How To Deal With Foreign Bosses?

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One of the suggestions: when negotiating with the French boss, don't put your schedule too tight, do not intend to bring home the results at the beginning, but create a harmonious atmosphere before talking about the business.

The French have their own unique understanding of time.

They will not strictly abide by the predetermined schedule of meetings. Meetings often start later than scheduled time and are always longer than planned.

In business negotiations, you are often invited to a sumptuous lunch, but at lunchtime, the French rarely talk about the decisions they want to make, but talk about all kinds of minor problems in more detail.

Recommendation two: speech should not be too straightforward. When criticizing opinions, it is best to adopt a more euphemistic way.

France is a country that likes to talk around the bush.

French bosses never blame their employees directly and frankly, but hide their criticisms in hints.

The French like to make the conflict no killing, and they admit it is also very hesitant.

Therefore, those who condemn each other will soon make up for Frenchmen to be arrogant and opinionated.

Recommendation three: it is best to find a person with a comparable rank with the French boss to participate in the negotiations.

There is an unwritten rule in French enterprises, that is, "big boss has the final say".

Big boss is a decision-maker in the leadership group. He almost needs to ask him anything.

The top leaders of French enterprises usually come from several famous higher professional colleges in France. A telephone call from his classmates or alumni is often more effective than a long months of negotiations.

Keep your assets flexible with the British boss.

One suggestion: self mockery and keeping a low profile are part of British humour.

People who can't gossip should strengthen their training in this field.

The British are not afraid of making fun of themselves.

Before introducing the situation, the British prefer to make unprepared gestures so that they can show off with outstanding achievements.

In the negotiation of a project, they like to occasionally walk around in certain places and chat about sports or other trifles.

Recommendation two: abandon the idea of getting one hundred percent of the solution, respond to changes in time, and maintain the flexibility of the plan.

When negotiating a new project, the Englishmen will first study the project itself.

As for how to achieve it in the future, they will leave it to the next step to consider.

Recommendation three: carefully analyze the profitability of projects in short, medium and long term, and clearly tell their British partners.

The British attach great importance to profit margins. If they fail to see the benefits of business, they will quit.

Recommendation four: pay attention to the nuances of the British speaking.

For example, after you introduced the situation, the British politely said, "this sounds very interesting."

This may be entirely literal, but it may also be that he does not understand what you are talking about.

If you have doubts, you may ask, but you must use euphemism when criticizing.

The British want to be questioned rather than directed.

They are disgusted with the imperative tone, and expressing their opinions directly or without any disguise, may make the atmosphere of the negotiations tense, and the hard "no" will be interpreted as an insult.

Keep pace with American bosses.

One of the suggestions is to clearly demonstrate and strive to carry out its position, to be relaxed and aggressive, and to show the other party how to make their enterprises more competitive.

Simon Green, an international business culture expert who is an American citizen, said: "American individualism is the most serious in the world.

They absolutely believe that if everyone is desperate to pursue his own interests, he will have the best solution. "

American entrepreneurs generally believe that if everyone tries to become the best in the world at work, it will naturally benefit the business.

Recommendation two: Americans do not like to describe the whole business environment before negotiation. They like to solve problems one by one.

Therefore, we should quickly cut into the essence and determine predictable short-term goals.

Quick business is a virtue in the United States. American managers focus on success in business activities. They hope that they will get to the point in 10 minutes.

Recommendation three: carefully study the characteristics of American culture, pay attention to keep the flexibility and practicality of the plan.

American culture is driven by a strong entrepreneurial spirit. It seeks challenges rather than prudence.

Americans prefer practical solutions that can be patched up afterwards.