Uncovering Hidden Assets

Many years ago, I had an assignment in Mexico helping leaders improve their communication skills with their American clients. At best, my Spanish was/is intermediate.  Everyone at the company made me feel welcomed, and they accepted my limited Spanish.  During dinner receptions, they were sensitive that I might not understand some of their conversations or their customs. The Mexicans accepted me, my language limitations, and my cultural missteps.  Gracious people made me feel comfortable in a world so outside my environment.   

But something else happened.  At the end of each day, I was exhausted, completely spent.  Back at the hotel, I was disappointed to find only one TV channel aired any shows in English.  I watched it anyway.  Here I was on a temporary assignment working in my native language in the company of accepting people, and I was drained.  

At that moment, I had an epiphany that shaped my career. I was the non-native speaker.  Yes, I was accepted, but I did not feel connected.  My passion remains true today: to help people working across language and culture strive for clarity, deliver messages with impact, and develop compelling narratives. 

What is the problem to be solved?

Non-native speakers of English often lack confidence in communication.  The explosion of virtual meetings has not helped. What is the cost?  For the individual, career stagnation; for the organization, talented individuals can become hidden assets. 

Why does the does problem exist?

It takes two to tango.  Organizations should recognize that miscommunication on global teams can only be solved by both native and non-native English speakers. Baseline services usually focus only on language and fail to address the underlying linguistic and cultural pain points.    

Why is the problem “hidden?”

Most non-native English-speaking professionals contribute significantly on their global teams.   They are productive.  They are sometimes in the leader’s role.  However, the constant feeling of being an outsider can create a confidence deficit.  Significant cross-cultural and linguistic challenges can go unnoticed by native speakers.

 What are these challenges?

Non-native English speakers tell us they sometimes:

• struggle to contribute during live meetings

• fear their next promotion is in danger because of “communication skills”

• get flustered and nervous in public and in moments of business crisis

• feel left out as native speakers quickly dominate the flow of ideas

  What creates this deficit of confidence?

1.     Some organizations have not fostered an environment where the native English speakers are sensitive to the needs of their non-native speaking colleagues.

 2.     The Stigma of Accent:  The accented speaker is perceived to have a problem and that it can be “fixed.” The focus mistakenly is on how the individual sounds rather than on the clarity of their message. This creates a vicious accent cycle called a “stereotype threat” and triggers diminishing confidence even among successful people. Message clarity is a business essential; accent reduction is not.

3.     A lack of inclusiveness can be triggered when cultural and linguistic differences are not recognized; thus, subtle, nuanced communication can be easily lost. 

4.     The lack of confidence often causes the non-native speaker to repeat themselves.  “Did I get it right?  Let me say again in another way.” Overusing words becomes repetitive creating a bad habit, and messages become convoluted.

5.     The reluctance to speak with impact:  the non-native speaker often receives feedback to deliver messages clearly and slowly.  However, the advice is incomplete.  Leaders need to inspire and motivate, not deliver content slowly and in a monotone.   The use of “safe” English undermines the ability to sound interesting.

How is the problem solved?

·      Organizations identify solutions that combine the dynamics of language, culture, and leadership to help everyone become more complete communicators. The results: the uncovering of hidden talent and an expanded leadership pipeline. 

·      The native speakers need to first understand the issues; then adjust to become more inclusive allowing for their counterparts to contribute with confidence.  The result: stronger relationships and improved communication on global teams.     

·      Both native and non-native speakers should accurately identify their communication challenges and follow a guided plan that helps them create narratives with clarity and impact. The result: confidence allowing their talent to surface and be recognized.