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Working with a Russian coworker

Excerpts from "The Culture Map" by Erin Meyer:

The French, Spanish, and Russians are generally stereotyped as being indirect communicators because of their high-context, implicit communication style, despite the fact that they give negative feedback more directly. In fact, most European countries are direct, with Russians, Dutch, and Germans as particularly prone to offering frank criticism.

Americans are stereotyped as direct by most of the world, yet when they give negative feedback they are less direct than many European cultures.

Russia is a puzzlingly complex culture that have finessed the ability to speak and listen between the lines yet give negative feedback that is sharp and direct. Russians often pass messages between the lines, but when it comes to criticism they have a directness that can startle their international colleagues.

If you are walking through the street without a jacket, little old Russian ladies may stop and chastise you for poor judgment. . . . In Russia there is no reticence about expressing your negative criticism openly. For instance, if you are displeased with the service in a shop or restaurant you can tell the shop assistant or waiter exactly what you think of him, his relatives, his in-laws, his habits, and his sexual bias.^[1]

[Erin Meyer] thought about this observation a few weeks later when she received a call from a British colleague. She explained to Meyer that a young Russian woman named Anna Golov had recently joined her team and was upsetting a lot of people whose help she needed to get her job done. “I’m calling you, Erin,” Golov said, “because I wondered if the problem might be cultural. This is the fourth Russian coordinator we have had in the group, and with three of them there were similar types of complaints about harsh criticism or what has been perceived as speaking to others inconsiderately.”

A few days later, Meyer had the opportunity to witness the problem in action. While Meyer prepared to teach one morning, Golov herself was in the room with Meyer setting up the classroom. Meyer was going through stacks of handouts, counting pages to make sure we had enough photocopies, while Golov was carefully checking the IT equipment, which, to their annoyance, was not working properly. Meyer appreciated the fact that Golov was handling the problem with such tenacity and that Meyer did not have to get involved. The fact that the Russian was humming quietly while she worked gave Meyer an extra sense of relaxed assurance.

But then Meyer heard Golov on the phone with someone in the IT department. “I’ve called IT three times this week, and every time you are slow to get here and the solution doesn’t last,” she complained. “The solutions you have given me are entirely unacceptable.” Golov went on scolding the IT manager, each sentence a bit harsher than the one before. Meyer held her breath. Was Golov going to tell him how she felt about his sexual bias? Thankfully not at that moment.

Later, the British colleague asked Meyer, as the resident cross-cultural specialist, whether Meyer would accompany her when she spoke with Golov about the problem. Meyer was not thrilled at the request. She certainly did not look forward to witnessing Golov learn what her new colleagues were saying about her behind her back. But at Carlson’s insistence, Meyer agreed.

They met in the British colleague’s office, and the Brit tried to explain the reputation that Golov had unknowingly developed across the campus, citing specific complaints not just from the IT department but also from the photocopying staff. Golov shifted uncomfortably in her chair while British woman explained that she had wondered whether the problem was cultural.

At first Golov did not really understand the feedback. She protested, “But we Russians are very subtle communicators. We use irony and subtext. You British and Americans speak so transparently.”

“Yes,” Meyer interjected. “But if a Russian has negative feedback to give, it seems that often that feedback is perceived to be harsh or direct to people from other cultures. Does that make sense?” “Yes, well...that depends who we are speaking with, of course. One point is that we tend to be a very hierarchical culture. If you are a boss speaking to your subordinate, you may be very frank. And if you are a subordinate speaking to your boss, you had better be very diplomatic with criticism.” The Brit smiled, perhaps realizing why she had never personally experienced any of Golov’s frankness.

Golov went on:

"If we are speaking with strangers, we often speak very forcefully. This is true. These IT guys, I don’t know them. They are the voices of strangers on the other end of the phone. Under Communism, the stranger was the enemy. We didn’t know who we could trust, who would turn us in to the authorities, who would betray us. So we kept strangers at a forceful distance. Maybe I brought a little too much of my Russian-ness into the job without realizing it."

Meyer noticed that Golov was now beginning to laugh a little as she continued to consider the situation. “We are also very direct with people we are close to,” she conceded reflectively. “My British friends here complain that I voice my opinions so strongly, while I feel like I never know how they really feel about the situation. I am always saying: ‘But how do you feel about it?’ And they are always responding: ‘Why are you always judging everything?’!”

“Now that I’m aware of this,” Golov concluded, “I’ll be more careful when I communicate dissatisfaction.”

The French have a saying, “Quand on connait sa maladie, on est à moitié guéri” — “When you know your sickness, you are halfway cured.” It applies to most cross-cultural confusions. Just building your own awareness and the awareness of your team goes a long way to improving collaboration. Now that British colleague is aware of the cultural tendencies impacting the situation, she can talk to Golov and her team about it, and Golov can take steps to give less direct criticism.

An explicit, low-context communication style gives Americans the reputation of lacking subtlety. Leave it to the Americans to point out the elephant in the room when the rest of us were working through our interpersonal issues nicely without calling attention to it. But foreigners are often surprised to find Americans softening negative criticism with positive messages.

Before moving to France, Meyer, having been raised, educated, and employed in the United States, believed that giving three positives for every negative and beginning a feedback session with the words of explicit appreciation before discussing what needs to be improved were universally effective techniques. If they worked well in America, then surely they should work just as well in France, Brazil, China and, well, everywhere.

But after living in Europe for a while Meyer learned to see this style from a completely different perspective. To the French, Spanish, Russians, Dutch, and Germans, the American mode of giving feedback comes across as false and confusing. Meyer's friend, who works frequently with Americans, said:

To a Dutchman, it is all a lot of hogwash. All that positive feedback just strikes us as fake and not in the least bit motivating. I was on a conference call with an American group yesterday, and the organizer began, “I am absolutely thrilled to be with you this morning.” Only an American would begin a meeting like this. Let’s face it, everyone in the room knows that she is not truly, honestly thrilled. Thrilled to win the lottery—yes. Thrilled to find out that you have won a free trip to the Caribbean—yes. Thrilled to be the leader of a conference call — highly doubtful. When my American colleagues begin a communication with all of their “excellents” and “greats,” it feels so exaggerated that I find it demeaning. We are adults, here to do our jobs and to do them well. We don’t need our colleagues to be cheerleaders.

The problem is that we can’t tell when the feedback is supposed to register to us as excellent, okay, or really poor. For a Dutchman, the word “excellent” is saved for a rare occasion and “okay” is . . . well, neutral. But with the Americans, the grid is different. “Excellent” is used all the time. “Okay” seems to mean “not okay.” “Good” is only a mild compliment. And when the message was intended to be bad, you can pretty much assume that, if an American is speaking and the listener is Dutch, the real meaning of the message will be lost all together.

Going to school or college in Russia

Meyer explains:

The same difference is reflected in the ways children are treated in schools. My children are in the French school system during the academic year and spend the summer in American academic programs in the Minneapolis area. In the United States, my eight-year-old son, Ethan, gets his homework assignments back covered with gold stars and comments like “Keep it up!” “Excellent work!” and, at worst, “Almost there...give it another try!”

But studying in Madame Durand’s class requires thicker skin. After a recent Monday morning spelling test, Ethan’s notebook page was covered sorrowfully in red lines and fat Xs, along with seven simple words from Madame Durand: “8 errors. Skills not acquired. Apply yourself!”

Working as an English teacher in Russia

In Russia, learning starts with understanding the grammatical principles underpinning the language structure. Once a person has a solid initial grasp of the grammar and vocabulary, you begin to practice using the language. Ironically, Russians knowledge of English grammar is far superior to that of many Americans. The disadvantage is that students spend less time practicing the language, which may mean they write it better than they speak it. As a result, potential teachers are often judged solely on their ability to understand grammar.

In principles-first cultures such as Russia, France and Belgium, people want to understand the why behind their boss’s request before they move to action. Meanwhile, applications-first learners tend to focus less on the why and more on the how.

One of the most common frustrations among Russian employees with American bosses, and students of American teachers's is that the American tells them what to do without explaining why they need to do it. From the Russian perspective, this can feel demotivating, even disrespectful. By contrast, American bosses may feel that Russian workers are uncooperative because, instead of acting quickly, they always ask “Why?” and are not ready to act until they have received asuitable response.

Why do so few Russians speak good English?

Few Russians travel abroad.

Living in Russia without knowing English isn’t much of a problem. All foreign films shown in the country are dubbed, and most books are translated. For most Russians, the matter of speaking English only comes up if they travel abroad. But this doesn't even apply to many people since 72 percent of Russians don't even have a passport for foreign travel, and 59 percent of them have never traveled beyond the borders of the former Soviet Union.

Soviet school.

Historical reasons.

Difficult and terrifying language.

Domestic market.^[2]

Supervising Russians

Meyer explains, that But the fifth promotion put Jepsen in charge of the company’s recently acquired Russian operation, his first international leadership position.

Relocated to a small town outside of Saint Petersburg, Jepsen was surprised by the difficulties he encountered in managing his team. After four months in his new job, he e-mailed me this list of complaints about his Russian staff:

1. They call me Mr. President
2. They defer to my opinions
3. They are reluctant to take initiative
4. They ask for my constant approval
5. They treat me like I am king

Jepsen explained:

“Week two into the job, our IT director e-mailed me to outline in detail a problem we were having with the e-mail process and describing various solutions. He ended his e-mail, ‘Mr. President, kindly explain how you would like me to handle this.’ This was the first of many such e-mails from various directors to fill my inbox. All problems are pushed up, up, up, and I do my best to nudge them way back down.” After all, as Jepsen told the IT manager, “You know the situation better than I do. You are the expert, not me.”

Meanwhile, the members of Jepsen’s Russian management team were equally annoyed at Jepsen’s apparent lack of competence as a leader. Here are some of the complaints they offered during focus group interviews:

1. He is a weak, ineffective leader
2. He doesn’t know how to manage
3. He gave up his corner office on the top floor, suggesting to the company that our team is of no importance
4. He is incompetent

While Jepsen was groaning that his team members took no initiative, they were wringing their hands about Jepsen’s lack of leadership: “We are just waiting for a little bit of direction!”

1. ↑ [Adapted from Vladimir Zhelvis, Xenophobe’s Guide to the Russians (2001; London: Oval Books, 2010).
2. ↑ Why do so few Russians speak good English? https://www.rbth.com/lifestyle/330073-why-russians-speak-english March 6, 2019 YEKATERINA SINELSCHIKOVA.