What does the concept of these two dimensions mean for you as a leader? Why would it even matter? Today I write about these two elements knowing that it will help you not only function better in your job, but help you lead effectively.

Before we begin, though, let me explain and define each type: First, no culture is exclusively individualist or collective, not mention individuals within each also vary according to personality. Most, however, tend to be MORE one than the other. In addition, neither is wrong or superior/inferior to the other, they are merely different. Understanding those differences and knowing how to apply them in your work life is what matters and what this article is about.

Typical individualist characteristics of each are as follows:

Individuals from predominately individualistic cultures tend to identify primarily with the self and with their own needs being satisfied before those of the group. The tendency to care for oneself and being self-sufficient is a dominant characteristic. Independence and self reliance are stressed and highly valued. By and large people in these cultures tend to distance themselves psychologically and emotionally from each other. Being part of a group is not essential for one’s identity or success.

On the other hand, individuals from a predominately collectivist culture have their identities meshed with that of the group, the family or the work team. The survival and the success of the group ensure the well being of the individual. In these societies, protection to the individual is guaranteed by the group. Harmony and interdependence of group members are highly valued and group members are close psychologically and emotionally to each other, but distant toward non-group members.

So how can this information benefit you and how can you spot the differences immediately?

To explore this I share a true and personal story:

While living overseas, I had an electrical issue in my apartment, a member of my network sent over an electrician to fix the problem. He arrived and began working on the issue; he needed a few new parts and said he would be back later with the part to finish the job. The next day, he arrived with the part, fixed the problem and was very pleased with himself. I asked him how much I owed him; he said, Oh my goodness, nothing of course.” I asked if I could I buy him lunch. He said, “Oh no, that is not necessary.”

Didn’t he understand that what he did was work? Didn’t he need to make a living? This was very surprising for me, because in my culture you pay or barter such services.

I experienced similar situations during my overseas living when my friend sent over a manicurist to my home to give me manicures; she never would allow me to pay her. These patterns continued during my time overseas, for example a friend of a friend helped us move furniture into our new office, and a seamstress would hem clothing for me all without ever charging me.

At first I thought, they must want to be kind to me, because I was a foreigner and they wanted to make me feel welcomed, but as time moved on, I realized that that was how things worked over there. It was how they maintained a sense of community. How they looked after each other. The primary value was placed on people and their relationship to people, not on goods and services.

That does not mean these professionals did not make a living, they did; they charged those outside of their network, but if you are an insider you don’t get charged, but you are also expected to give back when they are in need.

Look around your environment, is this the common type of behavior, if you answered yes, chances you are living and working in a collectivist society.

Let us explore this concept a bit further by examining the behaviors of these two different ways.

I will describe a few behavioral patterns; try to decide whether they tend to be individualistic or collectivist by nature:

• People give cocktail parties.
• Employee rewards are offered.
• Contracts are used frequently.
• Short-term relationships are common.
• Self-help books are common.
• People answer the phone by giving the name of the organization.
• People adhere to tradition.
• Decisions are made by consensus.
• Intergroup rivalry is common.

I hope most of you were able to quickly determine the differences. But now let us review.

If people give cocktail parties, the tendency is individualist, because of the casual superficial contact with a lot of people; collectivists tend to associate with fewer people at a time.

If in your organization employee rewards are offered, you are working in a predominately individualist mindset because the company singles out the individual over the group.

Contracts keep people honest; collectivists expect honesty or the member will be shunned from the group. In addition, if you work in an environment where everything is written and reviewed by your legal department, chances are your environment is that of an individualist attitude. In collectivist cultures the spoken word is valued over a written contract. If there is a contract, it can be modified at anytime.

Long term relationships tie people down; individuals from predominantly individualist cultures move around a lot, so they are less loyal to the place and the people in those places, where as people in collectivist societies rely on their inner-circle of contacts for support, belonging and to get assistance when needed.

Self-help books are common in individualist societies, peoples from these cultures tend to seek counseling outside the inner group of friends and family and rely on books to help them attack, understand and deal with complicated issues. Going outside the group for assistance is normal and acceptable.

In contrast, in a collectivist culture, people rely on their inner network of friends and family for support during times of stress or crises, one would never dream of discussing delicate matters with those outside of the tightly held inner group. The inner group offers support and help to insure the survival and well-being of the individual. Going outside the group could be disastrous and shameful for the family and could result in the individual getting shunned or disciplined from the elders or the leaders of the tightly held group.

If People answer the phone by giving the name of the organization they share a collectivist mindset, because giving your name would put you before your association. Something someone from a collectivist culture would never do.

Of course, with today’s technology, no one barely answers a phone, but the gist still remains when interacting and having conversations with individuals, do they tend to refer to their families, their teams, their company more than themselves? If so, chances are they view themselves and their surroundings from a collectivist standpoint.

If you company or the people around you adhere to tradition, chances are they value elders and senior people are listened to. Tradition is honored in collectivist cultures. They don’t re-invent the wheel, the wheel has been established from the past, and if it worked then, it will work today.

To better understand this concept, Look at how individuals speak, if they go back to expressing the root of tradition and how it is important, chances are they are collectivist by nature, if they tend to want the new and improved and seek change, they tend to behave more individualist. The same applies to a company’s culture. Some companies’ foster interdependence, the family attitude and mindset prevails over the individuals of the company. Other companies expect fast results and quick performance, they move swiftly and honor individual contributions over that of the group.

If decisions are made by consensus chances you are in a collectivist environment. In a collectivist culture group decisions prevail over individual decisions, this way no one feels left out. The majority rules and the minority get left out. This is a way of maintaining harmony and peace within a network with a familial way of operating.

If inter-group rivalry is strong in your organization be aware that within a group collectivists tend to stick together and conflict is keep to a minimum, they will however, compete with other groups.

This is one area of team management that often times get overlooked; especially when there is inter-departmental team conflict, hoarding of information and competition. Addressing this type of mindset, will help your teams function stronger and improve the operations of your organization.

I hope through these brief behavioral patterns you can see the relationships and connections within your own life circle? Do you see some of these behaviors at your organization? Which are the dominate tendencies? Understanding these concepts go far in establishing authority and success for yourself and for those around you.

When most people arrive to a new culture they are mesmerized with their surroundings. In the scope of culture, this concept is called the “honeymoon phase.”

It is quite normal for you to be intrigued when you arrive to a new country, but this love affair quickly ends when you must begin working with, living among and interacting with the peoples of your new environment. Below I share with you a few tips on how to manage this first stage of culture shock:

Arrive Prepared: – Your success depends on your being prepared. It is like hiking, in order to stay on path and accomplish your goal of completing the hike you will need to be aware of your surroundings. Understand them and your place in it. For example, if you plan to hike a new or difficult path you must arrive prepared with the proper hiking boots, appropriate clothing, have enough snacks and drinks so you can stay hydrated, same applies when you enter a new culture, you must understand the new surroundings in order to effectively function with your new environment’s boundaries.

Keep an eye on things: – While hiking, you will need to keep an eye on the trail. What do you see, is the path properly marked with green, red or blue colors; or is it poorly marked, or not marked at all? If you enter a new culture and do not understand the simple functions of that new society you will have a difficult time navigating your way around. Keep your eyes wide open to how others around interact with each other, it will help you prevent minor or serious mistakes early on.

Look at things from different angles: – At times during your hike, you may need to look up, look out or look around yourself; this allows you to can gain perspective on where you are. For example, watch how people greet each other in casual meetings and contrast it with how they greet each other at work. Pay notice to the local environment’s media, how do they portray business people, family, children, all these images are telling you what the culture values.

Prevent yourself from getting lost: – In order to not get lost while hiking you must look back. This is the point during your journey where you stop walking, turn around and look back, check out your back trail. Doing this prevents you from getting lost. You get a clearer picture of where you came from when you look back; this looking back process allows you to move forward. “When it comes to culture and your new surroundings, you must look back at your roots, the ways in which you were brought up play a major part in how you interact in your new environment.”

“The looking back process is most overlooked. When I work with leaders, I ask them to look back. It is one of the most important steps towards global growth. If you don’t look back, you can’t move forward.” 

Look ahead, plan for the unexpected: We have “looked back,” now we must “look forward.” At times, during your hike, you will need to stop and look ahead so you can plan and think about where you want to go. Ask yourself, are there any obstacles preventing me from completing my hike? Same applies to global business, you must be willing to look ahead at obstacles that may block your forward movement, sometimes the blocks are small, sometimes big, but looking ahead allows you to plan as best you can for them. Even if you can’t change them in the here and now, knowing they may show up allows you to not be caught off guard.

Don’t do it alone: – Just as it is recommended that you never hike alone, the same applies to global leadership, have a support system in place in case you hit crossroads, barriers or obstacles. Sometimes in hiking you may come to a fork in the road and may need to think about which path is the way to go, or you may not be able to see far enough ahead into the path to determine how to proceed. Should things suddenly not look right or you feel confused, you may need to have others guide you so you can remain on course or pick a new direction.

Have a map: – When hiking it helps to have a map of where you are and where you would like to end up, it is the same when you are developing your Global Leadership Persona™ you will need to be aware of where you are, understand where you are going, and prepare for the unexpected. Your success depends on it!

I end this piece with the following: “Pay attention to your surroundings, be mindful of where you are within your surroundings. This type of attitude will allow you to reap the benefits of a more productive and invigorating work and living environment.”

Candida Marques – Global Arrival ©2018.