Feb 22

According to the uSwitch.com Quality of Life Index in September 2011, the UK was rated the worst place to live in Europe. This Index calculates the quality of life of 10 European countries using factors such as cost of living, income, hours of sunshine, life expectancy, culture and working hours.

Although some may argue that bad weather makes living and working in the UK difficult, it is unfortunately not the only reason why the UK lags behind. In fact much of this poor ranking is down to the high cost of accommodation, public transportation and fuel which overshadow the UK’s high incomes (ranked 4th in the study). These factors combined with the higher number of hours workers spend in the office, fewer days off and a later retirement age all lead to the argument that the UK is the worst place to live in Europe.

London Skyline ferrantraite i4 UK Ranked Worst Place to Live in Europe – Is It Really That Bad?

© istockphoto.com/ferrantraite

The 2011 urban riots that shook the country and confirmed the idea of a ‘broken society’ put the finishing touches to this negative image of living and working in the UK. For some there is no wonder why the country is becoming less attractive to expats. According to the HSBC Expat Survey 67% of the expats living and working in the UK believe that the economic situation in the country has worsened over the past few years.

But is living and working in the UK that bad? What happened to the legendary British ‘Home, sweet home’? We should not be too pessimistic. Last year International Living magazine published its 2010 annual ranking of the world’s best places to live in and the UK dropped to 25th place falling behind former communist countries such as the Czech Republic and Lithuania. However the UK was ranked 7th in the same study in 2011 which is quite a positive change.

Besides many recent economic difficulties, living and working in the UK does come with other challenges. Expats should understand British culture in order to successfully fit into British society. For example, a key British behaviour that some expats struggle to understand is indirectness. People in the UK are often perceived to be very polite and have an indirect way of communicating. They don’t always say what they mean, answers are often ambiguous and many rely on non-verbal communication such as facial expressions to understand other people’s reactions or perceptions. This can be difficult to interpret without an understanding of British communication styles.

Living and working in the UK also requires an understanding of British business culture in order to operate successfully in the UK work environment. The typical flat structure of many organisations in the UK can be confusing for many foreign newcomers. First names are often used, employees have great responsibilities and managers tend to act more as coaches than as authoritarian leaders. This combined with the importance placed on results and performance can be stressful for international workers who don’t anticipate and have the skills to manage the challenges they may face when living and working in the UK.

Even if some argue that the UK is becoming less attractive to expatriates, its colourful cultural and historical background combined with its dynamic innovations and increasing diversity make it a great place to live. With the many events taking place in 2012 such as the Queen’s Jubilee and the London Olympics, it will be interesting to see whether expatriates and residents will improve their opinion of the UK as a place to live and work.

© Communicaid Group Ltd. 2012

Feb 06

CEOs around the globe are increasingly finding themselves working in more complex situations. With the development of more advanced technology, travelling and virtual communication are much easier and cheaper. The world is quickly turning into a ‘global village’ in which leaders can interact more closely with their teams and peers. Although working internationally has become more frequent and in most cases easier than before, leading across cultures can still be quite challenging for a number of reasons.

Meeting Neustockimages i Leading across Cultures: Five Secrets of the World’s Top CEOs

© istockphoto.com/Neustockimages

CEOs today must demonstrate a unique combination of skills to effectively lead a global organisation to international success. In addition to core leadership skills, CEOs need other intercultural skills ranging from cultural adaptability and awareness to global communication and language skills. Global leaders with a suite of intercultural skills and knowledge will be better placed to harness and manage cross-cultural differences, no matter their cultural background or the territory they work in.

A recent article in the Guardian highlighted five skills that 70 chief executives around the globe demonstrated:

  • Passionate curiosity – interest in understanding any and every situation through questioning, listening and talking with those involved
  • Battle-hardened confidence – ability to face new and unpredictable situations with confidence
  • Team understanding – understanding of their teams – the dynamics, objectives and challenges they face
  • Simple mindset – ability to make quick and concise actions
  • Fearlessness – lack of fear for future development and the improvement of current situations

These are just a few of the skills global leaders should demonstrate for international success but there are a number of other competencies that global leaders need in order to make an even greater impact on their global teams and objectives. Some of these include:

  • Openness – an open attitude to new ways of thinking, working and behaving
  • Cultural adaptability – ability to adapt their own behaviour and judgements to different situations
  • Emotional strength – a positive attitude to life and the ability to ‘bounce back’ when things go wrong
  • Perceptiveness – ability to identify cues that are not evident in verbal language and accurately interpret and understand them
  • Cultural understanding – ability to research other cultures and increase their knowledge about traditions, values and attitudes in that environment

This is just the start of a list which could go on for pages. The important thing is for leaders to recognise that they will be required to adapt their style and skills and not just stick to the core leadership skills that may have worked so well for them before when leading across cultures .

So whether it’s having a passionate curiosity or cultural adaptability, CEOs of today’s global world need to be able to apply their skills to different cultural contexts. In doing so they will not only be able to effectively influence international communication processes but they will further break down interpersonal boundaries resulting in tremendous value for both the leader and the organisation on a global scale.

Competencies above have been taken from a number of sources including The International Profiler

© Communicaid Group Ltd. 2012

Feb 02

Thanks to all of you who have been following our last 200 blog articles where we have explored different subjects in the world of culture and communication skills training.

As we continue to post new articles on a regular basis, we invite you to comment on these subjects and share your thoughts and experience around how these areas may impact you or your colleagues and clients.

If you’ve just discovered this blog, have a look at some of the following articles we’ve published that have proven popular:

Whether you are a training professional, international manager or member of a global organisation, we hope that you continue to find the Communicaid blog an invaluable tool to navigating this fascinating field!

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