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58 SMT Magazine • October 2016 starts by 10 a.m. is considered on time. That can difficult to explain to a customer with a more rigid cultural perception of "on time." Language and Learning Training is another area where problems can arise in cross-cultural teams. For example, when the EMS company that I worked at in Mexi- co decided to upgrade its ERP system, manage- ment made the decision to conduct all training in English because the team members using the system were all fluent in English. Once train- ing started, the bulk of the purchasing depart- ment was consistently failing their tests. The company president, who was Mexican, was the first to identify the problem. He remembered that as a student in Chihuahua he had stud- ied math and physics in English to better pre- pare for study at a U.S. university. One of the things he had discovered over time was that even though Spanish was his first language, be- cause he had learned his basic math and phys- ics concepts in English, he found it extremely difficult to do advanced study of those subjects in Spanish. Conversations with purchasing per- sonnel uncovered the same pattern. They had learned supply chain management concepts in Spanish and learning the new system through English training was making it difficult to re- late the new information to the concepts they understood. The training was switched to Span- ish and the ERP implementation went smooth- ly from that point on. Learning to Think Globally I've often thought there are two distinct types of people: those who are comfortable working globally and move among different societies with little cultural conflict, and those who are uncomfortable outside of their own cul- ture. These global people don't have all the an- swers, but they have learned to watch and listen for cultural cues when visiting new countries or dealing with people from unfamiliar cultures. Their openness to new ideas and new relation- ships builds bridges with every new conversa- tion they have. Conversely, those who are un- comfortable often try to avoid this learning ex- perience and consider anyone who is different to be less educated or uncouth. This dichotomy of comfort level occurs in all cultures, so it is important to understand that in some cases no matter how hard one tries to build a bridge with a team member from a different culture, they may not be open to it. Generally, one can tell whether or not a bridge can be built in the first five minutes of conver- sation. Global people will find shared values and common interests. People who are cultural- ly rigid will tend to complain about the other's culture or resist attempts to have anything but a purely business conversation. Strengthening Relationships While not appropriate in all cultures, social- ization is often a good way to strengthen team and customer relationships. This can be par- ticularly true when visiting the other's coun- try. Make a point of eating local cuisine with team members or customers either at lunch or dinner, depending on what is appropriate for the situation. Where appropriate, try to reserve some time for casual conversation about fami- ly, hobbies, regional attractions or topics of in- terest to the others present. The more you dis- cover shared values or interests, the stronger the relationship becomes. If you are travelling to a new country try to read up on language, customs and general information ahead of the trip. Learn a few polite phrases in the language of that country. I've found that just making a small effort to speak a host's language sends the signal that I value the relationship. I've also found that building a "day to explore" into new country visits enables me to discuss what I've seen with my hosts and the fact that I've taken the time to visit a museum, monument or just BUILDING BRIDGES WITH CROSS-CULTURAL TEAMS " Once training started, the bulk of the purchasing department was consistently failing their tests. "