In the UK, client listening is an established way for professional services firms to find out how they are doing. It has evolved, as firms have become braver at seeking feedback, with some firms even labelling their programmes 'fearless'. What then, of those firms who want to evolve the practice to include their overseas offices? Is it simply a case of taking what has worked here and rolling it out? In this article, we explore some of the challenges that you might face when taking your listening global and why 'copy-paste' might not lead to the results you hope for.
What challenges will you face when you take your client listening global?
Client Talk is based in the UK, and as such, the bulk of our work tends to be with fellow UK-based firms. However, many of our clients are global, which means we work with individual offices overseas, and we have international clients. Sometimes, we work with multiple offices. A recent project, saw us roll out client listening to 7 jurisdictions, interviewing in 6 languages, and it has provided us with an opportunity to explore what it means to take client listening global.
Language: Most English-speakers offer language as the main challenge of going global. However, language masks a hidden level of complexity, even for those firms who decide to interview in English, regardless of the client’s mother tongue.
Expanding globally goes beyond simply translating interviews conducted in different languages into a common language. While this task has become easier with the help of AI, the real challenge lies in the fact that words can have varying meanings across different cultures. Even seemingly universal terms like "team" can be interpreted differently depending on the cultural context.
How we listen is impacted by cultural context. Words can be misunderstood where there is no shared context. Nonverbal communication and communication styles can vary. All of this means that for conclusions to be reached at a global level, these subtleties need to be considered and understood.
One way to get around this challenge is to make sure that interviews are conducted by native speakers, or where non-native, speakers who have a deep cultural understanding of the country where they are interviewing. These individuals will need to think about what the objectives of the exercise are, and how to achieve those objectives by asking culturally sensitive questions. They can feedback the answers with any particular cultural nuances. Moreover, an understanding of the cultural context means that rapport is more likely to be built and the interview will generate richer insights.
A failure to do this will mean that global feedback is not evaluated on a like-for-like basis.
Client Listening can mean different things in different jurisdictions
What client listening means: Different jurisdictions will have different views on what client listening means and how it should be conducted. Understanding different cultural perspectives is critical in the delivery of client listening overseas and getting buy-in.
South Americans are unused to client listening. Hierarchy and strong existing networks will be challenges to implementation. This can be contrasted with Australia where client listening is more embedded than in the UK and is generally led by BD teams, not externals. These two extremes show the span, and you will find a myriad of differences as you travel from Santiago to Sydney. A one-size-fits-all approach will not work.
Culture can be a reason to resist. Added to cultural differences in feedback, is the additional truth that at a human level, we do not like to feel that something is being imposed on us.
Autonomy is important and where client listening is an initiative that rolls out of head-office the implications for other offices needs to be handled with care. As with the listening exercise, listen to your colleagues. The resistance they might have might be a reflection of the nuances of their place of doing business. Start with what you are looking to achieve, and invite individuals to think about how this might best be achieved in their jurisdiction.
Models of Cultural Intelligence and Cultural Competence, which treat cultural difference from the basis of shared human behaviours rather than differences, offer a sophisticated approach to working cross-culturally. Working with Cultural Intelligence and Cultural Competence you can increase participation and involvement, and negate suggestions of cultural imposition. Ultimately, increasing the effectiveness of delivery.
If you want to find out how Client Talk can help you take your client listening global, get in touch.
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