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tips & trends
Changing
your serve
Clues that it’s time to switch
your communication style
BY DENIS LECLERC, PH.D.
U.S. tennis player
Michael Chang
thought about
quitting during
the 1989 French Open.
Facing a relentless attack
from three-time champion
and top-ranked Ivan Lendl,
Chang fell behind early
and then suffered cramps
that hampered his comeback
bid on the red clay at
Roland Garros.
Rather than forfeit, Chang
decided to switch styles. He
started countering Lendl’s
power with slow, looping
returns that gave him time
to hobble back into position
between shots. During the
deciding set, Chang even
caught his Czech opponent
off guard with an underhand
serve. The unusual style
rattled Lendl, and Chang
went on to win the match
and later the tournament.
Athletes have the advantage
of a courtside scoreboard
that alerts them when
they need to switch their
game plan. Business leaders
must develop internal
gauges that guide them
through cross-cultural communications.
The most effective communicators
master a range
of delivery styles and then
respond to clues that tell
them when to switch things
up. Here are three classic
warnings that you might
need to try something new.
TALKING IN CIRCLES
If you catch yourself
repeating the same points
without getting the expected
responses, you need to
break the loop. The problem
might be something as basic
as a language barrier, which
often occurs when communicating
in English with
nonnative speakers. If so, try
rephrasing your message or
switching vocabulary.
Cultural differences also
create barriers. The key is
to find overlapping frames
of reference that everybody
understands. One of my students
reported an exchange
in Papua New Guinea, where
he went to solidify a partnership
with a remote tribe.
The young manager drew
a pizza pie on the ground
with slices representing the
tribe’s portion of potential
profits. When the sketch produced
blank stares instead of
the expected nods of affirmation,
the negotiator turned to
his cultural guide and asked
what the problem was.
The guide explained that
pizza was a foreign concept
to the tribal leaders, who
were more accustomed to
sharing roasted pig. The
negotiator asked his guide
which parts of the pig were
most prized, then he erased
his pizza drawing and
replaced it with a pig. He
marked the most favorable
portions for the tribe, and a
ILLUSTRATION BY DARYL JAMES
Denis Leclerc, Ph.D.
deal was soon closed.
VAGUE ANSWERS
A related warning sign is
vague answers when you
want a concrete “yes” or
“no.” Accompanying signals
include negotiation counterparts
who are quiet, disengaged
or using closed body
language. They might also
switch to their own language
to talk among themselves.
When this occurs, one
cause might be failure to
build personal connections
before getting down
to business. In many parts
of the world, people need
to feel that you are not only
interested in the deal, but
also in who they are. Going
to lunch or dinner in these
situations is about everything
except business.
So if you’re trying to
close a deal and not having
success, you might need
to switch your focus from
data to people. Look for
conversation starters in their
offices, such as photos on
the walls or knickknacks on
the shelves. Ask questions.
Be curious. Above all else, be
genuine.
TAKING WITHOUT
GIVING
The relationship building
process sometimes hinges
on the exchange of favors.
This can be unnerving for
46 spring 2013