Differences in trust-building between West and Asia

In the West, trust often begins with capability: “Show me what you can do, and I’ll believe in you.” But in Japan, it starts with character: “Let me understand who you are, then I’ll trust what you do.” At monoya, we’ve felt this difference deeply. When we first started engaging with Japanese partners, we expected our portfolio and success stories to do the talking. They didn’t. Meetings were polite but reserved. Decisions moved slowly. Then we shifted gears—less pitching, more listening. We invested in relationships. We showed up consistently. We respected silence and patience. Over time, trust started to build—not because we talked about our work, but because we shared our values. One moment that stands out: a partner told us, “What mattered wasn’t your proposal—it was how you carried yourself.” That stuck with us. In Japan, trust isn’t built in the boardroom—it’s built in the in-between moments: over dinner, during shared silences, through consistent follow-ups. It’s relational, not transactional. For global teams entering Japan, remember: trust here is earned slowly, but it’s rock-solid once it’s there. Have you experienced this cultural shift in trust-building? I’d love to hear your thoughts. #Trust #JapanBusiness #CulturalInsights #monoya #CrossCulturalLeadership

Six years. That's how long it took from our first conversation to signing a planning contract with a Japanese client. Six years of the same questions asked multiple times. Six years of circular discussions that felt like we were going nowhere. Six years of wondering if we were wasting our time. I’m sure you’ve felt this frustration yourself. I've watched countless Western managers hit the same wall — brilliant professionals who start questioning their own competence because their Japanese counterparts keep asking questions they've already answered months ago. So why do Japanese companies operate this way? It goes to the core of Japanese business culture. It's rooted in a fundamentally different definition of risk and reward. In the West, we're taught that the biggest risk is moving too slowly — missing opportunities, losing competitive advantage, letting the market pass us by. We talk about "windows of opportunity" that will close if we don't act fast. And the reward? Personal advancement. Career wins. Proving you can close deals quickly. In Japan, it's different. Personal ego and career advancement through quick wins aren't the primary motivators. Japanese organizations move forward on a different time scale. The reward isn't individual glory — it's collective success and long-term stability. They'll willingly let time-sensitive deals pass by if they're not certain. They'll watch competitors move ahead rather than rush into a situation they can't fully trust. Because they're not measuring success on the same yardstick we are. It's not about speed. It's about thoroughness. Reliability. Avoiding mistakes. Getting it right the first time — with the right partner and the right technology. When you understand this, the circular process makes perfect sense. They're not being indecisive. They're being diligent. Every repeated question isn't poor memory — it's testing you for consistency. Every additional meeting isn't inefficiency — it's reducing uncertainty and building internal consensus. What can you do differently? First off, you need to stop measuring progress by Western standards. A fifth meeting that covers familiar ground? You might think it’s a waste of time, but for your Japanese counterpart it might actually bring the breakthrough — because it has added the missing layer of clarity and trust. Prepare for the long game. Document everything meticulously (they will). Stay consistent in your answers. Embrace the repetition rather than resenting it. Be open to share more than you would with other clients. And most importantly: adjust your definition of success. If you're optimizing for speed, you might want to move on. If you're optimizing for a partnership that lasts a decade, suddenly those years of patient work start to make sense. The client who finally decides to go with you after two years of conversations? They'll be with you forever.

🏢 The Chinese factory manager's question changed everything for me: "Do you trust me, or do you trust the contract?" I was 3 years into working as the only foreigner in a Chinese company. We were negotiating with a European client insisting on 47 pages of legal clauses. His follow-up hit harder: "Your people spend 6 months writing contracts to protect against problems. We spend 6 months building relationships to prevent them." That moment taught me something profound about bridging East-West business dynamics. 👉 Western approach: Bulletproof agreements first, then collaboration. 👉 Eastern approach: Unbreakable trust first, then formalization. After 20 years in China, I've seen both approaches succeed and fail spectacularly. The companies that master this bridge don't just survive here - they thrive. My advice for those ready to upgrade their China strategy: ✅ Start with relationship building (Eastern wisdom) ✅ Document with clear agreements (Western discipline) ✅ Solve problems through dialogue, not lawyers ✅ And above all - invest time in understanding the culture behind the contracts 🌏 In a world where supply chains define success, being China-ready isn't optional anymore. It's the bridge to a market that shapes the future of global business.

Dignity plays a huge role in Asia. Even in buying and selling. Wrong.... Especially in buying and selling. --- Every sales meeting in Southeast Asia has two negotiations. The first is about price. The second and often more important - is about face. In our part of the world, “face” isn’t about vanity or pride. It’s about dignity, respect, and emotional safety. It’s the invisible layer that decides whether a buyer feels comfortable saying yes or even telling you the truth. Western sales culture values directness. They challenge. They push. They reward confrontation as a form of confidence. And it works, especially in cultures that see disagreement as healthy and growth. But here, confrontation without permission is a risk. You can have the best pitch, perfect timing, and logical ROI, but if the buyer feels exposed, disrespected, or cornered, the deal dies. Worse if the deal dies a slow painful death in your pipeline. That’s why so many sellers in Southeast Asia think they’re being ghosted. In reality, they’ve just taken too much face. “Giving face” means allowing the other person to preserve respect, even in disagreement. It means asking questions gently, praising contributions publicly, and disagreeing privately. It’s a slower form of selling, but it builds long-term trust and access. The kind of access that Western sellers struggle to replicate here. In this region, deals don’t collapse because of price. They collapse because someone - intentionally or not - took away someone else’s face. Selling here is about protecting dignity while finding alignment. It's not about trying to look smart of winning an argument. That’s what real influence looks like in Asia. And that's what sellers here should acknowledge and apply in their deals and conversations to be in control of their deals. ✌

Is our (Western) culture superior? Lessons from my time in China When I first arrived in China, I was struck by how different everything felt. The way people approached problems, communicated, and conducted business was all foreign to me. It made me exhausted and frustrated to say the least. I remember thinking, how is it that they have found a way to do EVERYTHING different, indirectly wishing for some common ground. Eventually, I realized something profound: their way of thinking wasn’t wrong, it was just different. And more importantly, it worked. One of the biggest cultural clashes I remember was the difference between direct and indirect communication. In the West, we often value getting straight to the point. We get the deal done, then we can drink and have fun. But in China, it’s the complete opposite. I learned that relationships and context matter deeply. They don’t care about your contract, they need to know and trust you. So, the result. Endless dinners, KTV sessions, golf rounds, and even meeting Masters, parents, grandparents, people that, for me, had NOTHING to do with our business, but for them they all played an important part in a bigger play I couldn’t initially see or understand. At first, I struggled to accept this because back home they wanted to see results, fast, progress, tangible things. Reporting back saying that, yeh, things move on great with the potential client, “we were really drunk yesterday, and he told me a very personal story, and tomorrow he is taking me to see an old classmate of his from university who runs a cafeteria round the block, where NOT definitions of that. The frustration about their methods how to do business was I realize now more about my own inability to let go of the idea that “our way is the right way”. This belief, I now see, is not only limiting but dangerous. It closes us off from learning, growing, and connecting with others on a deeper level. Tolerance isn’t just about accepting differences, it’s about actively seeking to understand them, learning from them, and then finally incorporate them in your life. The Chinese way of thinking and doing things isn’t better or worse than ours—it’s just different. And that’s okay. In fact, it’s more than okay, it’s super valuable. Their approach has taught me that there are multiple ways to solve a problem, and sometimes, the most effective solution comes from a perspective we’re not familiar with. In a world which seems to be more polarized than ever it would be nice to remind ourselves that we are 99.99% identical from a DNA perspective and yes, we have different ways of doing stuff, but that doesn’t make anyone good or bad, just different. Different is great. Learn to love it and become a better person. Its not easy, but the good things never are. I still have to remind me every single day walking outside my main door :) #culture #tolerance #business #China #shenzhen

I've been thinking a lot lately about how to *really* cultivate psychological safety in teams as a facilitator in Asia. To quote from an HRM Asia article, "In many Asian cultures, challenging superiors is frequently seen as disrespectful due to higher power distance in relationships. These cultural nuances reveal that Western experiences tend to align more closely with the concepts implied in typical psychological safety frameworks. The article continues: "In Western settings, taking interpersonal risks is often seen as a positive behavior, encouraging innovation and open dialogue. Conversely, in many Asian cultures, such risks are associated with a potential loss of face or group harmony, leading to reluctance in open communication. " To bridge this, I believe that organizations must cultivate cultural intelligence—the capability to function effectively across various cultural contexts. 🌏 This week, I'm leading daily leadership and team workshops in central and southern Taiwan for groups eager to develop their inclusive communication skills. I've observed that an awareness of psychological safety, and putting it into action by using the SCARF model, can be very helpful, however, only if definitions such as what risk-taking *actually* means in one's cultural context can be discussed first. 💡 Ultimately, cultivating psychological safety in Asia requires more than applying frameworks—it calls for culturally and locally attuned leadership and open conversations about what safety, risk, and inclusion look like across different cultural lenses. When we begin with cultural awareness and humility, we create space for more voices to be heard, and for teams to thrive on trust—not just theory. #psychologicalsafety #culturalintelligence #globalleaders #Asia

5 realities of Korean business culture that foreign entrepreneurs and agents Must Master 1. 𝐘𝐨𝐮𝐫 𝐫𝐞𝐩𝐮𝐭𝐚𝐭𝐢𝐨𝐧 𝐰𝐚𝐥𝐤𝐬 𝐚𝐡𝐞𝐚𝐝 𝐨𝐟 𝐲𝐨𝐮. In Korea, introductions matter more than cold outreach. A trusted recommendation can open doors that emails never will. Building credibility isn’t about what you say—it’s about who vouches for you. 2. 𝐇𝐢𝐞𝐫𝐚𝐫𝐜𝐡𝐲 𝐬𝐭𝐢𝐥𝐥 𝐝𝐢𝐜𝐭𝐚𝐭𝐞𝐬 𝐢𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞. Corporate job titles may be softening, but in external business, rank and seniority hold weight. A casual approach can be seen as a lack of seriousness. Know who holds real decision-making power and address them with the right level of respect. 3. 𝐃𝐞𝐚𝐥𝐬 𝐬𝐭𝐢𝐥𝐥 𝐡𝐚𝐩𝐩𝐞𝐧 𝐨𝐮𝐭𝐬𝐢𝐝𝐞 𝐭𝐡𝐞 𝐨𝐟𝐟𝐢𝐜𝐞. For employees, after-hours gatherings might be optional. But trust is built over shared meals, golf, or informal meetings. Declining too many invitations can stall negotiations. You don’t need to drink, but knowing how to engage in social business settings is part of the game. 4. 𝐒𝐢𝐥𝐞𝐧𝐜𝐞 𝐬𝐩𝐞𝐚𝐤𝐬 𝐥𝐨𝐮𝐝𝐞𝐫 𝐭𝐡𝐚𝐧 𝐰𝐨𝐫𝐝𝐬. Western business culture values directness, but in Korea, the real meaning is often in what is left unsaid. Alert: a long pause in a negotiation isn’t hesitation - it’s a test. Making an effort and learning will go a long way in your business. 5. 𝐘𝐨𝐮𝐫 𝐢𝐦𝐚𝐠𝐞 𝐬𝐩𝐞𝐚𝐤𝐬 𝐛𝐞𝐟𝐨𝐫𝐞 𝐲𝐨𝐮 𝐝𝐨. Startups may embrace casual wear, but when it comes to negotiations, your appearance signals credibility. An importer, supplier, or investor will form an opinion before the first handshake. In Korea, looking the part is 𝐬𝐭𝐢𝐥𝐥 a strategic move. Use it. The landscape is evolving, but in Korea, respect, patience, and positioning remain the quiet forces that determine success, especially for those without a big name behind them, who must go the extra length to earn trust

Why Indonesian professionals often struggle with Western clients (Hint: It’s not about talent) After 15 years between Southeast Asia and Europe, I’ve seen too many Indonesian professionals miss out on international opportunities. (Not because of a lack of skill) But because of a gap in cultural expectations. So let’s bridge that gap, starting today. Here are 5 unspoken expectations Western companies have: Clarity over Harmony ↳ We often soften bad news or speak indirectly. ↳ Western teams prefer direct and clear communication, even if it’s uncomfortable. Proactive > Reactive ↳ Don’t wait to be asked. ↳ Come with solutions, ideas, updates, they’ll see you as a leader. Time = Trust ↳ Deadlines aren’t flexible. ↳ Missing them (even slightly) erodes confidence quickly. Responsibility is personal ↳ Own your tasks fully. ↳ “I wasn’t informed” doesn’t work in this culture. Challenging ideas = Respect ↳ In the West, respectful pushback shows engagement. ↳ Silence can be mistaken for disinterest. Bonus: 2 more shifts to level up globally: Feedback ≠ Attack ↳ In Indonesia, direct criticism feels harsh. ↳ In Western teams, feedback is a growth tool, not personal. Documentation > Memory ↳ “Saya ingat kok” isn’t enough. ↳ Clear notes, task tracking, and written updates build trust. If you work with global clients or dream of growing your career abroad… These cultural shifts matter as much as your technical skills. Let’s not just be excellent → Let’s be understood. P.S. Which of these 7 resonates most with your experience? Feel free to repost ♻️ so others in your network can learn too. #CrossCulturalCommunication #GlobalCareer #RemoteWorkTips #IndonesianProfessionals #WorkCulture #LeadershipSkills

𝗜𝘁’𝘀 𝗻𝗼𝘁 𝗶𝗺𝗽𝗼𝘀𝘁𝗲𝗿 𝘀𝘆𝗻𝗱𝗿𝗼𝗺𝗲. 𝗜𝘁’𝘀 𝗰𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗱𝗶𝘀𝘀𝗼𝗻𝗮𝗻𝗰𝗲. Western leaders misdiagnose what many Asian leaders actually experience. A senior executive I coached in Hong Kong had built a remarkable career across continents. British and American elite education. A global leadership role in a top firm. Respected. Accomplished. Admired. Yet privately, he felt inauthentic, as if he didn’t fully belong in either culture. His story reveals a deeper truth: In Hong Kong, feelings of “not enough” don’t always stem from self-doubt… They often come from clashing values. 1️⃣𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝗼𝗻 𝘃𝘀. 𝗴𝗿𝗼𝘂𝗽 𝗵𝗮𝗿𝗺𝗼𝗻𝘆 His global HQ celebrated individual stars. His local team and family honoured collective success. 🛠 His shift: → Framed achievements as team outcomes → Credited predecessors before claiming innovation ✅ Result: Engagement soared. His team felt seen. 2️⃣𝗗𝗲𝗰𝗶𝘀𝗶𝘃𝗲 𝗮𝗰𝘁𝗶𝗼𝗻 𝘃𝘀. 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝘁𝗿𝘂𝘀𝘁 His Western training prized speed. His Hong Kong roots valued trust before action. 🛠 His shift: → Built strong relationships before key decisions → Created safe spaces for unspoken concerns ✅ Result: Faster implementation, less resistance His breakthrough wasn’t in choosing one style over the other. It came when he stopped seeing the tension as a problem and started treating it as a leadership asset. Western leaders in Hong Kong often feel their instincts don’t land. Hong Kong leaders in global firms feel fake when forced to self-promote. The solution isn’t assimilation. It’s 𝗮𝗱𝗮𝗽𝘁𝗶𝘃𝗲 𝗶𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲: the capacity to hold both truths at once. 👉 Could your quiet discomfort be a sign of deeper cross-cultural fluency? ------------------------------------- This post is part of an ongoing effort to bring more culturally complex leadership stories into the spotlight, especially those that challenge dominant narratives. ♻️ Share this with a leader navigating global complexity. 👉 I'm Josianne Robb (ICF PCC), coaching APAC leaders navigating complexity, culture, and change.

The Trust Factor in Intercultural Negotiations: Insights from a Systematic Review Trust is essential for financial success in negotiation. I have developed the Tru$tCurrency concept and want to share this interesting study. In today's globalized world, trust is a fundamental pillar in business and negotiation. But what happens when trust is tested across cultural boundaries? A recent systematic review by Mariusz Sikorski and Prof. Dr. Arnd Albrecht, MBA (2025) sheds light on the complexities of trust in intercultural negotiations and offers valuable insights for professionals navigating global deal-making.  Trust Varies Across Cultures One of the key takeaways from the research is that trust is not universal—it varies significantly between high-trust and low-trust cultures.  - High-trust cultures (e.g., the U.S., Northern Europe, East Asia) tend to assume trust until proven otherwise.  - Low-trust cultures (e.g., Latin America, the Middle East) require more time and relationship-building before trust is granted. This has direct implications for negotiators: what works in one cultural setting may backfire in another. As Sikorski & Albrecht state, “Individuals from different cultures not only assess trustworthiness differently but also tend to trust members of other cultures to a lower degree.” Trust Repair is Harder in Intercultural Contexts Breaking trust in a negotiation is one thing—repairing it is another challenge, especially in intercultural settings. The study finds that different cultures interpret trust violations and apologies in distinct ways.  - In Western cultures, apologies typically signal responsibility and regret.  - In Japan, apologies focus on acknowledging the counterpart’s burden, rather than admitting guilt. This underscores why trust cannot be restored with a one-size-fits-all approach. Effective trust repair requires cultural intelligence and a deep understanding of the counterpart’s perspective. Implications for Global Negotiators For professionals engaged in international business, partnerships, and diplomacy, this study offers clear takeaways:  ✔ Recognize cultural differences in trust-building—some counterparts require immediate openness, others need time.  ✔ Adapt strategically—find the balance between bridging cultural gaps and maintaining authenticity.  ✔ Communicate with awareness—misinterpretations can quickly erode trust, especially across high-context and low-context cultures.  ✔ Be intentional about trust repair—apologies and solutions must align with cultural expectations. As Sikorski & Albrecht conclude, “Trust is a crucial element in negotiations, and it is even more important in intercultural contexts.” Understanding how trust is formed, lost, and regained across cultures is no longer optional—it’s essential for success. Read the full paper here: https://lnkd.in/d9pctusR