Communication

What’s
by Erin Meyer
Your Cultural Profile?
August 14, 2014

Summary.   Take this assessment to understand how well you understand cultural

differences within the workplace.
ASSESSMENT

What’s Your Cultural

Profile?
by Erin Meyer

Even seasoned, cosmopolitan managers often have

oversimplified ideas about how people from other cultures
operate. That’s because they tend to zero in on just one or two
elements—communication, for example, or decision making.
But culture is more complex than that. To get an accurate
picture, you need to gauge cognitive, relational, and
behavioral differences along the eight dimensions where
cultural gaps are most common—and to assess yourself in
those areas.
Erin Meyer is a professor at INSEAD and an expert in cross-
cultural management. She is the author of The Culture Map:
Breaking Through the Invisible Boundaries of Global Business
(PublicAffairs, 2014).
f
Indicate your level of agreement with the statements below.

1. I strive to communicate simply, clearly, and explicitly. I

avoid reading (and speaking) between the lines.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

2. The most effective presenters spell out what they’re going

to tell you, then tell you, and then summarize what they’ve
told you, to ensure that the communication is crystal clear.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

3. After a meeting or a phone call, it is important to recap in

writing exactly what was said, to prevent misunderstanding or
confusion.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

4. If I’ve done poor work, I prefer to be told bluntly rather than

gently or diplomatically.

Strongly Agree
Agree
Neutral
 Disagree
Strongly Disagree

5. I prefer to give negative feedback immediately and all at

once rather than little by little, building up the picture over
time.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

6. When I give negative feedback, I pay more attention to how

the person receiving the message feels than to how clearly I
expressed my criticism.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

7. A good presenter exerts influence by getting right to the

point with concrete examples, conclusions, tools, and next
steps.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

8. For business decisions made by a group, it is vital to leave

adequate time to debate the concepts after all the evidence is
presented.
 Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

9. A good presenter influences her audience by explaining and

validating the underlying concept before sharing examples or
drawing conclusions.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

10. If I don’t agree with the boss, I say so openly, even in front
of others.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

11. In meetings with colleagues, clients, or suppliers, I don’t

pay much attention to the hierarchical positions of the
attendees.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

12 If I have ideas to share with someone several levels above

12. If I have ideas to share with someone several levels above
or below me, I speak to that person directly rather than
communicating through my immediate boss or immediate
subordinate.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

13. Even if it takes a long time, it is better to involve everyone

in decision making, as that ultimately yields better decisions
and more reliable buy-in.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

14. Consensus-building ultimately leads to mediocre decisions

and wastes time.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

15. If the boss makes a unilateral decision I disagree with, I

still comply with the decision.

Strongly Agree
Agree
Neutral
Disagree
 Strongly Disagree

16. It is better not to get too emotionally close to colleagues,

suppliers, and clients.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

17. I often invest time in sharing coffee, meals, or drinks with

colleagues, suppliers, and clients—without discussing work
much, just getting to know one another.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

18. If I have a meeting at 9:00 a.m., that’s when I will arrive,

not 5, 10, or 15 minutes later.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

19. I can’t really trust a colleague, supplier, or client until I

spend time getting to know her personally.

Strongly Agree
Agree
Neutral
 Disagree
Strongly Disagree

20. Frequently expressing open disagreement with other team

members is likely to positively affect a team’s chances of
success.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

21. When I disagree strongly with a point made by a colleague

during a presentation, I express that disagreement.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

22. Open debate, where team members challenge one

another’s ideas and opinions, is likely to engender bad feelings
and ruin relationships.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

23. Professionalism has more to do with being organized and

structured than being flexible and reactive.

Strongly Agree
Agree
 Agree
Neutral
Disagree
Strongly Disagree

24. A meeting agenda should be followed closely; it’s not a

broad guideline that should change depending on where the
group wants to take the discussion.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

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EM
Erin Meyer is a professor at INSEAD, where she
directs the executive education program Leading
Across Borders and Cultures. She is the author of
The Culture Map: Breaking Through the Invisible
Boundaries of Global Business (PublicAffairs, 2014).
Twitter: @ErinMeyerINSEAD