Apr 09

Why Gender Matters when Doing Business in Germany

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According to statistics provided by the European Commission, the percentage of women in leadership positions is only 13% in the 30 companies listed on the German stock index. The fact that the majority of university graduates are female emphasises that a lack of capable women is not the problem. Recent debates about the introduction of a gender quota to tackle the under-representation of women highlight the complexity of the issue and make evident which problems business women in Germany are confronted with.

Business Woman shaking hands i Why Gender Matters when Doing Business in Germany

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One of the most prominent opponents of a fixed gender quota is the German minister of family affairs, senior citizens, women and youth, Kristina Schröder, who believes that a fixed quota won’t solve the problem. In an interview given to the German news magazine Der Spiegel she argues for a flexible quota that companies set themselves and talks about a set of other measures to promote the number of women in high-rank positions.

Schröder, most prominently known for being the first minister to have a child and take maternity leave during her term of office, states the importance of adapting working conditions and changing laws to enable the combination of work life and family life. According to the minister, the main reason for women’s under-representation in leadership positions is the fact that senior managers are expected to spend up to 80 hours a week at work. Offering part-time positions as well as more flexible work schedules are two means of countering this problem. This is, however, not the only reason that holds women back. In a survey by the McKinsey Global Institute, lack of support from senior managers and missing role models are mentioned as other reasons.

One example of a change of law that improved women’s situation in work life in Germany is the so-called Elterngeld (parents’ money) that was introduced in 2007. It offers a financial incentive to take a break from work and have a child as up to 67% of the previous salary will be paid during the child’s first year of life. If the second parent also decides to take a break from work another two months will be covered by this payment. The introduction of Elterngeld has not only increased the number of high earners that have children but also the number of fathers that take time off from work to look after their offspring. Yet, as the average salary of a woman in Germany is about 22% lower than that of a man, it is in many cases still the cheaper and thus more likely option for the woman to stay at home with the child.

There are, however, not only financial reasons to take into account when thinking of having a child. When doing business in Germany it is important to know that many Germans hold prejudices against working mothers. The fact that the German government is currently debating the introduction of a child-care subsidy for parents who look after their children at home instead of finding a place in a crèche for them mirrors the convictions that many people hold in regards to childcare.

Increasing the number of women in leadership positions is not only a matter of fairness but is highly important in financial terms. The survey by the McKinsey Global Institute shows that an increase of the number of women in leadership positions has a positive impact on the financial performance of companies. This shows that it is crucial for Germany to support the promotion of women in order to fulfil their economic potential.

Doing business in Germany requires an awareness of the challenges female employees in the country are facing as these can have an impact on the business performance of the company as a whole. Promoting the advancement of female employees and giving them the chance to combine family and work life is essential as it ensures the company’s profitability. Intercultural training courses on German social and business culture can help anyone to understand the dynamics at play both for women and men in the workplace and at home. This understanding will help anyone doing business there to better anticipate any sensitivities and areas of opportunity to get more effective results.

© Communicaid Group Ltd. 2013

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Apr 05

“Fear and Trembling” – Tips for Doing Business in Japan

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Every culture has its own codes, values and work methods. These characteristics, which are often completely different from one culture to another, can create difficulties and misunderstandings which could jeopardise efficient business collaboration. Amélie Nothomb’s novel Fear and Trembling successfully depicts the dramatic consequences resulting from ignorance about cultural values of colleague or foreign counterparts.

Amélie Nothomb describes her expatriation to Japan and tells of how this experience becomes hell because of her ignorance about values and conventions of this other culture. Throughout the book, we notice several involuntary social and cultural mistakes which are not in accordance with Japanese culture.

Japan Chris Pritchard i “Fear and Trembling” – Tips for Doing Business in Japan

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Doing business in Japanrequires a really good understanding of the key principals of Japanese business culture. Here are some examples that you should keep in mind:

Wa: The word “wa” means “harmony”. This is one of the most valued principles of Japanese society. In business terms, ‘wa’ is reflected by avoiding self-assertion and individualism. It is absolutely necessary to preserve good business relationships, despite differences in opinion. When doing business in Japanit is also important to remember the effect of ‘wa’ on Japanese behaviour and in particular their indirect expression of ‘no’.

Kao: One of the fundamental values of the Japanese social system is the notion of ‘face’. Face is a mark of personal pride and forms the basis of an individual’s reputation and social status. Preservation of face comes through avoiding confrontations and direct criticism wherever possible. When doing business in Jap an, causing someone to lose face can be disastrous for professional relationships.

Omoiyari: ‘Omoiyari’ relates to the sense of empathy and loyalty encouraged in Japanese society and practised in Japanese business culture. In literal terms it means “to imagine another’s feelings”, therefore building a strong relationship based on trust and mutual feeling is vital for business success in Japan. For example, keeping in touch with your former Japanese colleagues or counterparts will help you if you ever need to work or collaborate with them again.

Hierarchy: Respect for hierarchy is an essential element of Japanese organisations. Junior members of the team respect their superiors and their elders. For example, the order in which people enter a Japanese board room or in which presentations are made, tend to be in decreasing order of importance. Showing the same values and respect when working in Japan is always greatly appreciated. Despite this, it is important to note that an individual considered to be “at the bottom of the ladder in the company” may be promoted if he gets good results.

Punctuality and Courtesy: Being late is often considered to be a lack of respect. A meeting is always planned in advance and it is common to confirm it by phone rather than by letter or email. When doing business in Japan, it is important to arrive five minutes early in order to start the meeting exactly on time.

Doing business in Japan requires a strict knowledge of Japanese cultural practices and conventions. An accidental faux pas could damage a promising trade relation and could thus represent a substantial loss for the company. Intercultural training on Japanese culture will give you the knowledge and skills you need to build trusting relationships with your Japanese counterparts and take full advantage of business opportunities in the land of the rising sun.

© Communicaid Group Ltd. 2013

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Feb 01

Fortune Favours the Brave, but Global Leaders Need to Prepare

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As international companies face steadily increasing challenges from players in emerging economies, how can they ensure that they remain competitive? “Looking beyond the obvious: Globalization and new opportunities for growth”, a report from key business experts at Ernst and Young (EY), provides insights and recommendations on this topic.

In short, globalisation is changing; companies must understand the consequences and adapt to operate successfully in a world market, and global leaders who thrive at creating and leading culturally diverse teams will find greater long-term success by adapting their global mind-set accordingly.

Business People walking urbancow i Copy Copy Fortune Favours the Brave, but Global Leaders Need to Prepare

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In the wake of the economic downturn in established markets such as Europe and the US and the slowing down of growth in emerging markets such as the BRIC countries, global organisations are operating in a world of increasing complexity, interdependency and risk. This environment requires businesses to become more resilient, and experts agree that business leaders need to be brave and consider the opportunities to be found in a growing number of emerging yet unpredictable markets.

So what has changed for leading organisations tackling growth in the globalised world? The EY report highlights that a shift has occurred in the relationship between the established markets and the emerging economies. An increasing number of companies from the latter group have now grown to rival long-established organisations on the world market – and across many sectors.

Examples abound in many countries. In Chile, LAN Airlines recently acquired TAM (Brazil) creating Latin America’s largest airline Latam Airlines Group. In South Africa, MTN Group has become Africa’s largest mobile operator. It has 183 million subscribers and licenses in 21 countries across Africa and the Middle East. In 2011 alone, about 60% of its revenues originated outside South Africa.

Key trend indicators also point to technology and the flow of ideas as the biggest game changer in the globalised market. Mindray is a case in point; they are China’s largest medical-equipment manufacturer and generate more US patents per revenue dollar than many global leaders. More than half its revenues of $900 million were generated overseas.

Another key trend is the steady increase in the flow of capital and finance out of emerging economies. Companies across countries as diverse as Indonesia, Mexico and South Africa are seeking to expand into the global market, and now have the capital to acquire businesses in established markets such as the UK, France or the US.

The global market is diversifying, and in order for companies to remain competitive, the need for their leaders to adapt in a rapidly changing global environment becomes paramount. Global leaders will benefit not only from an increased awareness of culture’s key drivers and their impact on doing business in other countries, but more importantly from adopting a fresh mind-set towards developing relationships with colleagues and contacts in a changing global market.

 

© Communicaid Group Ltd. 2013

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Dec 21

Christmas Carols around the World

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With Christmas just around the corner it’s time to ‘jingle bells’ and ‘deck the halls with holly’. This festive period comes with different trimmings around the world, but there is one tradition that has relevance across many continents: the Christmas Carol. If you are travelling this Christmas period, be sure to brush up your cultural sensitivity and learn some of the traditions of Christmas carols around the world.

Christmas Carols MKucova i1 425x284 Christmas Carols around the World

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The history and origin of Christmas Carols can be traced back thousands of years to pagan songs that were sung at the Winter Solstice in Europe. These songs were sung in a lively and joyful manner and gradually came to be known as carols, meaning songs of praise and joy. While there is some overlap with Christmas Carols around the world, many cultures have their own unique traditions in how and what they sing.

Greece and Cyprus

In Greece and Cyprus children go out on Christmas Eve, New Year’s Eve and Epiphany Eve with metal triangles and sing the relevant folk song for the current festival. The general format of these carols is to sing about the feast and offer praise to the women and man of the house, their children and the household. There is usually a request from the children for a treat and a promise to come back the next year for more well-wishing. The oldest known carol, commonly referred to as ‘Byzantine Carol’, is linguistically dated to the beginning of the high middle ages. Internationally known carols such as Silent Night and Jingle Bells are also sung in Greek translation.

Australia

In Australia the tradition is to sing carols by candle light during the weeks leading up to Christmas. This tradition was first started in Melbourne and then spread to other cities where similar events are held. The carol-singing events are usually arranged by churches, municipal councils or community groups and are normally held on Christmas Eve or the Sunday or weekend before Christmas Day.

Poland

The Polish word for Christmas carol is ‘koleda’ and it comes from the Latin word ‘calendae’ meaning the first day of the month. Carols in Poland date back to the fourteenth and fifteenth century and are mostly anonymous. They started as hymns to be sung during mass at church but they quickly became something that people also sung in other places. The most beloved Polish koleda include “Gdy sie Chrystus rodzi “(When Christ is Born), “Lulajze Jezuniu,” which is a lullaby to Baby Jesus, and “Przybiezeli do Betlejem” (The Shepherds Arrive in Bethlehem).

United Kingdom

In the United Kingdom Christmas Carols play a key role in the tradition of Christmas. In cities, towns and villages people of all ages gather to sing Christmas carols such as ‘The Little Town of Bethlehem’ and ‘We Wish You a Merry Christmas’. People often sing for charities to raise money but you will often find them singing in pubs or in the street at events to celebrate and enjoy the festive period. Churches in the UK often have carol services leading up to Christmas. The most famous carol service in the UK takes place at Kings College Chapel in Cambridge on Christmas Eve. The ‘Christingle service’ has become a much loved and popular service for children and their families. The centre of the service is based around explaining the symbolism of the Christingle, an orange with a candle, a red ribbon and sweets. The orange represents the world whilst the candle is to remind us of Jesus because Christians believe Jesus to be the light of the world. The red ribbon goes all round the ‘world’ and reminds Christians that Jesus died because it represents the blood of Jesus. The celebrations often include the singing of Christmas carols as well as prayers and performances.

Anyone living and working in other cultures should have a high level of cultural sensitivity to these traditions. Knowledge of the local traditions will help you to integrate more effectively into the social culture of your host country and help you to build relationships and fully embrace the festive period.

Enjoy the Christmas carols wherever you are and merry Christmas!

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Dec 05

Saint Nicholas – The Original Father Christmas

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In the run up to global Christmas festivities, the feast of Saint Nicholas can sometimes get overlooked but in some countries it’s even more important than Christmas Day.  The way this holiday is celebrated differs from country to country. Working effectively across cultures during this festive season in countries where Saint Nicholas is celebrated requires knowing more about the holiday and how it impacts business.

Sinterklaas sara winter i Copy Saint Nicholas – The Original Father Christmas

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So who is Saint Nicholas and why is this holiday more important than Christmas in some places?  A very religious man, Nicholas lived in the 4th century and dedicated his life to serving God. While he was still a young man he was made Bishop of Myra which is now part of modern day Turkey.  He became known throughout the land for his generosity to those in need, his love for children and his concern for sailors and ships.  Saint Nicholas died on 6 December 343 and so he is now celebrated on this day in different ways around the world.

Here are a few examples of how Saint Nicholas is celebrated across cultures:

Netherlands

In the Netherlands the feast of Saint Nicholas is celebrated on the evening of 5 December.  This celebration is traditionally the primary occasion for gift-giving around the holidays.  In the weeks leading up to this evening, young children put their shoes in front of the fireplace and sing Saint Nicholas (Sinterklaas) songs.  Often they put a carrot or some hay in the shoes, as a gift to Saint Nicholas’ horse.  The next morning they will find a small present in their shoes, ranging from sweets to marbles or some other small toy.  On the evening of Saint Nicholas they will find a big bag in front of their door with many presents.  At work, colleagues may exchange small gifts in the lead up to and on the day of Saint Nicholas.  Christmas Day is typically a much quieter occasion and involves a nice family meal and possibly a church service.

France

Saint Nicholas in France is celebrated on 6 December.  According to a French myth, three children got lost in a forest and were found by a wicked butcher who then took them to his shop and hid them in a barrel.  Six years later they were rescued by Saint Nicholas, so in France they now celebrate the occasion by giving gingerbread men and small gifts on 6 December.  Saint Nicholas typically comes in the regions of Alsace, Lorraine and Nord-Pas-de-Calais and may be as well-known in other parts of the country.  In Saint Nicolas de Port, a French town named for Saint Nicholas and home to a large basilica dedicated to him, thousands of faithful come on pilgrimage on 6 December to celebrate with  festive music and a parade of beautiful floats.

Italy

In Italy Saint Nicholas is the patron of the city of Bari, where some believe he is buried.  Many say that the Basilica di San Nicola holds the remains of Saint Nicholas, brought over from Myra in Turkey.  Celebrations in honour of Saint Nicholas tend to take place between 7 and 9 May rather than December and are referred to as the Festa di San Nicola.  Saint Nicholas is also celebrated by giving small gifts to children on the morning of 6 December as well as a fair called Fiera di San Nicolo during the first weeks of December.  Depending on the cultural background of some families, this celebration is more important than Christmas.

Germany

In Roman Catholic areas of the southern parts of Germany, such as Bavaria, ‘Sankt Nikolaus’ is still pictured as a bishop with a flowing white beard and a bishop’s miter and staff.  He is said to appear in the company of Knecht Ruprecht (Krampus), ‘Knecht’ meaning ‘servant’.  Historically, Ruprecht was a dark and sinister figure who wore a tattered robe and carried a big sack on his back in which, as a legend says, he would put all naughty children.  Saint Nicholas will give well-behaved children sweets or small gifts to reward them for being good.  It is also common in Germany to have plays in schools and hospitals that depict the story of Saint Nicholas.  On the evening before Saint Nicholas Day, children put letters to the good saint along with carrots or other food for his white horse or donkey on a plate or in their shoes.

Other Countries

Saint Nicholas Day is celebrated in many countries that have been influenced bv Dutch, German or Ukrainian culture over the years.  In these places there are often festivals in churches which involve Saint Nicholas appearing to greet children, give instructions or encouragement and hand out treats.

Both the North American Santa Claus and the British Father Christmas are legendary figures whose attributes derive from the myths surrounding Saint Nicholas.  The name Santa Claus evolved from Saint Nicholas’ Dutch nickname, ‘Sinterklaas’, a shortened form of Saint Nikolas.

The way the festive period is celebrated around the world can significantly influence international business.  Showing an awareness of the cultural traditions that form part of these festive celebrations around the world will help you to make a positive impression when working effectively across cultures and build better relationships with your international counterparts.

Make sure you understand and respect the festive traditions of the country you are working in as this will reduce the risk of frustration and misunderstandings with your colleagues and help you to build better relationships.

Season’s Greetings!

© Communicaid Group Ltd. 2012

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Jul 16

Implementing a Global 360° Feedback Process across Cultures: Will it Really Work?

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360° feedback is one of the most widely used performance management strategies in global organisations today.  In fact, research shows that approximately 90% of all Fortune500 companies use some kind of 360° feedback technique.  One of the fundamental objectives of any 360° feedback is to improve the individual performance of employees in line with the organisation’s global priorities and requirements.

The principle of running an evaluation process to review and improve an employee’s performance is an important one, however the way this process is carried out may or may not be effective depending on where and how it is implemented.  Organisations looking to harness the benefits of effective global leadership and management must consider the cultural factors that can negatively influence a performance management process of this kind.

Business Writing Viorika Prikhodko i Implementing a Global 360° Feedback Process across Cultures: Will it Really Work?

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So what is a 360° feedback process?

Before we explore what may or may not work across cultures, let’s first make sure we understand what a 360° feedback process is.  The process of using 360° feedback consists of providing an employee with feedback from different internal and external perspectives, in other words, it looks at feedback from a full 360° circle.  Each individual is objectively evaluated by colleagues both above and below their level as well as external counterparts to ensure a complete picture of their performance.

Once a combination of quantitative and qualitative feedback is collected, individuals will go through a series of review meetings to discuss the feedback and identify areas for improvement or reward.  During these 360° feedback review meetings the employee and their manager will share feedback, both positive and constructive, in order to highlight specific short and long-term actions to improve their performance.

What are the potential problems?

So what makes the implementation of a global 360° feedback process so difficult in a multicultural environment?

In many individual, task-oriented and egalitarian cultures like the US, UK, Finland or Germany, 360° feedback processes such as this can be very well received and effective.  In more collective, relationship-oriented and hierarchical cultures, this evaluation system is often extremely ineffective.  Although people from cultures like India, Spain and China will go through the process if required, the feedback collected and results of the meetings will not always be an accurate representation of the individual in question.

The assumption that feedback is welcomed and viewed as constructive is sometimes a one sided cultural perception.  In fact, people from collective cultures like those in Asia will often avoid criticism and refrain from negatively assessing an individual’s performances for fear of hurting the group harmony and causing loss of face.  This is particularly the case if the feedback is being requested by someone more senior than them, especially in cultures where hierarchy plays a key role in business and social interactions.

Asking for feedback from direct reports and superiors is just one cultural challenge of the 360° feedback process.  Sharing the feedback with the individual can be equally, if not more, challenging.  People from collective cultures like China may perceive the information as negative and embarrassing and may as a result feel isolated and depreciated in the workplace.  People from individually-oriented cultures like the US value honesty and since they believe that they have considerable control over their own behaviours and outcomes, they value direct feedback which will help them to improve their performance.

Cross-cultural challenges of 360° feedback

When you combine the potential cultural challenges of requesting and giving feedback with certain cultural attitudes without adapting the approach, you may waste considerable time and effort on a process that will not give you the desired results.

Here are two specific examples of how a 360° feedback process can be challenging across cultures:

  • Where the process is implemented directly from a culture like the US to a hierarchical and relationship oriented culture like India, you may have problems collecting valid feedback which is truly reflective of employee performance in that location.
  • Where the process is implemented between two people of opposing cultural approaches, such as in the case of a British manager and Thai subordinate, there is a risk of not only failing to collect legitimate feedback but also of causing offence and damaging the relationship.

How can we improve 360° feedback across cultures?

With the right cultural understanding and effective global leadership skills, there are many things that global managers can do to ensure the successful use of this evaluation system.  Here are a few simple ideas:

  • Amend the process so the upwards feedback is guaranteed to be anonymous
  • Make sure that you know what to ask for and be specific and clear in your requests
  • Clarify what kind of information you want to get and explain how you expect the feedback to be received or acted upon
  • Define the different grades on the scale to avoid initial misunderstandings and diverse interpretations
  • Ask your employees how they interpreted the feedback to check the accuracy of the assessment and whether the action plan correctly addresses the issue
  • Be a live example of how feedback should be shared and used

Despite the challenges that a 360° feedback process may present across cultures, organisations that take into consideration the cultural factors will see a significant difference.  Not only will they get the information they want but they will develop a pool of talented employees with a high level of performance and enhance positive interpersonal relationships among employees.  Considering how this process is impacted in a different cultural context will also help organisations to reduce confusion around expectations, motivate their employees’ professional and personal growth and improve everyone’s job performance.

Implementing a 360° feedback process can offer great results around the world, but only when culture is taken into account right from the outset.

© Communicaid Group Ltd. 2012

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Jul 13

London 2012 Olympics Scheduled during Ramadan – Cultural Faux-Pas?

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London’s Mayor and Culture Secretary are working hard to ensure that the London 2012 Olympics involve all of Britain’s ethnic groups equally. This may be more challenging than they thought, however, as the Olympics fall during the important religious event of Ramadan. Thousands of Muslims who will compete in, work or volunteer at this summer’s Olympic events will be left with the question on whether or not to follow Ramadan in the traditional sense this year.

The timing could not have been more inopportune, but there was no real choice for the LOCOG (London Organising Committee of the Olympic and Paralympic Games) to schedule the 2012 Olympics outside the Ramadan period. Being provided a strict window for the Games to take place by the International Olympic Committee and the need to consider aspects such as public transport in London and the availability of volunteers needed, they decided to schedule the Olympics from 27 July to 12 August, which lies in the middle of Ramadan.

Quran Koran Retrovizor i London 2012 Olympics Scheduled during Ramadan – Cultural Faux Pas?

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The religious fasting period of Ramadan takes place this year from 20 July to 20 August. The period of Ramadan changes by about eleven days every year according to the lunar calendar. The 30 day long period of fasting is one of the five pillars of Islam, considered to be a time of worship and closeness with God and therefore one of the most important celebrations for Muslims.

As most Muslims strictly fast from dawn until dusk during this period, the impact of Ramadan on personal and professional spheres must be acknowledged – not only in Arabic countries. The Olympics being a huge multicultural and multi-ethnic event will therefore require cross-cultural sensitivity towards this religious tradition and how it may impact everyone involved in the games.

Influence on Athletes

There are an estimated 3,000 Muslim athletes who may be impacted by Ramadan during the games this year. Fasting during the Olympics is not only inconvenient and challenging, but depending on the type of sport it could deplete an athlete’s liver and muscle glycogen stores and lead to dehydration and a drop in performance.

As Muslim athletes are usually allowed to defer their fasts, many of them are going to postpone the fasting period to maintain the performance they have been working so hard for during the last years. Not all Muslim sportsmen and women will do this, however, especially if not fasting during the holy month is frowned upon in their culture, so it’s important to be conscious of this.

Influence on Staff and Fans

Although the athletes are the ones which are most obviously influenced by the clash of these two important events, we cannot forget about the enormous number of Muslims who will work or volunteer at the Olympics or be watching the games as spectators. Organisers will need to consider the requirements they have for praying and eating during this period and provide the time and space they need to carry out these religious traditions.

What are they doing about it?

In order to meet athletes’ and workers’ Ramadan needs, organisers are putting in place a series of initiatives including:

  • Fast-breaking packs with dates and other traditional foods
  • Open dining facilities 24 hours a day so that competitors will be able to eat before dawn
  • Prayer rooms at every venue with Muslim clerics on hand to assist people
  • Large multi-faith centre at the Olympic village in Stratford with a common lounge and specific areas for the five largest faiths

The Olympic Games are a true test of London’s well-known multiculturalism and cross-cultural sensitivity. This great event will determine whether organisers have been able not only to make the most of London and its people but whether they can create an environment where all athletes will be able to have outstanding performances. All of this must be done with minimal frustration and difficulties to the organisers, athletes, volunteers and spectators as well as to the general population of London.

Some may argue that the organisers of the Olympics have made a cultural faux-pas by scheduling them during such an important religious event celebrated around the world. It should instead be considered as a cultural opportunity – a time when we can allow all cultures and traditions to shine in the face of adversity and challenge.

© Communicaid Group Ltd. 2012

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Jun 13

The London 2012 Olympics: A Sporting and a Cultural Challenge?

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This summer London will be transformed into a city of sport, culture and celebration as it hosts the XXX Olympic Games. For more than 14,000 competing athletes, the London 2012 Olympics will be the peak of their sporting career. For the UK as host country, the organisers of the Games, volunteers, spectators and fans all around the world, the Olympics are much more than just a sporting event.

The London 2012 Olympics will bring millions of people of different nationalities and cultures to the capital to celebrate, volunteer or work at the event. For the Olympics to be a true global success, anyone involved in making them happen should understand not only the key principles of working effectively across culturesbut the historical roots and values of this world heritage sporting event.

Olympic Rings jokerproproduction i1 The London 2012 Olympics: A Sporting and a Cultural Challenge?

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Get Ready, Set, Go! The Origins of the Olympic Games

The Olympic Movement is named after Olympia, the city of its origin where the Games symbolised one of the many ways that Greeks worshipped their Gods. It originally involved a series of competitions held between representatives of city-states and kingdoms of ancient Greece. Although the exact date of the first Olympics is not known, the first record dates from 776 BC when Heracles together with his father Zeus stood as progenitors of the Games. According to legend it was Heracles who first called the Games ‘Olympic’ and established the custom of holding them every four years.

Running was the only event in the first 13 recorded Olympic Games. Events such as wrestling, boxing, horse riding and chariot racing were added later, but the main event of the ancient games was the pentathlon, a composition of running, jumping, javelin, discus and wrestling. The ancient Games reached their zenith in the sixth and fifth centuries BC before disappearing when the Romans grew more influential.

The Olympian Games were slowly brought back to existence in the 18th century when French Baron Pierre de Coubertin revived them as an international spectacle after founding the International Committee (IOC) in 1894. Two years later the first modern Olympic Games were hosted in the Panathenaic stadium in Athens bringing together 241 athletes from 14 nations who competed in 43 events.

Four years later, the Summer Olympics in Paris attracted more than four times as many athletes, including the first 20 women to ever participate. Apart from the 1916, 1940 and 1944 Olympics that were cancelled due to World War I and World War II, the popularity and size of the Olympic Games has steadily grown and now brings together more than 10,000 competitors from over 200 countries and millions of visitors from all over the world.

The Rings, Motto and the Flame: Key Values and Symbols of the Olympics

Pierre de Coubertin believed that sport could help to bring people together and celebrate cultural differences around the world. He felt the Olympics were an opportunity to apply important values to the sporting world as well as to education and society as a whole. The core values of respect, excellence and friendship are still core to the Olympics as we know them. The Olympics of our time also include determination, courage, inspiration and equality, all values added for the Paralympics. These were officially introduced at the 1960 Olympics in Rome, where 400 wheelchair athletes competed in the ‘Parallel Olympics’ for the first time. The idea was originally born in 1948 when neurologist Sir Ludwig Guttman began to use sport as part of the rehabilitation programmes of his patients who were mainly war veterans with spinal injuries.

The three core values of respect, excellence and friendship are conveyed through the Olympic symbols – the rings, the motto and the flame:

  • The motto ‘citius – altius – fortius’ (Latin for faster – higher – stronger) embodies the value of excellence by encouraging athletes to strive to do their best.
  • The most recognised symbol of the Olympics is the set of five coloured rings which embody the five continents. The rings represent respect and aim to bring together all nations without discrimination.
  • The flame symbolises friendship and peace between peoples. The flame is lit during a traditional ceremony in Greece at the Temple of Hera in ancient Olympia. From there the Olympic torch starts its journey through Greece and the host country until it arrives in the Olympic Stadium where it remains lit until the last day of the Olympics.

Going for Gold at the London 2012 Olympics: Making it Happen

As the London 2012 Olympic and Paralympic Games approach, the eyes of the world are turning to the UK. After several years of careful planning, London will soon be put to the test and show whether it can live up to the world’s expectations.

According to the London Olympics official website up to 70,000 volunteers will take on a wide variety of roles across the venues, from welcoming visitors to transporting athletes, helping out behind the scenes in the technology team and much more. The volunteers, called ‘Games Makers’ as they are helping to make the Games happen, will come from a diverse range of communities and backgrounds from the UK and abroad.

In addition to these volunteers, there will be thousands of people employed to manage the security and maintenance at all of the Olympic sites. There are also countless Olympic officials, coaches, advisors and other organisers that must work together to make the games happen. From catering and hospitality, to cleaning, IT, ticketing and security, almost all conceivable jobs will be filled by more than 100,000 people, including students and those currently out of work.

Volunteers, employees, athletes and spectators at the London 2012 Olympic Games will need to find a way to work through any cultural or linguistic barriers they encounter in order to make this event a true success. Cross cultural training programmes like Working Effectively across Cultures can help anyone involved in making the Olympics happen to understand how they may need to adapt their approach to avoid misunderstandings and tension. After all, the Olympics are not just a sporting event but an opportunity to celebrate cultural difference in a peaceful, respectful and fun way.

© Communicaid Group Ltd. 2012

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Apr 30

Effective Virtual Working on May Day, Mayday!

Cross Cultural Training, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

May Day is a popular tradition all over the world, but celebrations tend to vary dramatically from one place to another. Traditions around this day are sometimes so different that the holiday itself is not even on the same day in every culture so anyone working virtually should be aware of how their international counterparts may be celebrating.

In the Northern Hemisphere, May Day has its origins in different pagan cults that celebrated the arrival of the farmable period, such as Beltane in Ireland, Walpurgis in Scandinavia or Floralia in ancient Rome. Many of these traditions were abandoned or Christianised in Europe in the Middle Ages, although since then most have lost any religious meaning.

Today May Day is more commonly known as International Worker’s Day or Labour Day in more than 80 cultures. This has its roots in the events following the Haymarket Massacre in Chicago in 1886 which resulted in several deaths of demonstrators and police officers involved in a strike to fight for an eight-hour work day. Several years later workers finally succeeded in having this day marked as a public holiday to commemorate labour efforts.

In some countries there will be protests or parades around labour, socialist or communist causes while in others the holiday incorporates more traditional and pagan customs. Here are a few examples of how May Day is celebrated around the world.

Typing Dmitriy Shironosov i Effective Virtual Working on May Day, Mayday!

© istockphoto.com/Dmitriy Shironosov

Germany – Tanz in den Mai!
May Day celebrations in Germany referred to as ‘Tanz in den Mai’ (Dance into May) parties are commonly celebrated outdoors. For these parties men erect worshipped maypoles, an old Germanic custom some believe symbolises the sacred spring tree. In some parts of Germany young men traditionally erect small decorated maypoles in front of their girlfriends’ houses. May 1st in Germany is a public state holiday so people have the day off.

France – Flowers on Street Corners
The 1st of May is the official Labour Day in France and a public holiday. In France May Day is strongly connected with pagan traditions, and people will give loved ones lily-of-the-valley or dog rose flowers to bless them with happiness and luck. On May Day in France you will therefore see people selling small bouquets of these flowers in the shops or on street corners while some people make it a family event to go to the woods to pick flowers together. You will also often see political parades or protest events, particularly in the capital Paris.  If May Day falls on a Thursday or Tuesday, people will often create a ‘pont’ and take off four days.

Finland – Picnics and Parades
Vappu, or Walpurgis Day , is ‘the Day of Finnish Work’ and is celebrated the most by Finnish students on the evening of 30 April into 1 May. Finns will prepare lavish picnics and attend festivals or activist parades during the day. Students, and often statues, will wear traditional white caps to celebrate this holiday.

China – Travel Mayhem
Labour Day historically lasted one week in China until 2008 when it became a one day holiday to favour the revival of other ancient Chinese holidays. When the 1st of May falls on a weekend, the festivity is extended to the following Monday to allow Chinese people to travel and have free time with their families. As a result, travel during this period can be very difficult and expensive since there will be millions of Chinese people travelling either domestically or internationally to visit family.

These are just a few examples of how May Day is celebrated around the world. Effective virtual working and communication require an awareness of how, and when, this holiday may be celebrated so that you can plan any calls or meetings accordingly. In some countries there is no holiday at all around this time, so if you have the day off be sure your colleagues in the US or Canada are aware of this. Whatever your plans, happy May Day!

© Communicaid Group Ltd. 2012

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Feb 02

200 Views on Culture and Communication Skills Training

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

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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