In the Media: Insights on Intercultural Competence

I recently had the opportunity to share my insights on intercultural competence in two expert interviews for the Austrian HR platform hrweb.at. Here are the English translations - you can also find the links to the original German versions below.

Intercultural Competence for Personnel at Different Levels

Question: What intercultural competences must a MANAGER have to successfully work with a multicultural group of employees?

Intercultural competence is a communication competence built on three cornerstones: attitude, knowledge, and skills.

Attitude. Anyone managing a multicultural workforce must be willing to learn new things and adapt their behavior. That's a fundamental prerequisite. You need to be interested in, even curious about, other cultures and value diverse perspectives and customs.

Knowledge and Insights. Three aspects are particularly important. First, as a manager, you need to understand why intercultural conflicts arise and how they can be avoided and resolved. Second, you need insights into your employees' cultures, especially their values and communication styles. And finally, you must be aware of your own culturally influenced attitudes and approaches. This cultural self-awareness will allow you to understand how your own leadership and communication style may affect others—and how it may contribute to misunderstandings.

Skills. Knowledge is not enough. As a manager, you must be able to put knowledge into practice - to switch perspectives, adapt your communication style to the situation at hand and the individuals you're talking to, and resolve conflicts between employees from different cultures.

Attitudes, knowledge, and skills result in a cognitive flexibility that will enable you to foster a work environment in which all employees feel valued and heard.

Find the original German version with additional expert opinions here: Interkulturelle Kompetenz für Personal auf unterschiedlichen Ebenen.

Intercultural Competence as a Driver for Success and Cooperation - Not as Simple as it Sounds.

Question: What are the biggest challenges when it comes to developing intercultural competence?

The biggest challenge is the knowing-doing gap. Knowing and understanding is one thing, but being able to apply insights in a practical situation so that interactions work better is another. That's why it's important for training and coaching programs to be interactive. Participants must be more than just passive listeners.

There are various hurdles to overcome when putting knowledge into practice. One of them is the feeling that changing your behavior makes you less authentic. Maybe you think that when you adapt your behavior, you give up a little bit of who you are. But intercultural competence is not about giving something up or becoming someone else, it's about growing as a person.

Ethnocentric thinking is another obstacle to acquiring intercultural competence. Deep down, many people are convinced that their own culture is superior. Authenticity and ethnocentrism are interrelated and must be addressed in training.

The development of intercultural competence is a process that's never complete. There’s not ever a point when I can say, “OK, now I have intercultural competence and won't have any more problems.” In any training, it is therefore important to formulate achievable and realistic goals It's crucial to define what intercultural competence means – and what not.

Another challenge is the time and energy required to advance your skills. If you've got a full-time job and perhaps also a family, it can be difficult to find the time and energy for a course or coaching sessions, even if you recognize the value of such a step. That is why organizations must support these measures and find effective and efficient programs.

Question: How can greater intercultural competence influence cooperation, workplace atmosphere, and business success?

Diversity is often highlighted as an advantage—and rightly so. However, if people don't know how to talk with one another, diversity can also lead to problems: misunderstandings, stereotypical assumptions, conscious and unconscious exclusion, frustration, and inefficiency. The willingness and ability to switch perspectives are essential. This does not mean approving and adopting all views. It is about dealing with other people and opinions in an informed and respectful manner. Intercultural competence strengthens precisely this ability and improves communication and cooperation within the company.

A management team that doesn’t just promote intercultural competence as a value but actively encourages it - for example, through training - creates trust and security. It builds an inclusive work environment in which everyone feels that they and their opinions are heard and valued.

Intercultural competence also helps strengthen cooperation with external stakeholders. For companies that operate internationally or want to tap into new markets, it's extremely important not to use their own culture as the sole benchmark. An example from my work: Austrian companies planning to enter the US market often focus on Austrian quality as a unique selling point. But that may be ineffective. You have to be open to the fact that other cultures, such as the US, may have different priorities. It is crucial for a company's success abroad to recognize these differences and adapt its communication accordingly. That, too, is intercultural competence.

Find the original German version with additional expert opinions here: Interkulturelle Kompetenz als Motor für Erfolg und Zusammenarbeit | Klingt einfach. Ist es nicht.

As an intercultural trainer and communication coach, I help organizations and individuals overcome the knowing-doing gap and work more effectively in diverse settings. Contact me if you need help!

Contact