London Calling: A Shared Language Doesn’t Equal a Shared Workplace Culture

Born and raised in United States, Katie just received a job opportunity in the United Kingdom. With no language barriers and London being only a puddle jump over the Atlantic Ocean, Katie expected a similar cultural environment to her home in the US. But once she arrived and began her new job, she experienced the culture shock of her life. Her British manager was distant and did not convey the warm personality traits like other managers she had worked with in the US, which caused Katie to feel as though she could not be her true self in the workplace.

A similar scenario: Steve, a United Kingdom native, was working at an agency headquartered in London, but after years of hard work, Steve received a promotion, which included a transfer to its New York offices. His adjustment to the new location resulted in many frustrations with the American workplace culture and he perceived a general lack of efficiency in American business. Many of his direct reports spent fewer hours a day working and were less efficient than what he was accustomed to from colleagues in the UK. Another aggravation included less paid time off than British businesses, especially when he thought it could potentially be a motivator for American colleagues to work harder for additional vacation time.

Katie and Steve are not alone. Many of these cultural differences play out in the business world, which has forced people to adjust and adapt. In this blog, we explore the similarities and differences between US and UK workplace environments as well as ways for employees to mentally prepare for the cultural change.

The UK and the US are oftentimes seen as more similar than different and commonly grouped together with other Anglo societies in the cross-cultural literature. The seminal GLOBE project on leadership qualities classifies the Anglo cluster of countries (Australia, Canada, England, Ireland, New Zealand, South Africa, and the USA) to have many common traits due to their shared historical roots and ideals stemming from the British Empire. Specifically, these countries are highly structured and authoritative as well as being characterized by a drive for gender equality. Other characteristics include a desire for high individual performance, a future-oriented outlook, strong family ties and emphasizing teamwork and collaboration. When looking specifically at leadership traits, a charismatic, team-oriented and participative leadership style is seen as most effective throughout the Anglo cluster of countries. The combination of these powerful and important similarities has proven that both these nations can complete high quality work.

Distinct differences are apparent between these two countries as well. While the UK and US have far more similarities than differences, there are unique differences between the countries that define this “special relationship.” Generally, those in England currently see their society as being more likely to avoid uncertainty, prefer authority, and less likely to have a humane orientation compared to their peers in the US. In terms of how their societies ideally function, those in the US value an individual performance orientation and less assertiveness than their peers in England. Specifically with leadership, Americans are expected to lead with more of a participative style and a humane outlook and need to adopt an idealistic approach to collaborative work in order to be perceived as successful. On the other hand, UK leaders emphasize efficiency and strong and impartial management and behavior is seen as businesslike and strictly impersonal.

The differences between these two countries can potentially create difficulties in the workplace. For both Katie and Steve, these differences caught them unaware and forced them to shift their outlook about how to approach their work. The key to successfully approaching new situations is having support and keeping an open mind. Additional tips for these types of transitions include:

1. Access informal support. Support can come in many forms, but informal social support is crucial when transitioning in a new environment. Katie was lucky in that she had several American friends overseas with her, albeit at different jobs and felt comfortable seeking advice as a source of support. When Steve moved to the US, he used a similar tactic: his roommate was American, whom he felt he could have frank and open discussions with, and a co-worker was also from the UK, which provided a connection because of a shared background. Tapping into these networks offer powerful outlets for employees in their transitions “across the pond.” Support back home is also crucial - if you are feeling low about your current situation in your new country, having friends and family to turn to via Skype or the phone is always useful. 
2. Request formal support from your company. Before an employee relocates, it is important to approach the company’s HR department to discuss potential difficulties with the transition and inquire about formal training. Frequently, a transition between Anglo companies is seen as moving from one similar locale to another, when in reality, experiences can be very different in each location. Formal training on what to expect and how business customs vary across nations can ground employees and provide a greater sense of security once they are in their new home. Along with practical help, such as finding housing, HR may also be able to put you in touch with other employees who have had a similar experience or can help ease the transition.
3. Do your homework and prepare ahead of time. Have all your questions about your new country been answered? Is there anything you’re expecting to be different in your new country compared to your home country? Even basic things like understanding how the food differs will give you a greater sense of security. Take some time to read guidebooks or speak to someone you might know who has spent time in your soon-to-be new home.

While Britain and the US have similarities that defines thier “special relationship,” distinct differences are present between the two countries. Identifying these differences on a deeper level can help explain some of our transatlantic experiences and expand our international perspectives. Increased awareness of the differences may help create smooth transitions in the future. We should not assume that just because those in the UK and US speak the same language and have many similar values that these countries are the same. Instead, we urge those planning a relocation to speak to as many people they know with familiarity of either locale to explain differences on a more human level than any academic research can provide. Finally, we hope that advanced preparation will help ensure a smooth transition so employees can focus on what matters most: quality job performance and enjoying learning about their new locale!

References

• Ashkanasy, N. M., Trevor-Roberts, E., & Earnshaw, L. (2002). The Anglo Cluster: Legacy Of The British Empire. Journal of World Business, 37(1), 28-39.
• Leslie, J. B., & Velsor, E. V. (2000). A Cross-national Comparison Of Effective Leadership And Teamwork: Toward A Global Workforce. Human Resource Development Quarterly, 11(2), 207-208.