Great leaders are often lauded for their ability to speak eloquently, whether it’s in the boardroom or at the negotiating table. However, just as much gets done when leaders step back and listen. Cross-cultural leadership, in particular, can benefit from observation, providing an opportunity to gather crucial insights into the context in which they operate.
I learned the power of observation at an early age, when I first began working in my father’s office in Iraq. I was always eager to go to work—partly because I had some cool stories to share with my friends at school. But mostly, it was because I recognized the opportunity to learn through observation.
The Tea Maker’s Seat at the Table: My Early Education in Cross-Cultural Leadership
When I worked at my father’s office as a boy, one of my favorite tasks was to prepare the tea and coffee for meetings, a known gesture of hospitality and generosity in Iraq. This also gave me an excuse to be in the room when important conversations were being had. To them, I was just the kid sitting at the meeting table, and they did not pay me much mind. But I didn’t care; preparing tea and coffee gave me a reason to sit with them.
I could then absorb everything—the content of the conversations, the words and gestures used, the jokes told. It taught me a lot about communication. It also taught me a lot about problem-solving. I noticed that my father and his colleagues did not focus on each problem in a vacuum. They would consider the big picture. What was the economy like at the moment? What was happening in politics? What was going on at the national and international levels that could impact this problem and its potential solutions?
These discussions were very interesting to me—and very educational. They taught me the importance of considering context and of being flexible to adapt to evolving circumstances. But I think the most important thing I learned in those moments of youthful observation was the value of informed flexibility—understanding that the answers in business, just as in life, are not so black and white.
Putting Knowledge Above Status: Why Leaders Should Be Willing to “Be the Assistant”
As the world has become increasingly globalized, workforces have become more culturally diverse. Yet most leadership training still assumes cultural homogeneity. I often tell people working in cross-cultural leadership, “You need to be the assistant.” Recognize that knowledge is currency and accept that you may have to put aside the status of leader for a moment and instead take the role of assistant—preparing the proverbial tea or coffee—to gain a deeper understanding of the society you seek to serve.
By stepping back and observing, you gain a deeper understanding of the context in which you are operating, which is critical in a foreign environment where cultural sensitivity is key. You want to see people and how they interact—their communication styles, their values, their unspoken rules. You can’t learn these nuances from reports or presentations alone.
Similarly, by stepping back and staying silent, you can see who the real decision-makers are. Titles and hierarchy only tell you so much. It’s by seeing people in action, interacting with their peers, that you get a sense of their actual roles and responsibilities.
Finally, taking the observer’s role allows you to discern how problems are solved. Different cultures approach problem-solving differently. In Iraq, for example, tribal leaders have long played a significant role in society, and relationships with tribes must be considered when making certain business decisions.
The Long-Term ROI of Observation
Years later, when I took over my father’s company, my time preparing tea proved invaluable. The years of observation had taught me how people communicated, how problems were solved, and, most importantly, how business was done in the unique context of Iraq, where a complex history and tribal relationships continue to shape modern commerce and decision-making.
Every organization, every society, has its unwritten rules of engagement. For cross-cultural leadership to succeed, those rules must be learned—and quiet observation is the best way to do that.