheduled for six months to a year.

• Generally people over 50 years also look toward past, and people under 20 look towards future.

Doing Being

• British professionals tend to view their business relationships as a means to get their job done.

• Focus on the accomplishment of tasks and making decisions.

BRITISH PEOPLE WANT THE JOB DONE

Doing Being

• Bulgarians place great deal on personal relationships and trust.

• If parties trust each other, they can conclude contract without signing.

• Relationships in team are the second most important factor after salary.

• Still, Bulgarians are result-driven.

GOOD RELATIONSHIP IS NO. 1 FOR BULGARIANS

Low Context High Context

• Polite behavior • Exceptions: important orders,

technical details, complex projects (make sure message is received clearly)

BOTH COUNTRIES ARE HIGH CONTEXT

Direct Indirect

VERY INDIRECT!Only exception: crisis

• Scots however are more direct: “tell it like it is”

BOTH COUNTRIES ARE INDIRECT

Instrumental Expressive

• British need for the avoidance of expressing emotion, which is seen as vulgar and lacking in self-control

• Try using facts, processes, figures and logic instead of feelings

• Welsh and women are considered more expressive

USE FACTS, NO FEELINGS!

Informal Formal

• Especially valid for high status individuals and when conducting business with 50+ years old people;

• Scots are more formal than those in other areas.

FORMALITY IS EXPECTED

CLOTHES – REALITY IN BULGARIANEVER

OVERDRESSED

OKFINE

CLOTHES – REALITY IN UKNEVER

OKFINEFRIDAY

AND FOR THE LADIES…

Private Public

RESPECT PRIVACY!• Avoid talking about yourself• No physical contact more than shoulder tap or high

five;• British don’t like open-space if they need to work

there;• People who use mobile phones when others are

around are criticized;• Privacy is sign of wealth and prosperity.• Be very careful on personal topics – marriage status,

sexual orientation, ethnicity, etc.

AVOID ASKING THINGS LIKE…• How much money do you earn?• Why did you divorce?• How old are you? How much do you

weight?• Why don’t you adopt the Euro? (as

well as topics for EU politics, the Royal Family, race and immigration, religion, crime, etc.)

Equality Hierarchy

WE ALL WANT TO KNOW WHO IS THE BOSS• Historically: managers and

employees• Exception for more equality-

oriented system:Crisis, large number of workers(as the leader can find themselves criticizedfor making tough decision)• Rarely lasts once the crisis is

gone

Individualistic Collectivistic

• People are motivated by their own personal interests, financial and career agenda.

• Workers appreciate to make decisions and have more control.

• In teams, British perceive themselves as individuals working toward a common goal.

• In family, British are individualistic but most Bulgarians are collectivistic

WE ARE BOTH INDIVIDUALISTS AT WORK

Particularistic Universalistic

• One of the highest compliments a boss can receive is to be described as fair and consistent.

• Democracy and decent society are thought to depend on the correct application of the rules.

• Age also plays a part, as mature Brits tend towards more extreme views.

UK PEOPLE TRY TO SET EQUAL RULES FOR EVERYONE

Cooperative Competative

• British employees believe they can influence the outcome of business, win and receive good rewards.

• Need for results and achievements• Employees and managers are expected to

own their projects and deliver positive outcomes in the face of others trying to do the same.

• Men’s competitive behavior is still seen as more socially acceptable than a woman’s in the same circumstances.

WE ALL LOVE COMPETITION!

UK LOVES ORDER, BULGARIA LOVES FLEXIBILITY

Flexibility Order

• There is a preference for order, as expectations of the employee are made explicitly.

• Clarity is valued in task setting, job descriptions, and pushing for a specific desired result.

• Bulgarians desire order but can be flexible, too.

• The “It’s not my job” paradox

Deductive Inductive

• The British tend to take details, data and components and think about them, analyze them, and then draw conclusions.

• British ask “how” more, Bulgarians ask “why” more...

• Common sense, facts and unemotional play their part during discussions.

BRITISH ARE INDUCTIVE, BULGARIANS - DEDUCTIVE

General Principle

s

DEDU

CTIV

E

Specific Instance

s

INDUC TIVE

Linear Systemic

• UK prefer each component to be dealt with individually which gives them [false] sense of control

• UK prefer step-by-step cycles, where a response from step is elicited before another step is taken.

• Women are more systemic in general and look to the big picture more often.

UK PEOPLE ARE LINEAR

SUMMARY: 7 OUT OF 17!!!

United Kingdom

Bulgaria

INTRODUCTIONARY GREETINGS• Start little more politely

than is necessary• Eye contact during

short, definite handshaking

• First name is a friendly manner, not necessarily friendship

• Small talk before going to the real thing

Do NOT kiss or hug colleagues!

FIRST CONTACT SMALL TALK TOPICS• The weather• How the day has been so far• Journey, traffic, airline

companies• A compliment: Nice office,

good coffee, so many friendly people here, interesting t-shirt, nice smile (careful not to turn it into a sexual one)…

• News! World news, work news, sport news

MEANS OF COMMUNICATION - ORDERS• Listen for indirect messages, read between the lines• Expect constant polite checking back to ensure

compliance with the agreed plan• When giving commands, to deflect the awkwardness, he

or she may say they are giving the order because of health and safety regulations, because of a customer complaint, or because a higher-level boss has insisted upon it

• “Excuse me but can you help” – the word “sorry” is used very often

• “I suggest” is not a suggestion but a command!

SAMPLE ORDER (WHAT WE EXPECT)- Peter, please provide me test report ASAP and colour all passed items in green and all failed items in red. Thanks!

SAMPLE CONVERSATION (BASED ON REAL CHAT)

- Hi Peter.- Hi John. How are you today?- I am fine, thanks. And how are you?- Oh, wonderful, thank you John. I am actually working from home today

(son is sick) and currently preparing the test report you requested yesterday.

- I am sorry to hear that, Peter. Hope he will get well soon…- Thanks, John! He is much better today.- By the way, about that test report, my biggest concern is to have the failed

items coloured in red. Can you make me a big favour and to this for me, Peter?

- Of course, John. Will be done by EOB today.- Great, Peter! Thanks!!! And may I suggest that all items that have passed

to be coloured in green?

IMPORTANT CONVERSATIONS1. When discussing something

important, sync everything in person or at least via voice call – British prefer it over email or online chat.

2. However, send a summary of what’s been discussed via email at the end.

MEANS OF COMMUNICATION – REJECTING ORDERS• “It is okay to disagree but try not to do it disagreeably.”

• Expressing a different point of view in the United Kingdom is delicate business, especially when with a boss, customer or someone who is perceived as sensitive.

• Avoid confrontation, save your face and don’t express emotions!

• Do not interrupt – this is considered rude unless it is act of passion, excitement or constructive immediate feedback.

• Long silence is uncomfortable.• Soft, polite, fact-based tone is the best approach.

NEGOTIATING

• British love it FAIR!• Try not to lose temper, or using force or power. Expect the

same.• “Read between the lines” – catching unexpressed meanings is

critical.• Deep knowledge, good memory and gaining others trust is

important• British use self-deprecation, which lowers their power to form

trust.• Aim good result to all (win-win) – the last does not always

become reality.

BUSINESS ENTERTAINMENT• Usually Thursday or Friday night is the time for informal

gatherings with colleagues outside of the office.• Lunch is reserved for official, boring business lunches

with externals and customers.• Very good idea: take British to sporting event

(especially football, tennis, horse racing, rugby or golf), they love betting and lottery!

• Invite UK people at home only if they are very very close friends.

• A city tour finishing with a pub with a lot of beer is great for peer colleagues.

• Gifts are not appreciated unless it is a small thing like a rose oil souvenir or a bottle of good wine.

CONVERSATION TOPICS• For lunch with externals, leave your

boss to talk and just answer when asked something.

• To avoid silence, use the small talk topics

• Try to keep conversation away from business – hobbies, families and interests is fine.

• Never talk about money or salary comparisons – leads to tears in your beer!

• Don't tell jokes at a party that you would never tell in the office.

• Relax... but not too much.

MY PERSONAL EXPERIENCE WITH BULGARIAN CUISINE AND UK PEOPLE

MEETINGS•Prepare for too many meetings with too many attendees•British are not always punctual to meetings•Small talk at the beginning•Usually there’s a leader of the meeting – let them talk most•For more than 2 people meeting, try giving at least 24 hours notice•If you are among first two people, you are expected to have informal conversation, no matter what level of the hierarchy you are.•Humor is seen as useful tool to reduce tension.•Try not to interrupt and deviate from the meeting focus (except initial smalltalk)

VIRTUAL MEETINGS• Phone, Skype, Hangouts – expect lots of virtual meetings as

well• Do not interrupt!• Do not hesitate to ask for clarification when misheard or

didn’t understand meaning:• “Itchy feet” – to try something new• “At loose end” – being bored and having nothing to do• “Another string to your bow” – something that can help you• “Bob’s your uncle” – will be successful

PRESENTATIONS• Introduction, Agenda, Recent news or

background, current issue, suggestions, ideas, new data, big finishing conclusion, Q&A

• Q&A at the end rarely produce many questions• Wordy PowerPoint presentations• Monotone read from a script

THE TEAMSPerformance objective center on teamwork and active

team cooperation.However, rewards rely on an assessment of the

individual’s contribution to the team results.When joining a new team, British are concerned on how

interesting it will be, how their career will be boosted, whom they will be working with, what are risks and

rewards…

MOTIVATIONWhat motivates the British people when they need something

finished:• TIME – make things urgent and expect urgent work• AUTHORITY – someone “important” expects work to be done• CUSTOMER SATISFACTION – our customers will be happy• DOWNSIDE OF WORK NOT BEING DONE – hint at job security

and high costs• PROMOTION – do this and you’ll be promoted• KNOWLEDGE – especially for graduates, gaining knowledge is

motivating

TIME MANAGEMENT• Big contrast between timings in a

plan and in reality• The tight, fast, and minimal plan

will be adjusted to reality – extended or with working longer hours, mad scramble and crazy effort to correct the project.• Plan with conservatively, with buffers, much time for meetings, clarification, knowledge transfer and building team relations

PLANNING & REPORTING• Give suggestions and time-saving ideas• Prepare beautiful, traffic-light coloured weekly

reports• Bring your needs, agenda, competence and existing

network of relationships to the planning process• Planning = bridge between what you say and what

you do;• Failure to do what is planned is frustrating,

expensive and wasteful

APPRAISAL• Appraisal is personal and almost “secret” process• Good to praise your colleagues but criticize them

in private; criticize actions, not people;• Brits prefer to use SMART goals appraisal system

(Specific, Measurable, Attainable, Relevant and Timely) or another facts/points based system.

REWARD & RECOGNITION• Money! – based on personal

achievements, company profit-related pay, share option schemes and bonuses calculated by complicated formulas.

• Parties, team-buildings, trainings at exotic locations

• “Worker of the month” and similar prizes

DECISION MAKING• Not a popular activity among UK people• Brave person needed• Will usually try to be logical, rational, including

facts and evidences for the decision making.• Half of the audience will be disappointed and

will criticize the decision and the decision maker.• Final decision is highly influenced by the mood

of the crowd.• Written agreement is seen as very powerful in

UK.

A great relationship is about two things:

1. Find out the similarities

2.Respect the differences

THANK YOU!

QUESTIONS?

INTERESTING READSCultures and Organizations:

Software of the Mind

by Geert Hofstede, Gert Jan Hofstede and Michael MinkovISBN 978-0-07-166418-9

INTERESTING READSCulture's Consequences:

Comparing Values, Behaviors, Institutions and Organizations

Across Nationsby Geert Hofstede

ISBN 0-8039-7323-3

INTERESTING READSRiding the Waves of Culture:

Understanding Diversity in Global Business

by Fons TrompenaarsISBN 1904838383

INTERESTING READS IN BULGARIANЗащо сме различни

Михаил Минков

ИК „Класика и стил“ISBN 9789543270293

SOME LINKS• www.culturalnavigator.com – Paid service for cultural and

business information• http://www.sccr.org/ - Society for Cross-Cultural Research• http://www.interculturalpress.com/ - Books and training

materials• http://www.geoleadership.com/ - Global leadership and training

with Intercultural emphasis• http://www.countryreports.org/ - Cultural, historical, statistical

and country information

Peter SabevQA Manager

[email protected]/peter.sabevwww.linkedin.com/in/petersabevskype: psabev82