Good Morning, Mr. Jones--Uh, I Mean, Bob!
Common practices in the American workplace can frequently appear rude or naïve when translated to another country’s culture. This is especially true of the typical American business custom of using first names.
This distinctly American habit has a long history. In 1929, UPS founder Jim Casey made the policy of using given names part of the company’s first employee handbook. UPS spokeswoman Diana Hatcher explained recently that that the firm considers itself uniquely democratic, often plucking executives from the current employee pool. Their most recent CEO was originally an industrial engineer, whom everyone—from part-timers to executive VPs—calls “Mike.” Hatcher says, “I wouldn't dream of calling him anything else. It's a reminder that a person who starts out as a seasonal employee could be our next CEO."
However, American informality is not always appreciated by other countries. UPS, which operates in 200 countries, has had to inculcate the first-name policy in its 58,000 international employees. Although the practice caused upheaval at first, UPS found that one of the upsides of enforcing it has been that employees ultimately feel freer making suggestions to upper management.
In some countries, especially those with entrenched class structures like China and even Britain, UPS has found that the first-name rule can act as a motivator. When a society restricts an individual’s upward mobility due to birth status, little reason exists for achieving excellence. That changes, however, when an employee believes that merit rather than social class is rewarded. In these cases, the result can mean innovation that positively affects the company’s business operations, which has been the experience of UPS.
Nevertheless, some countries are still uncomfortable with the custom of using first names. An American journalist was surprised to find that in Korea, even peers use titles. Professor David Ricks of the University of Missouri, St. Louis, says the use of first names is “forced friendliness” that is unappreciated in many places. The policy of “When in Rome, do as the Romans do” should still be regarded. "When people come to do business in the U.S., they love the friendlier atmosphere and are comfortable using first names. But when they're back in their home environment, they are more comfortable being formal again," he says.
Even in America, use of first names is not always valued. In academic settings, calling instructors by their titles is still a frequent practice. Business Management Professor David Morand of Penn State Harrisburg conducted a study of social strata and concluded, “There's not a person in the world who doesn't enjoy the ego boost of being called sir or ma'am."
Such formality often comes at a price. People who are used to calling a superior by a title or honorific may be hesitant to offer up criticism or suggestions. An open atmosphere often leads to a free flow of ideas. Companies where everyone is on a first-name basis with managers are more likely to get honest feedback. This is especially true in smaller firms, where the boss’s office is probably just down the hall from a project coordinator and where collaboration is valuable.
In the future, a more informal workplace may become the norm.
But for now, most experts agree that American business people
should heed the cultural norms of other countries.
Sources: Michael Wynne, “Shake, Hug, or Kiss?” GCI, May, 2004. Ronnie Lovler, “Formalities Made Asian Trip Unique,” The Quill, December, 2003, p. 12. Teresa Rivas, “Name Game Hits Global Roadblock,” Wall Street Journal, May 30, 2006, p. B 5.