The Art of Speaking Up

“Siew Tian, why don’t you speak up? I know you have something to say, and you’re not saying it,” I gently nudge a junior executive in Indonesia. We have worked together on various projects for several months, so I know what she is capable of. She is smart, her client service is unparalleled, and she constantly strives to learn. Yet, when her CEO enters the room specifically to seek feedback in her area of expertise, I once again watch her shrink from being a bright, outgoing creative professional to a subordinate who speaks in carefully couched, formal terms.” - Kate Sweetman

Kate Sweetman (2012) shared her interesting thoughts about power gets in the way in Asia in Harvard Business Review. Does this ring any bells with you?

I’ve been lucky enough to have the opportunities to learn from the Multinational Companies from 3 continents – Asia, Europe and North America. Human capital is one of the key driving forces for business growth across continents and it is found the most challenging.

Schneider and Smith (2004) believed that company culture starts with leadership and influence employees’ behaviour, it is viewed as the forces that sculpt employees’ behaviour. Diversify workforce and open communication are recommended to enhance performance and increase productivity.

World-renowned Professor Geert Hofstede (2010) defined six factors influence the culture of workplace: power distance, masculinity vs femininity, individualism, uncertainty avoidance index, long term orientation and indulgence.

Take a wild guess which country scored the highest index in Power Distance between Germany, Japan, Malaysia and United States?

Spot on! It is MALAYSIA. In fact, the highest in the world.

So what is power distance in this context?

Hofstede Insight Country Comparison analysis on Malaysia shown that high power distance resulted in the relationship between superior and subordinates is one of dependence, employees are influenced by formal authority. High power distance culture discourages employee empowerment and likely to result in low performance. Hierarchy culture creates defensive strategies among the employees.

Let’s see what other influences that impact the culture of a workplace in Malaysia. Low individualism index refers to a highly collectivist culture, employees act in the interest of the group than individuals. It is a masculine culture, employees will sacrifice family and leisure for career. Low uncertainty avoidance index shows Malaysian are adaptable and comfortable with ambiguity. Low long-term orientation index shows that majority people focus on achieving quick results rather than plan for the long term goals. Low indulgence index reflects on restrained culture, employees tend to cynicism and pessimism.

How to survive and thrive in high power distance and unique Malaysian working environment?

Valuable tips shared by Kate Sweetman (2012) in her article that may help you to level up your skills in "Art of Speaking Up”:

1. Communicate your intention.

2. Take action. Act like you mean it.

3. Seek feedback.

4. Don’t let backsliding get you off track.

5. Engage HR and create opportunities for others to learn how to speak up.

6. Designate an ombudsman.

Do you already have your very own compilation of "Art of Speaking Up"? What is inside your playbook? Looking forward to interesting sharing from you!

References:

1. Hofstede, G, Hofstede, G.J, & Minkov, M 2010, Cultures and organizations: software of the mind: intercultural cooperation and its importance for survival, 3rd edition, McGraw-Hill, New York.

2. ‘Hofstede insight country comparison’, Hofstede Insight, viewed 13th December 2019, <https://www.hofstede-insights.com/country-comparison/germany,japan,malaysia,the-usa/>

3. Schneider, B, & Smith, D.B 2004, Personality and organizational culture, Erlbaum, New Jersey.

4. Sweetman, K 2012, ‘In Asia, power gets in the way’, Harvard Business Review, 10 April, viewed 13th December 2019, <https://hbr.org/2012/04/in-asia-power-gets-in-the-way>