Attitudes toward Time

In the U.K. and the U.S. you can now dial a local number for information about your mobile phone bill when you get home from work, and your call will be answered by someone in a call center thousands of miles away in Bangalore, India, by an operator working the night shift. The manager of this call center is quoted as saying enthusiastically, Geography is history. Time is irrelevant.

Indeed, the latest time- and geography-defying technologies, including satellite communications and the development of the Internet, have meant that a multinational organization never sleeps. It has employees in different parts of the globe up and working twenty-four hours a day every day of the year.

But even if people start and finish work at exactly the same time and have the exact same length of time for a lunch break all over the globe, there will still remain important local differences in how they use their time. For when it comes to issues of, say, what you prioritize during your day, what you regard as an efficient way to work, or the time you give to social relations at work, there continue to be significant cultural differences.

And it s disturbing how quickly the words right and wrong or good and bad come into the picture when we start talking about these matters. It s as if the way we use time has a moral dimension, and as soon as morality comes into the picture, we should prepare ourselves for fireworks, because it s then that people s deepest cultural values come to the fore.

One question guaranteed to provoke a lot of soul-searching is, How do you balance your job with your family life? Do you work every hour of the day to earn the money to give your family a comfortable lifestyle, or do you spend as much time with them as you can, even if that means the job suffers? Which choice should you make if you want to be both a responsible citizen and a good family member? How you answer depends on the culture you come from. The Japanese phenomenon of karoshi (death by overwork) is an extreme version of the work above everything philosophy, while cultures like the French and Mexican, which value who you are rather than what you do , will find an insistence on fifty-hour weeks and lunches at the desk too high a price to pay for success at work.

Another time- related question to which people have widely different responses is to queue or not to queue? The British and North Americans generally believe in the essential rightness and fairness of queuing and show open hostility to those who try to push to the front of lines. Queue-jumping is not merely regarded as bad-mannered ”it is seen as reflecting an arrogant belief that the jumper s time is more important than that of others. However, this attitude is not shared by everyone. An Italian friend of mine gets very irritated by the orderly and slow-moving lines that form to and around the sm rg sbord , the Swedish buffet tables. She reckons that the Italian way of doing things (no queuing, and everyone going directly to the dishes they want as quickly as possible) would result in everyone being served in about half the time. But this belief in the fairness of standing in line affects how the British, North Americans, and

Scandinavians work. For them, working in the correct way means doing one thing at a time, while the next job waits its turn . (For more discussion about queuing, see Letter 35 in Chapter 2.)

If you want to avoid culture clashes in this most sensitive of areas, never use any of the following words to describe a group of people who look at time in a different way from you: lazy, sluggish , work-shy, or disorganized, or alternately: inflexible , mechanical, robot-like, or inhuman. Because, strangely enough, they may feel that at least one of these less-than - complimentary expressions describes you!

LETTERS 107 “109

In your view, is being late the eighth deadly sin? If so, do not assume that your attitudes are shared by the rest of the world.

Deadline delays Letter 107

FROM GERMANY ABOUT POLAND

We have had enormous problems getting our Polish suppliers to deliver what they have promised on time. The word deadline does not seem to mean anything to them, and contracts we have signed are treated only as guidelines. It s very difficult to work with such inefficient partners .

In Germany delay equals failure, but there are few other countries that follow the calendar, and indeed the clock, so rigorously. But you need to realize that not sticking to deadlines is not the same as being inefficient. In Japan, for example, deadlines as such are not particularly popular, even though the Japanese have a reputation for being very efficient.

Your view of deadlines may be regarded by other cultures as reflecting a lack of flexibility. The infrastructure in Poland is not as developed as that of its neighbor Germany, and that may create problems for your Polish suppliers. It only needs a truck to break an axle on a bad road and your deadline becomes a fond memory. It s also true that Poles, Russians, and the citizens of other ex-Communist countries share a rather fatalistic attitude about problems and delays. They regard them as inevitable and may lack a sense of urgency in identifying and solving problems especially the further from the top of an organization you are. In a country where full employment in the still recent Communist era was a government pledge, and simply turning up for work guaranteed a (small) salary, it can take awhile to understand the idea of meeting deadlines. However, the advantage of coming from such a background is that Poles are used to dealing with unexpected situations and sudden changes and will rise to the challenge.

Finally, try to appreciate that the insistence on meeting deadlines that is so common in the U.S., the U.K., and Germany can be seen by the other partner as a form of bullying , or a sort of threat ( if you don t meet the deadline we will. . . . ), and even as a way for a rich powerful country to make people in the poorer country jump through hoops. Tough talking here can be counterproductive. Instead, try to be diplomatic when dealing with the whole question of timetables and deadlines, or you may lose such potentially profitable markets as India, Mexico, South America, and China, countries that traditionally don t set a lot of store by such things.

Sacred timetable Letter 108

FROM MEXICO ABOUT SWEDEN

My company ordered a delivery of goods from Sweden to be delivered in early June, but because of unexpected customer demand we will need it earlier. Our Swedish supplier knows this but refuses to change the delivery schedule. It seems that our order is in some sort of queue, and they cannot or will not interfere with this. This attitude seems to us completely lacking in flexibility and shows a lack of consideration for their customers as well.

Scandinavians, like Germans and U.S. Americans, are careful planners. They usually have efficient systems in place designed to give manufacturers control over their processes, and they may find acting without a ready plan hard to deal with. They don t like having to find impromptu solutions to problems and prefer to stop them from arising in the first place by careful preparation.

They also believe that the same rules should apply to everyone, and as they have a queuing system, your request to jump the queue makes them feel uneasy. That is because, like the British and U.S. Americans, Swedes equate waiting in line with fairness, for this ensures that every customer waits the same amount of time. Try to talk to them again and explain in detail the financial implications of a delay. And then follow up any calls with an e-mail to the production manager or the person highest up the chain of command. He or she will probably try to help you if possible, but only if this doesn t create problems for their other customers.

Punctuality first, friendship second Letter 109

FROM SPAIN ABOUT THE U.S.

Normally I have a good relationship with my American manager. We re about the same age, we work together well, and he s friendly and open. We often go out for lunch together and we ve met each other s families. However, if I come just ten minutes late to work he acts like the big boss, as if I ve committed some terrible crime. It s almost as if he suffers from some personality disorder !

I can see you find this behavior confusing, and indeed rather hurtful, but I m sure your boss is not trying to be difficult. It s simply that U.S. Americans, Canadians, and Northern Europeans among others take punctuality very seriously and regard lateness as a sign of discourtesy. In this case, you obviously feel your manager has put his regard for the clock above his personal relationship with you. But for a U.S. American this is normal. It s a part of his or her belief system that everyone, irrespective of status, should follow the same rules, and those not doing so need to know that their behavior is unacceptable. For your manager, his liking for you has nothing to do with his upholding of company rules, for his personal life and business life are two different things. However, for people from the Middle East, Africa, and Central and South America, this is doubtless going to confirm their belief that North Americans and Northern Europeans are a cold-blooded set of workaholics with no sense of personal loyalty.

There s an old Protestant saying, Cleanliness is next to Godliness, but I think that today in some countries with a Protestant heritage (the U.S., Germany, Switzerland, the Netherlands, the Nordic countries, and others) it should be replaced by Punctuality is next to Godliness. For your American boss, being on time is a sign of respect both for the company and for your coworkers, and if you were to expect him to bend the rules because you were friends , he would see this as a threat to his integrity, and the chances are that you will lose his friendship. It would save a lot of trouble for you both if you managed to get to work a little earlier in the future.

LETTER 110

More haste, less speed is an old saying that has gone out of fashion in the West, but the sentiments are certainly understood and shared in other parts of the world.

Long term versus short term Letter 110

FROM THE U.S. ABOUT JAPAN

I work for a young, growing IT company. We re introducing a new product in Japan but can t get past first base with potential customers. When I give presentations I m always asked about my company rather than our product. They want to know how many years we ve been in business, the background of the executive management ”anything but the technical performance. Our products are top quality and we have many satisfied customers. How can I get them to start looking forward and develop some sense of urgency?

You re asking a lot. Entering into a relationship with a new company is taking a big risk, and risk-taking is something that doesn t come easily to many Japanese, even though it is second nature to many U.S and Canadian firms. The people you have talked to may well feel that you re going too fast. For the Japanese and for companies in China, Turkey, Saudi Arabia, and Germany, the reputation of any company they are to do business with is vital , and they are looking for a long-term relationship with a partner they can trust. In such countries, it is the relationship of mutual trust that precedes and underwrites an agreement, and a legal document is simply empty words if this relationship is not in place. In their eyes, a company s track record, its history, and traditions are seen as a good although not infallible guide to its future performance.

This must be frustrating for someone coming from a culture that focuses more on the present and the short-term future. Your impatience would be shared by others from countries that share your view of things, like Brazil, Ireland, and the Philippines (all countries, by the way, with quite a young population). However, don t show your impatience or try to rush things, as this would brand you as immature and arrogant. One way forward might be to find a reputable Japanese representative who would help you form the right relationships. You say that despite being a young company you have many satisfied customers. If among them is a large international company that the Japanese are likely to have heard of, try to emphasize this, as it will help enhance the reputation of your firm. And remember, it takes time to build relationships, and if you don t have the time to invest, perhaps Japan isn t the market for you.

LETTER 111

A productive use of time or simply inefficient? It all depends on your point of view.

No focus Letter 111

FROM CANADA ABOUT MEXICO

I work in marketing and I find doing business here in Mexico really hard going. I ve gotten used to things never starting on time, but last week when I was finally allowed into the office of the manager I was to meet I was surprised to find four other people there, too, discussing (in Spanish) some issue completely unrelated to my business. He also had a couple of phone calls from his wife while I was there. And yet, when I could finally get a word in edgeways, he seemed genuinely interested in what I had to sell.

For people working in Mexico and Central and South America, it s perfectly possible to do more than one thing at a time, hence the presence of others in the office. Traditionally, people living in Latin countries and the Middle East like to carry out a number of tasks at the same time. They think it makes sense to deal with matters as they arise rather than set themselves a fixed and inflexible schedule. So all the activity in the manager s office during your visit was a result of his working simultaneously with several issues (and not all work-related ones either). But as you noticed, this lack of focus did not imply a lack of interest, so don t be disheartened.

LETTER 112

Power and status bring with them control over other people s time.

Time and status Letter 112

FROM THE U.K. ABOUT BRAZIL

I ve just returned from a visit to Brazil where I was to meet an influential local factory owner about a supply contract. I d made the appointment a month before and confirmed it on the phone with his secretary two days before we were due to meet. When I turned up I waited one and a half hours before he deigned to see me. By that time I was too angry to be as diplomatic as I should have been, and the meeting was not a success. In my opinion you simply can t sacrifice your self-respect for the sake of a contract!

I can understand your irritation. In Australia, Northern and Central Europe, Germany, Canada, and the U.S., wasting someone s precious time is seen as a sign of disrespect. And in these relatively egalitarian societies , people with power, managers, and politicians will often downplay their status and influence and usually try to be as punctual for meetings with subordinates as they are for superiors. There, good time management skills are a sign of efficiency.

Things aren t the same everywhere. In many South American and Mediterranean cultures, being on the dot for appointments is not regarded as a particular virtue. It makes more sense to finish what you re doing or to take care of an important situation that has arisen without warning. However, the biggest difference of attitude is in the status of the manager and how that status is displayed. To put it simply, bosses in cultures where hierarchies are important expect people to wait for them. The reasoning is that the more important the boss, the more important things he has to do, which makes him a busy man. If you don t have a comparable status, then your time cannot be as important as his. People from theU.K and the other clock conscious and more egalitarian cultures will interpret this as a my time is more important than your time attitude and find it extremely irritating .

Relax. There is simply no point in getting angry at this behavior; it is not meant as a personal sign of disrespect to you. On the contrary, it s just a fact of life that in many cultures people with power use their control over other people s time as a measure of their own status. And in certain societies (such as Latin America, South Europe, South Korea, India, and Pakistan) it is important that there is no doubt about one s status in the pecking order.

The next time you think such a situation might arise, go prepared with a couple of magazines or books, perhaps a bit of background reading on the country you re visiting, or on the company you are hoping to do business with. Chat with the secretary, write some letters, or phone some friends, as you learn that you too can take a flexible view of time.

IN A NUTSHELL: Attitudes toward Time

GLOBAL BUSINESS STANDARD

Be punctual as far as possible, whatever culture you find yourself in, but don t necessarily expect others to do the same.

 

• Argentina: Dealing with immediate issues takes precedence over planning. People are used to doing many things at the same time and to dealing with interruptions. They aim for immediate results. Relationships take priority over schedules. Clock-bound time management is not a priority. (See Letters 107, 109, 111, and 112.)

• Australia: They prefer to work on one thing at a time. There is an emphasis on short-term results. Punctuality is seen as a sign of courtesy . As a manager it s not enough to insist that your Australian employees arrive on time; you will have to give convincing evidence that their lateness is harming the organization. (See Letter 112.)

• Austria: They are prepared to work toward long-term future gains. They prefer to work on one thing at a time. Punctuality is very important. (See Letter 112.)

• Belgium: The need to have immediate results leads to emphasis on short-term goals. (See Letter 112.)

• Brazil: Working on many things at the same time is the norm. The need to have immediate results leads to emphasis on short-term results. Dealing with immediate issues takes precedence over planning. Relationships take priority over schedules. Appointments are often arranged at short notice. Punctuality is not especially prized. (See Letters 107, 109, 110, 111, and 112.)

• Canada: Punctuality is seen as important. There are differences in French-Canadian and Anglo-Canadian attitudes toward time. See France and U.K. (See Letters 109, 110, and 112.)

• China: People are prepared to work toward long-term future gains. There is a patient and unhurried management of time, and people may resist being held to timetables. Past precedents are important. Relationships take priority over schedules. Punctuality is a sign of politeness. (See Letters 107 and 110.)

• Denmark: See Austria. (See Letters 108, 109, and 112.)

• Finland: See Austria. (See Letters 108, 109, and 112.)

• France: People are used to doing many things at the same time. They may start a task slowly and finish fast. Clock-bound time management is not a priority.

• Germany: They do one thing at a time and work at a steady pace. Planning ”time limits, deadlines, and so on are extremely important. They favor long-term goals and benefits. Punctuality is very important. (See Letters 107, 108, 109, 110, and 112.)

• Hong Kong: Past precedents are important. They are prepared to work on many things at the same time, and to work toward long-term future gains. Relationships take priority over schedules.

• India: Managing time is not an urgent problem for most people. They may have a fatalistic attitude toward the future (what will be, will be) and prefer to do one thing at a time. Relationships take priority over schedules. The need to have immediate results leads to short-term planning. (See Letters 107 and 112.)

• Indonesia: People prefer to do many things at the same time. Limited effort is put into planning ahead. Clock-bound time management is not a priority.

• Italy: Dealing with immediate issues takes precedence over planning. People in northern areas are more clock-conscious than those in the south, but clock-bound time management is not a priority. (See Letter 112.)

• Japan: People are prepared to work toward long-term future gains. Making decisions can take a long time. Attention to detail results in efficient use of time (the just-in-time delivery system method originated here). Punctuality is important. (See Letters 107 and 110.)

• Mexico: People prefer to do many things at the same time. Relationships take priority over schedules. Punctuality is not a priority. (See Letters 107, 109, 111, and 112.)

• Netherlands: People prefer to work on one thing at a time. Time limits, deadlines, and so on are more important than business relationships. Punctuality is seen as a sign of courtesy. (See Letters 108, 109, and 112.)

• Norway: People prefer to work on one thing at a time and favor long-term goals and benefits. (See Letters 108, 109, and 112.)

• Poland: The need to have immediate results leads to short-term planning. They are used to working on many tasks at the same time. (See Letter 107.)

• Russia: It s currently difficult to make and fulfill long-term plans. Deadlines and schedules may not be taken seriously. Can work with many things at the same time. In business, patience is valued more highly than punctuality. (See Letter 107.)

• Saudi Arabia: People can work on many things at the same time. They may have a fatalistic attitude toward the future (what will be, will be). Clock time is valued less than social obligations. Punctuality is not a priority. (See Letters 109, 110, and 111.)

• South Africa: The bigger the company and more formal the structure, the more likely people are to keep to schedules. In smaller companies there is a much more relaxed view of schedules.

• South Korea: People are used to working on many things at the same time. Making decisions can take a long time. They are prepared to work towards long-term future gains. Relationships take priority over schedules. (See Letter 112.)

• Spain: (See Letters 109 and 112.)

• Sweden: Business usually takes a long-term view. Planning ”time limits, deadlines, and so on ”have high priority. Making decisions can take a long time. Punctuality is seen as a sign of courtesy. (See Letters 108, 109, and 112.)

• Switzerland: People do one thing at a time. They favor long-term goals and benefits. Punctuality is seen as a sign of courtesy. (See Letters 109 and 112.)

• Taiwan: People are used to working on many things at the same time and are prepared to work toward long-term future gains.

• Thailand: People are used to working on many things at the same time. Interest is in short-term results. Relationships take priority over schedules.

• Turkey: Dealing with immediate issues takes precedence over planning. People can work on many things at the same time. Relationships take priority over schedules. (See Letters 109, 110, and 112.)

• UK: People prefer to do one thing at a time. Time limits and deadlines are taken seriously. Making decisions can take a long time. Punctuality is regarded as a courtesy. (See Letters 107, 108, and 112.)

• US: People prefer to work on one thing at a time. However, they are getting used to working with more than one thing at a time as a result of the networked economy. There is less interest in the past than the short-term future. Time is money. (See Letters 107, 108, 109, 110, and 112.)

• Venezuela: People are used to work being interrupted and to doing more than one thing at a time. They like to see immediate results and have a comparatively optimistic view of the future. Relationships take priority over schedules. Clock-bound time management is not a priority. (See Letters 107, 109, 111, and 112.)