July 30, 2024 โข 16 mins
Ever wondered how the best leaders foster innovative problem-solving within diverse teams? Discover the secret sauce of curiosity and self-awareness in our latest episode of "Two Chaps, Many Cultures." Hosts Christian Hรถferle and Brett Parry take you on an illuminating journey into the heart of effective questioning. By categorizing questions into investigative, speculative, productive, and interpretive types, they reveal how asking the right questions can unlock deeper inquiry and enhance cross-cultural collaboration. Tune in to find out how you can harness these insights to become a more impactful leader and drive success in a global work environment.
Effective communication isn't just about what you say, but how, when, and where you say it. In this episode, Christian and Brett delve into the nuances of intercultural communication, offering practical tips on choosing the appropriate context for your questionsโbe it one-on-one, in groups, verbally, or through written formats like email or Slack. They stress the importance of cultural adaptability and the often-overlooked skill set required to ask the right questions. Learn how to leverage cultural insights from your diverse team and remain engaged as a leader, ensuring your questions are not only culturally appropriate but also impactful. Don't miss these invaluable insights that can transform your leadership approach and foster a more inclusive, innovative work environment.
๐๐ฌ๐ค ๐พ๐๐๐ฅ๐จ โ ๐๐๐ฃ๐ฎ ๐พ๐ช๐ก๐ฉ๐ช๐ง๐๐จ is the worldโs #1 show on the business of culture and the culture of business. Christian Hรถferle and Brett Parry ponder culture in short bursts and deep dives, featuring your questions and comments related to culture, business, and personal growth.
Be sure to check out and subscribe to our YouTube channel for even more great content: https://www.youtube.com/@TwoChapsManyCultures
Visit https://theculturemastery.com/ for more information about the skills for working in a global context.
The music on this episode is provided courtesy of Sepalot.
โDuum Diipโ - Artist: Sepalot - Label: Eskapaden - Copyright control
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
In our work, we promote the importance of
self-awareness and curiosity,and there are always different
levels of curiosity, especiallywhen it comes to working across
cultures, so leaders may or maynot be tripped up by the
questions that they should haveasked or didn't ask yet, and
those who ask the best questionswill be arguably the most
(00:24):
successful in a global workenvironment.
Let's find out what this is allabout intelligence.
Listen along as we present thetopics, tips and strategies you
(00:45):
can use to develop the power ofcultural understanding in your
personal and professional life.
Speaker 2 (00:51):
Here are your hosts, christian Huffala and Brett
Parry.
Welcome back to Two Chaps, manyCultures, the number one show
on the planet for culture, thebusiness of culture and the
culture of business, where toomuch culture is never enough.
Welcome back, mate.
How are you any good questionsfor me today?
Speaker 1 (01:10):
I just got the best quality questions for you.
And what makes a question aquality question, I might ask
and do business professionalsreally know how to ask the
really smart questions, thosequestions that elicit the
answers that they are lookingfor to be more successful?
(01:32):
And do business professionalsin a global context, those of
you that work internationally,who work across cultures are we
really formally trained in theart of asking those good
questions?
Are we?
Speaker 2 (01:50):
Well, curiosity is the key.
We did an episode a few weeksback, actually, about curiosity
maybe having a particular effecton a particular animal and
question that.
But curiosity is reallyfundamental, as Christian said.
You know, it's really the twomain tenets self-awareness and
curiosity.
And asking questions.
Asking the right questionsstarts with, obviously, a
(02:12):
leader's intention.
They like to get their peopletogether, the idea being that
you get a bunch of people in aroom with multiple ideas,
multiple points of view,multiple ways to interpret a
problem.
Then you're going to it's justby osmosis get a very creative
outcome.
But of course, um, they justrecently read an article.
(02:34):
We're prompted that we mightwant to talk about just what are
those questions and what arethe most effective questions
that you can bring to the tableas a leader and in a
brainstorming session like I'vejust described.
Obviously people are comingwith new ideas and maybe you're
trying to just be reflective orresponsive in terms of your
(02:54):
questions.
But really planning out thesethings is.
You know, from our experiencein the business world working
with clients, we've reallyobserved the best leaders are
the ones that ask the bestquestions.
Speaker 1 (03:06):
Yeah, and I think what makes it a bit tricky for,
let's say, global professionalsor for their well, their factual
knowledge of the thing thatthey do really well, often
(03:30):
stands in the way of asking goodquestions, right?
So their approach tocollaboration or to leadership
is often twisted towards problemsolving rather than
investigating, or rather thaninquiry, right?
So one could argue, thequestions that they don't ask
(03:52):
are the ones that can get theminto trouble.
Speaker 2 (03:55):
Absolutely, and so this article kind of suggested
five different areas or fivedifferent types of questions, or
families of questions, if youwish.
They kind of generally agreedwith them, although obviously
we're putting it into a culturallens.
So there's the way that weapproach these conversations.
So we'll start with.
The first one was investigative, and this is obviously where
(04:16):
you're trying to tease out.
You know what's known, what dowe know now?
What can we investigate?
Like a detective does, right,they investigate the current
evidence that's before them andthat kind of allows you to
clarify the purpose.
It's the why behind what you'redoing.
It's the things that we want tokind of sit back and say what's
(04:38):
the purpose for us to do thisas a group, as individuals?
What are we trying to achieve,group, as individuals?
What are we trying to achieve?
And that investigative approachoften sparks different
questions or prompts differentthoughts when you ask the right
questions and many people don'ttend to go deep enough with
these questions they tend tokind of graze over them and
(04:58):
throw maybe a big picture, a biggoal in front of people,
thinking that every person isgoing to be motivated by the big
picture.
But culturally that's notalways the same.
Some people are very organic.
They just want to know greatwell, when are we going to do it
and how are we going to do it.
Other folks want the big dream.
They want the big picture, andthat can sometimes be a cultural
(05:20):
thing.
Speaker 1 (05:21):
Another category of questions would fall into the
category of speculativequestions, the what-if questions
that can broaden the scope,that helps us reframe or explore
more creative solutions,questions like what other
scenarios might exist?
Or could we do this differently, perhaps?
(05:42):
What else could we propose hereas a solution?
How can we, or what could wepotentially simplify or modify
or eliminate in the course ofour process here?
What are potential solutionsthat we haven't considered so
far?
What-if questions that keeppeople on their toes, that light
(06:06):
a spark of investigation, so tosay, and again, a question
framework that triggers thedetectiveness.
Speaker 2 (06:17):
And, of course, at one point when the rubber needs
to hit the road.
So the third one is like theproductive questions.
So the third one is like theproductive questions what are
the talents and the resources wehave around us that can
actually take action onanswering these questions?
And so that really establisheshow fast are we going to go.
How are we going to approachthis?
What can we use in our pastlearnings to make our processes
(06:41):
easier?
And, of course, what are thenext steps?
What decisions, what decisiveaction steps are we going to
take to be able to implementthis project, this action, this
outcome?
Speaker 1 (06:54):
Next category category that was a different
word.
Category are interpretivequestions.
So what do I make this mean?
So what does all this mean tome and this is particularly a
question set that globalprofessionals will run into for
themselves, for their ownself-awareness and also to help
(07:15):
them understand the work thatthey do with their global
counterparts?
What did I learn from this?
What does this information tellme?
What does this mean for ourwork that we do right now?
How does that fit within thescope of goals that we define
for ourselves, and what are wetrying to accomplish here?
(07:37):
These are Questions that helpus interpret what the experience
is and help us find solutionsthat work for us individually
and for the teams in which weoperate.
Speaker 2 (07:52):
And that's a really important one.
It kind of ties into the lastone and that's the subjective
nature.
And in the article we readthere was kind of one way of
thinking about subjectivity.
But the way we look at subjectwas kind of one way of thinking
about subjectivity.
But the way we look atsubjectivity is an aspect of
culture.
Different cultures look atdifferent problems in a
different way.
They might identify an aspectof a culture or a project
(08:16):
through the lens of the time.
What time do we need to do this?
What time constraints do wehave?
How much time are we going totake to do it?
All of those things might be aconsideration.
So that might be through thelens of, say, high-risk culture
that might want to take actionvery quickly.
Other cultures are looking atit through their subjective lens
(08:37):
, through the sense of what datado we need, what information,
what are the things we need toprepare for?
Which, from a morecertainty-orientated culture,
makes sense for them, becausethey're not willing to take the
decision in a very fast way.
And both of these people arelooking at the same problem.
Remember, we're not justlooking at different things,
(08:58):
we're looking at exactly thesame problem.
But their subjectivity kicks inand of course that can go back
to the one that's above, asChristian said.
That may inform how theyinterpret the things of the
questions that we're asking.
Speaker 1 (09:11):
Yeah, and now let's be clear.
I mean as a leader.
There will be a point where youstop asking questions, where
you have to give instructions.
You want to find a balancebetween the I'm in inquiry mode
or I'm in elicitation mode withmy team and I go into
decisiveness and leading mode.
Right, there is often thatbalance that you have to strike
(09:36):
and ideally leaders aren'trequired to have all the answers
, right?
That's why we need thosequestion frames.
In a perfect world, your teamhas the answers.
Your job is to elicit it, getit out of your team's heads.
They may not be aware of thefact that they have the answers.
(09:57):
So if you ask the rightquestions, you get the best out
of your people.
Right and efficient leaders dothis by being curious we talked
about it earlier by beinglisteners, leaning in listeners,
listeners who don't justcollect information but who
follow up on the information anddig deeper into the meaning and
(10:20):
interpret it with thosequestion frameworks we shared
earlier.
And I think being humble,displaying humility in asking
questions is, especially when wework across cultures is of huge
importance in my mind, becausevery often asking questions can,
(10:41):
if not done properly, can comeacross as being judgmental or
being predisposed to a certainline of thought, right.
So inquiring or askingquestions in a humble way, in a
genuinely curious way, soundsdifferent than asking questions
like why did you do it that way,which would most likely bring
(11:06):
up the defenses of the personthat's being asked that question
.
Speaker 2 (11:11):
There was one thing that I disagree in that article
about that they were promotingthe use of why questions and, as
you just said, right, that thewhy question can intimidate
people.
It's kind of like you'reinterrogating them and so they
have this response that theyhave to go into defense mode.
And what we're encouraging is acuriosity and the
(11:34):
self-awareness and, againthrough our work, the humility
to look at yourself, look atyour own leadership style, and
the higher you go up thecorporate ladder, the more risk
you're going to be asked to take, the more responsibility you're
going to be asked to take on.
So you want to be engaged withthe right type of questions and
(11:54):
if you train your team aroundyou that you are going to ask
these very good questions at theright time, with the right
intention, you're going tomotivate people just by Natural
osmosis.
Speaker 1 (12:09):
I completely agree with you.
I wouldn't necessarily say thatany why question is bad.
I think it totally depends onthe context.
Let's say you've built a teamthat has great rapport with one
another and there's a robustlevel of trust among the people
in the team.
You certainly can ask, hey, whyis that not working the way we
(12:31):
planned it to work right?
So that could be theinvestigative part of the
question framework.
It's being mindful of when touse which questioning framework.
And this is where I would saycultural intelligence and
emotional intelligence arehugely important.
The more developed you havethese essential skills cultural
(12:57):
intelligence, emotionalintelligence the more you will
be equipped to know whichquestion to ask, at what time
and how to ask these questionsand whom to ask these questions.
Do I ask them one-on-one?
Do I ask them in a forum, in agroup?
Do I ask them verbally?
(13:17):
Do I ask them in a written textmessage, email, slack, whatever
tool you use right?
So knowing with whom, how, when, in which tonality and which
framework to use our leadershipskills, they are very often not
taught in your subject mattertrack of education.
(13:40):
You might be a fantasticengineer.
You might be a fantasticbusiness MBA, you might be a
doctor, a lawyer, you might be,a technician, you might be.
I don't care what it is you do.
You're fantastic in what you'redoing.
That's why you are in that role.
I would venture a guess thatnobody ever systematically
(14:01):
taught you how to ask thesequestions the right way.
Speaker 2 (14:04):
Right, and don't assume you're the one that
always has to answer questions,especially I'm just thinking
across borders if you've gotresponsibility for leading other
countries.
There may be somebody and acolleague or a subordinate in
that country that might actuallybe able to inform you about the
right questions to ask,suitable for that culture, and
(14:26):
perhaps even having them ask thequestion might be even more
suitable because they arematching the style with the
colleagues around them in acultural sense.
But also be very engaged and bewilling to learn those so that,
when that person is not there,that you already have the tools
to be able to ask thosequestions yourselves.
(14:46):
So that's what we are askingtoday.
Speaker 1 (14:50):
That's what we're asking A very important question
.
Speaker 2 (14:51):
That's what we're asking, a very important
question.
That's what we're asking tothink about the questions you
ask and, just in a culturalsense, bring in.
You know, be prepared to sitback, observe, learn from others
, learn from your own experience.
See what works.
You know life's a box of candy.
You're never gonna go.
What're going to get.
They should put that in a movie.
Speaker 1 (15:12):
Maybe they should.
Let's ask somebody if they'rewilling to do that and, as Brett
said, trust your culturaladvisor, trust your culture
coach, trust your liaison in thehost culture.
If you're not certain how to goabout this most elegantly and
effortlessly, there are peoplewho can help with this.
(15:35):
Trust that person.
Just ask us.
Speaker 2 (15:39):
Just ask us, and we're going to ask you to also
subscribe.
Hit that bell and join the clubright.
Be a part of the conversation,ask good questions, ask
questions of us or just tell usthat we're wrong.
If of the conversation, askgood questions, ask questions of
us or just tell us that we'rewrong.
If you want, that's good too.
We'll ask why.
We may ask why we're wrong, andwe're quite happy to take the
(15:59):
answers.
So again, good to see you again, mate.
Another good week of workacross cultures.
We wish everybody all the best.
This has been Two Chaps, manyCultures, the show where too
much culture is barely enough.
Just any final thoughts?
Any final questions, my friend?
Speaker 1 (16:18):
I ran out of questions.
Is that appropriate for thisepisode?
I'm, I'm, I've asked it all.
Speaker 2 (16:25):
Yeah, One question is are there any other questions?
If not, we'll see you later.
Bye now.
In our work, we promote the importance of
self-awareness and curiosity,and there are always different
levels of curiosity, especiallywhen it comes to working across
cultures, so leaders may or maynot be tripped up by the
questions that they should haveasked or didn't ask yet, and
those who ask the best questionswill be arguably the most
(00:24):
successful in a global workenvironment.
Let's find out what this is allabout intelligence.
Listen along as we present thetopics, tips and strategies you
(00:45):
can use to develop the power ofcultural understanding in your
personal and professional life.
Speaker 2 (00:51):
Here are your hosts, christian Huffala and Brett
Parry.
Welcome back to Two Chaps, manyCultures, the number one show
on the planet for culture, thebusiness of culture and the
culture of business, where toomuch culture is never enough.
Welcome back, mate.
How are you any good questionsfor me today?
Speaker 1 (01:10):
I just got the best quality questions for you.
And what makes a question aquality question, I might ask
and do business professionalsreally know how to ask the
really smart questions, thosequestions that elicit the
answers that they are lookingfor to be more successful?
(01:32):
And do business professionalsin a global context, those of
you that work internationally,who work across cultures are we
really formally trained in theart of asking those good
questions?
Are we?
Speaker 2 (01:50):
Well, curiosity is the key.
We did an episode a few weeksback, actually, about curiosity
maybe having a particular effecton a particular animal and
question that.
But curiosity is reallyfundamental, as Christian said.
You know, it's really the twomain tenets self-awareness and
curiosity.
And asking questions.
Asking the right questionsstarts with, obviously, a
(02:12):
leader's intention.
They like to get their peopletogether, the idea being that
you get a bunch of people in aroom with multiple ideas,
multiple points of view,multiple ways to interpret a
problem.
Then you're going to it's justby osmosis get a very creative
outcome.
But of course, um, they justrecently read an article.
(02:34):
We're prompted that we mightwant to talk about just what are
those questions and what arethe most effective questions
that you can bring to the tableas a leader and in a
brainstorming session like I'vejust described.
Obviously people are comingwith new ideas and maybe you're
trying to just be reflective orresponsive in terms of your
(02:54):
questions.
But really planning out thesethings is.
You know, from our experiencein the business world working
with clients, we've reallyobserved the best leaders are
the ones that ask the bestquestions.
Speaker 1 (03:06):
Yeah, and I think what makes it a bit tricky for,
let's say, global professionalsor for their well, their factual
knowledge of the thing thatthey do really well, often
(03:30):
stands in the way of asking goodquestions, right?
So their approach tocollaboration or to leadership
is often twisted towards problemsolving rather than
investigating, or rather thaninquiry, right?
So one could argue, thequestions that they don't ask
(03:52):
are the ones that can get theminto trouble.
Speaker 2 (03:55):
Absolutely, and so this article kind of suggested
five different areas or fivedifferent types of questions, or
families of questions, if youwish.
They kind of generally agreedwith them, although obviously
we're putting it into a culturallens.
So there's the way that weapproach these conversations.
So we'll start with.
The first one was investigative, and this is obviously where
(04:16):
you're trying to tease out.
You know what's known, what dowe know now?
What can we investigate?
Like a detective does, right,they investigate the current
evidence that's before them andthat kind of allows you to
clarify the purpose.
It's the why behind what you'redoing.
It's the things that we want tokind of sit back and say what's
(04:38):
the purpose for us to do thisas a group, as individuals?
What are we trying to achieve,group, as individuals?
What are we trying to achieve?
And that investigative approachoften sparks different
questions or prompts differentthoughts when you ask the right
questions and many people don'ttend to go deep enough with
these questions they tend tokind of graze over them and
(04:58):
throw maybe a big picture, a biggoal in front of people,
thinking that every person isgoing to be motivated by the big
picture.
But culturally that's notalways the same.
Some people are very organic.
They just want to know greatwell, when are we going to do it
and how are we going to do it.
Other folks want the big dream.
They want the big picture, andthat can sometimes be a cultural
(05:20):
thing.
Speaker 1 (05:21):
Another category of questions would fall into the
category of speculativequestions, the what-if questions
that can broaden the scope,that helps us reframe or explore
more creative solutions,questions like what other
scenarios might exist?
Or could we do this differently, perhaps?
(05:42):
What else could we propose hereas a solution?
How can we, or what could wepotentially simplify or modify
or eliminate in the course ofour process here?
What are potential solutionsthat we haven't considered so
far?
What-if questions that keeppeople on their toes, that light
(06:06):
a spark of investigation, so tosay, and again, a question
framework that triggers thedetectiveness.
Speaker 2 (06:17):
And, of course, at one point when the rubber needs
to hit the road.
So the third one is like theproductive questions.
So the third one is like theproductive questions what are
the talents and the resources wehave around us that can
actually take action onanswering these questions?
And so that really establisheshow fast are we going to go.
How are we going to approachthis?
What can we use in our pastlearnings to make our processes
(06:41):
easier?
And, of course, what are thenext steps?
What decisions, what decisiveaction steps are we going to
take to be able to implementthis project, this action, this
outcome?
Speaker 1 (06:54):
Next category category that was a different
word.
Category are interpretivequestions.
So what do I make this mean?
So what does all this mean tome and this is particularly a
question set that globalprofessionals will run into for
themselves, for their ownself-awareness and also to help
(07:15):
them understand the work thatthey do with their global
counterparts?
What did I learn from this?
What does this information tellme?
What does this mean for ourwork that we do right now?
How does that fit within thescope of goals that we define
for ourselves, and what are wetrying to accomplish here?
(07:37):
These are Questions that helpus interpret what the experience
is and help us find solutionsthat work for us individually
and for the teams in which weoperate.
Speaker 2 (07:52):
And that's a really important one.
It kind of ties into the lastone and that's the subjective
nature.
And in the article we readthere was kind of one way of
thinking about subjectivity.
But the way we look at subjectwas kind of one way of thinking
about subjectivity.
But the way we look atsubjectivity is an aspect of
culture.
Different cultures look atdifferent problems in a
different way.
They might identify an aspectof a culture or a project
(08:16):
through the lens of the time.
What time do we need to do this?
What time constraints do wehave?
How much time are we going totake to do it?
All of those things might be aconsideration.
So that might be through thelens of, say, high-risk culture
that might want to take actionvery quickly.
Other cultures are looking atit through their subjective lens
(08:37):
, through the sense of what datado we need, what information,
what are the things we need toprepare for?
Which, from a morecertainty-orientated culture,
makes sense for them, becausethey're not willing to take the
decision in a very fast way.
And both of these people arelooking at the same problem.
Remember, we're not justlooking at different things,
(08:58):
we're looking at exactly thesame problem.
But their subjectivity kicks inand of course that can go back
to the one that's above, asChristian said.
That may inform how theyinterpret the things of the
questions that we're asking.
Speaker 1 (09:11):
Yeah, and now let's be clear.
I mean as a leader.
There will be a point where youstop asking questions, where
you have to give instructions.
You want to find a balancebetween the I'm in inquiry mode
or I'm in elicitation mode withmy team and I go into
decisiveness and leading mode.
Right, there is often thatbalance that you have to strike
(09:36):
and ideally leaders aren'trequired to have all the answers
, right?
That's why we need thosequestion frames.
In a perfect world, your teamhas the answers.
Your job is to elicit it, getit out of your team's heads.
They may not be aware of thefact that they have the answers.
(09:57):
So if you ask the rightquestions, you get the best out
of your people.
Right and efficient leaders dothis by being curious we talked
about it earlier by beinglisteners, leaning in listeners,
listeners who don't justcollect information but who
follow up on the information anddig deeper into the meaning and
(10:20):
interpret it with thosequestion frameworks we shared
earlier.
And I think being humble,displaying humility in asking
questions is, especially when wework across cultures is of huge
importance in my mind, becausevery often asking questions can,
(10:41):
if not done properly, can comeacross as being judgmental or
being predisposed to a certainline of thought, right.
So inquiring or askingquestions in a humble way, in a
genuinely curious way, soundsdifferent than asking questions
like why did you do it that way,which would most likely bring
(11:06):
up the defenses of the personthat's being asked that question
.
Speaker 2 (11:11):
There was one thing that I disagree in that article
about that they were promotingthe use of why questions and, as
you just said, right, that thewhy question can intimidate
people.
It's kind of like you'reinterrogating them and so they
have this response that theyhave to go into defense mode.
And what we're encouraging is acuriosity and the
(11:34):
self-awareness and, againthrough our work, the humility
to look at yourself, look atyour own leadership style, and
the higher you go up thecorporate ladder, the more risk
you're going to be asked to take, the more responsibility you're
going to be asked to take on.
So you want to be engaged withthe right type of questions and
(11:54):
if you train your team aroundyou that you are going to ask
these very good questions at theright time, with the right
intention, you're going tomotivate people just by Natural
osmosis.
Speaker 1 (12:09):
I completely agree with you.
I wouldn't necessarily say thatany why question is bad.
I think it totally depends onthe context.
Let's say you've built a teamthat has great rapport with one
another and there's a robustlevel of trust among the people
in the team.
You certainly can ask, hey, whyis that not working the way we
(12:31):
planned it to work right?
So that could be theinvestigative part of the
question framework.
It's being mindful of when touse which questioning framework.
And this is where I would saycultural intelligence and
emotional intelligence arehugely important.
The more developed you havethese essential skills cultural
(12:57):
intelligence, emotionalintelligence the more you will
be equipped to know whichquestion to ask, at what time
and how to ask these questionsand whom to ask these questions.
Do I ask them one-on-one?
Do I ask them in a forum, in agroup?
Do I ask them verbally?
(13:17):
Do I ask them in a written textmessage, email, slack, whatever
tool you use right?
So knowing with whom, how, when, in which tonality and which
framework to use our leadershipskills, they are very often not
taught in your subject mattertrack of education.
(13:40):
You might be a fantasticengineer.
You might be a fantasticbusiness MBA, you might be a
doctor, a lawyer, you might be,a technician, you might be.
I don't care what it is you do.
You're fantastic in what you'redoing.
That's why you are in that role.
I would venture a guess thatnobody ever systematically
(14:01):
taught you how to ask thesequestions the right way.
Speaker 2 (14:04):
Right, and don't assume you're the one that
always has to answer questions,especially I'm just thinking
across borders if you've gotresponsibility for leading other
countries.
There may be somebody and acolleague or a subordinate in
that country that might actuallybe able to inform you about the
right questions to ask,suitable for that culture, and
(14:26):
perhaps even having them ask thequestion might be even more
suitable because they arematching the style with the
colleagues around them in acultural sense.
But also be very engaged and bewilling to learn those so that,
when that person is not there,that you already have the tools
to be able to ask thosequestions yourselves.
(14:46):
So that's what we are askingtoday.
Speaker 1 (14:50):
That's what we're asking A very important question
.
Speaker 2 (14:51):
That's what we're asking, a very important
question.
That's what we're asking tothink about the questions you
ask and, just in a culturalsense, bring in.
You know, be prepared to sitback, observe, learn from others
, learn from your own experience.
See what works.
You know life's a box of candy.
You're never gonna go.
What're going to get.
They should put that in a movie.
Speaker 1 (15:12):
Maybe they should.
Let's ask somebody if they'rewilling to do that and, as Brett
said, trust your culturaladvisor, trust your culture
coach, trust your liaison in thehost culture.
If you're not certain how to goabout this most elegantly and
effortlessly, there are peoplewho can help with this.
(15:35):
Trust that person.
Just ask us.
Speaker 2 (15:39):
Just ask us, and we're going to ask you to also
subscribe.
Hit that bell and join the clubright.
Be a part of the conversation,ask good questions, ask
questions of us or just tell usthat we're wrong.
If of the conversation, askgood questions, ask questions of
us or just tell us that we'rewrong.
If you want, that's good too.
We'll ask why.
We may ask why we're wrong, andwe're quite happy to take the
(15:59):
answers.
So again, good to see you again, mate.
Another good week of workacross cultures.
We wish everybody all the best.
This has been Two Chaps, manyCultures, the show where too
much culture is barely enough.
Just any final thoughts?
Any final questions, my friend?
Speaker 1 (16:18):
I ran out of questions.
Is that appropriate for thisepisode?
I'm, I'm, I've asked it all.
Speaker 2 (16:25):
Yeah, One question is are there any other questions?
If not, we'll see you later.
Bye now.
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