The impact of culture comes with a price

I closely followed the news about the incidents that ultimately led to the resignation of the Dutchman Ron Jans as the soccer coach of FC Cincinnati in America. Although, I refrain from judging this particular case, it reconfirms a very important message to any of you managers...

In todays' world, the chances are very likely that you, as a manager, have to deal with diversity in or around your organization. Either having employees from different gender, nationality, culture, religion or you accepting a management position in another cultural environment.

If you are new to this, a very interesting website to assist you in understanding the impact of culture is https://www.hofstede-insights.com/. This website allows you to explore a number of important culture differences through the lens of their so-called 6-D Model©. In this manner and without too much research you can relate your cultural background to those, with other cultural backgrounds, you work or associate with.

Of course this only gives you the high level overview. In most cases that surface in conflicts concern much more subtle aspects of diversity.

As I spoke about this topic before, you will understand that when coaching individuals, their personal cultural background plays an important role in how you approach and guide him or her and create an environment of mutual respect, confidence and trust to reach the highest impact.

However, the case of Ron Jans addressed another aspect of your responsibilities. Also when it comes to you acting in (public) appearance diversity plays a crucial role.

If you are amidst your own team, fellow managers or in any other public appearance, even if interpreted by yourself as an informal get-together, you have to be highly aware and sensitive of the role model you have. And I am sorry to say, that you are not the one that judges if you are the best role model ever. It is the perception of the people around you who make that judgement call.

Earlier thinking that people have to take you, 'the manager', as you are, are definitely past. Perception can lead to other outcomes than you expect and desire.

Whilst you can relatively easy adjust your approach in individual coaching activities, the approach to the act in broader appearances should not be forgotten and underestimated.

Do not take the latter light and naïve, and that applies to both verbal (including gesture!) and written communication. Be considerate, and express yourself well thought through at any time. A mistake, as Ron Jans has experienced, is quickly made. The price you pay can be very high. After the fact excuses are in many cases too late.