I am fresh back from some time overseas, and at the top of my mind has been the importance of cultural awareness and what that means to be a high-performing salesperson. We take for granted that how we interact with the world around us is the norm, and it can be startling to experience something different. There is so much to learn and embrace in the differences we find when we venture outside our comfort zone and authentically interact in new contexts.
If you’re in sales, you already know it’s not just about the pitch – it’s about the person on the other side. And when that person hails from a different part of the world, understanding their cultural nuances can be the game-changer, shifting your sales from “meh” to “magnificent.” In today’s global economy, cultural awareness is not just a nice-to-have; it’s the deal-closer that sets you apart from the competition. So, let’s dig into why recognizing and understanding cultural differences is the key to successful global sales.
1. It’s Not Just a Language Barrier; It’s a Cultural Barrier
You might think, “I’ll just translate my pitch, and I’m good to go!” Not quite. While language is the first hurdle, it’s the underlying cultural norms that can make or break the sale. What’s considered assertive in one culture could come off as downright pushy in another. Research from Harvard Business Review suggests that people in “high-context” cultures, like Japan and China, rely on implicit communication and non-verbal cues, whereas “low-context” cultures, like Canada, the US and Germany, prefer direct and explicit messages (Meyer, 2015). So, if you’re used to diving into specifics right away, you might risk alienating clients who value subtlety and relationship-building first.
Quick tip: Get to know if your client comes from a high- or low-context culture. If they’re high-context, ease into the conversation, establish trust, and be ready to read between the lines.
2. Decision-Making Varies Wildly Across Borders
In some cultures, decisions are made quickly and individually. In others, it’s a group effort, and rushing the process could be a massive faux pas. For instance, in a study of decision-making across cultures, researchers found that in countries like Japan and Germany, consensus-driven decision-making is valued, meaning more stakeholders may need to be involved and take their time before reaching a conclusion (Gelfand et al., 2007). But in the U.S., a quicker, more individual approach is the norm, so sales processes might move faster.
If you’re accustomed to speedy decision-making, it can be tempting to push a bit harder, but patience will likely pay off more handsomely than pressure when working with clients who prioritize consensus. Investigating and understanding your client or prospect’s decision-making process will go a long way as well. Recognizing these differences saves you from a lot of frustration – and even more importantly, it communicates respect.
3. Expectations Around Formality Are as Diverse as They Come
Sales calls in the U.S. and Canada can start casually, and humor is often welcome – after all, Americans are notorious for their “just call me Jim” informality. But try the same casual approach with German clients, and you might get a raised eyebrow. Studies show that German business culture, for instance, values formality and professionalism more highly, especially in early interactions (Thomas & Peterson, 2017).
Quick tip: When in doubt, start formally. Let them set the tone and adapt accordingly. It’s far easier to “loosen up” than to regain lost credibility.
4. Time Means Different Things in Different Places
One of the biggest surprises for global sales teams is how different cultures treat time. In countries like the U.S., Canada and Germany, punctuality is prized – being late is seen as unprofessional. But in other parts of the world, such as Latin America and the Middle East, there’s a more relaxed view of time, known as “polychronic” culture. In these regions, relationships and flexibility often take precedence over rigid schedules, which can be confusing if you’re used to tight timelines (Hall, 1976).
Imagine showing up to a meeting in Brazil expecting a quick, to-the-point exchange, only to realize that a bit of small talk (and a coffee or two) is the norm before any serious business takes place. Understanding these cultural norms helps you not only be respectful but also makes you someone your client wants to work with.
5. The Art of “Yes” and “No” Varies Across Cultures
In some cultures, saying “no” directly is perfectly fine. In others, especially in East Asian cultures, direct refusals are seen as impolite, so you might hear “maybe” or “we’ll see” as a way of gently saying “no.” In a study on cultural negotiation practices, researchers found that while Americans and Germans might prefer to express disagreement directly, people from Japan and China may employ indirect ways of declining to maintain harmony (Brett, 2013).
As a salesperson, understanding this nuance is crucial. The last thing you want is to misinterpret “maybe” as a green light and end up disappointed when the deal doesn’t pan out. Instead, develop an ear for indirect feedback, and when in doubt, follow up tactfully.
Building Cultural Awareness is an Investment, Not an Add-On
Understanding cultural nuances requires time and a willingness to learn, but the payoff is worth it. It’s no longer about just translating your pitch; it’s about adapting to different cultural expectations to create meaningful, lasting connections with your clients. And the best part? Developing cultural sensitivity doesn’t just make you a better salesperson – it makes you a more empathetic and open-minded professional. You will never lose by opening your mind to new experiences and ways of doing things. Learning more about others will only enrich your experience and build trust.
In a world where every market is just a flight (or a Zoom call) away, knowing what makes people tick culturally will take your sales career to new heights. So next time you’re entering a global sales meeting, remember: empathy, patience, and a little research go a long way.
Good Luck, and Good Selling!
At Optimé International we work with some of the greatest sales organizations in the world, big and small, helping them to achieve and exceed their performance goals. If would like to learn more about our passion for the sales profession and making a difference we’d love to chat with you, maybe over a coffee, virtual or IRL! Click here: Connect with Optimé for a coffee!
——————————
Written By: Marty Blake, Partner and Chief Operating Officer at Optimé International
Sources
– Meyer, E. (2015). The Culture Map: Breaking Through the Invisible Boundaries of Global Business. Harvard Business Review Press.
– Gelfand, M., et al. (2007). Culture and Negotiation. Handbook of Negotiation and Culture.
– Thomas, D. C., & Peterson, M. F. (2017). Cross-Cultural Management: Essential Concepts. SAGE Publications.
– Hall, E. T. (1976). Beyond Culture. Doubleday.
– Brett, J. (2013). Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries. Jossey-Bass.
