TweetUps: The Enlightened Way To A Greater National Product?

Jul 21 2011

A foray into the world of social networking is almost like entering an alternate dimension.  I’ve reconnected with a number of old colleagues in the business, yet on the other hand, I’ve been subjected to a barrage of ‘Retweets’ and nuances, concerning everything from the political relevance of Lady Gaga’s ‘Rebirth’ via a giant egg, to supposed humor injections that are usually of the play on words variety. Even done a bit of retweeting myself.

Catching up with the news in the corporate sphere, I was interested to read of the recent ‘TweetUp’ meeting, held at London’s snazzy new function venue a while ago– Altitude London 360 Black. Interesting naming for a venue!

This new social seminar of sorts, joins together social media marketing experts, with those like me, an independent business user, for the purposes of enlightening us on the wonders of social networking for business. I have a sneaking suspicion that it’s really just a big event designed to generate more interest in social media marketing, therefore driving more business the organiser’s way, but the handy lessons and talks could actually prove useful to newbies entering the business world. It might also prove beneficial to Executive Search firms and Recruiters unsure of how to brand themselves.

I’m sure I’m not the first person to have remarked on this, but I wonder how twitter will stand the test of time as a business marketing tool, since the amount of information thrown at you can be mind boggling.

Obviously the more you communicate about your business, the more people know about you. But whether social media is a natural way to do business in the long term remains to be seen. Yes it can build brands, but also it can become the business norm in consumer marketing to regurgitate snippets of information with adverse effect.

Now don’t get me wrong, if a company has something interesting to say or relays relevant information, thats great. But for example, I subscribed to one business site where I had found an interesting article. Over the next few days I received no less than 10 tweets per day, some of which were interesting, but with many links to other articles, and if I was easily distracted  I could have spent hours doing something else rather than what I was supposed to be doing. So here’s the thing:

  • lets suppose I follow 5 business sites, and 20 friends , 25 in total
  • The average person/business tweets 15 times per day ( From a TechCrunch article analyzing Twitter stats) Thats 375 tweets per day
  • The average words per tweet (based on traditional publishing guidelines of 5 characters per word and an average of 100 characters per tweet): 20. So 375 x 20 =7500 words. At 30 days per month that’s 225000 words per month.
  • The average published paperback novel contains around 70000 words, so you’re getting the equivalent of a three and a half novels per month. Just for you to read. Thats  42 books a year. And so on. Phew! Brain still working? Oh but there’s more:
  • The average time to type a tweet: 30 seconds
  • In a company, if 10 of your employees are twittering 15 times per day that’s 10 x 15 x 30secs = 4500 seconds / 60 seconds =75 minutes per day.
  • 260 working days per year per employee =260 x 75 minutes per day =19500 minutes in a year which is 325 hours per year.(eg.32.5 hr per year per employee
  • Say the average UK salary of a twittering employee is £20,000 each that’s (37.5 hrs per week)
  • That breaks down to £333.33 per employee per year.
  • Number of employees in UK 29.12 million.
  • If 20% of employees tweet, then the productivity loss in £5.8 million

Now don’t get me started on Facebook updates, not to mention the other social media platforms.

But you can follow me on twitter, I’ll probably tell you what I had for lunch.

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How many languages are spoken over the European countries and their stats/influences on job market

Jun 13 2011

At present, the European Union recognises twenty three official languages, with more to be added as even more countries are accepted into its hallowed halls – and these do not include Russia and all the ex-Soviet Socialist Republics, which are today independent countries in their own rights. Even so, there are not that many polyglots wandering the passages of power who are able to effectively communicate with even a small proportion of the people with whom they need to work.

This same scenario can be transposed to that of today’s business world. In order to succeed in business one cannot remain insular, hoping that what has always been good for the company will continue to be profitable. One has to go beyond borders and trade with those who produce what we need, while we send them what they want.

This is the basic law of supply and demand and is what makes the world go round. We Brits are known to be foreign tongue phobic, to our detriment. The time has come to broaden our horizons and embrace the lingos of, at least, our neighbours in mainland Europe; although Chinese and Russian would reach billions of people too. This would go a very long way to improving our balance of payment figures and reducing the unemployment numbers. Just think what having a linguist on your staff would do for your business. For a start, having a French or Spanish speaker would not only lighten the load of doing business in Europe, but also as far afield as Canada and South America for starters.

By employing a French or Spanish speaker, one would cut the time of sealing a deal and lessening overheads, because there would be no need to employ translators and endure laborious negotiations where both parties misunderstand the nuances of the transaction.

By incorporating at least one foreign language into the national education curriculum and thus producing a generation of bi-lingual graduates, many more of our school leavers would have the opportunity of becoming gainfully employed, even without the need for further – and very expensive – education.

This is not the language of a forked tongue, it is simply good business sense.

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What is the true potential of a Multilingual Executive?

Jun 08 2011

The potential of business executives who are bi- or multi-lingual is inestimable in the corporate world of the 21st century. The cliché that our planet has been turned into a small village because of the explosion of the internet and social networking sites is very much a reality. The fact that China and India are the two fastest growing economies – and the two countries with the highest population numbers – should ring a warning bell with the movers and shakers in the business world in Britain.

Having, for instance, a Cantonese-speaking executive on one’s staff will give you the opportunity of conducting business negotiations on a one-to-one basis with key contacts in Guangzhou Province and its surrounds in China; as well as in Hong Kong and Macau. There are around 71 million people speaking Cantonese in many parts of the world – and numbers are growing exponentially.

The value to one’s business of having a Cantonese speaker as an employee cannot therefore be underestimated. The same goes for other major languages, such as Spanish and French, which are not limited to being spoken only within the borders of mainland Spain or France.

These linguists have the ability of conducting business discussions and negotiations in the local language, thus eliminating the need for translation services (and their related expenses) and the inherent problems of important points being lost in translation. The positive result is that much time and money is saved – somewhat like one stop shopping. Deals can be sealed before one’s competitors have even had the chance to have the first proof of a contract translated, thus meaning that the profits will be landing in your company’s bank account while others are still floundering with the complexities of the foreign tongue.

The bottom line is that not only will your profits show healthy growth, but such international linguistic acrobatics form a strong bond and promote understanding between companies in a world of diverse economic, cultural and social mores. This surely will lead to a closer understanding of our business partners and influence worldwide thinking so that, with luck, our shrinking world will truly have the friendly interpersonal relations experienced in small villages.

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Multilingual Body Language – nudge nudge, wink wink!

May 25 2011

Having bi- or multi-lingual executives on one’s staff to converse in a client or suppliers own language is of paramount importance in today’s business world for a multitude of reasons.

This is all well and good when negotiations and deals are being conducted on the telephone or via e-mails, but what are the consequences of face-to-face meetings when two negotiators meet and the differences of social and cultural mores are put to the test?

Likeability, personality and body language are all important components to the successful outcome of a meeting of minds in the boardroom – in fact, they are just as important as language skills, appropriate dress and personal hygiene. It is estimated that a decision as to whether the meeting will be successful or not is made (by both or all parties) as soon as one actually sees the people for the first time.

Statistics reveal that body language is 90% of communication between people and that it is a sure-fire way of summing up the other party’s thoughts within a few seconds. One’s personal aura comprises your confidence, your posture, looking people directly in the eye, a warm smile and a firm handshake. These all show the other party that you know what you are doing – and that you do it well. It immediately creates a sense of trust and respect and therefore a good base for negotiations.

On the downside, touching the side of one’s nose is perceived to denote dishonesty – remember Del Boy in Only Fools and Horses? The V for Victory hand sign so commonly used in the United States as a sign of winning and success is a total turnoff in other parts of the world, if done with the palm of one’s hand facing towards the body – we all know what that means; and the same goes for the universal thumbs up, except in Bangladesh, where it means the same as the above mentioned V sign.

Thus, having a bi- or multi-lingual executive on your staff to promote your business should not be limited only to that person’s verbal ability in a foreign tongue, but to his knowledge of non-verbal social and cultural skills too.

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Why So Many Popstars Are Really Multilingual Executives

May 24 2011

The music business has always been a huge international enterprise, generating billions of dollars of revenue for a whole host of companies and individuals. One of the areas of this industry to come a cropper is that of royalties – the payment made to an artiste or company which has the rights to a specific musical recording, every time that musical piece is played. The unprecedented rise in the popularity of the internet and its associated functions has led to the pirating and exploitation of the music world and thus millions of musical pieces are being played around the world without a penny being paid in royalties to the owners.

We musicians are a tough lot, though, and are fighting back tooth and nail with everything at our disposal. It is obviously that sales of our music have declined dramatically due to the fact that almost anyone even marginally computer savvy can download any type of music they desire at will – and at no cost – so we simply have to up our marketing strategies in order to sell more legitimate music to a more honest public.

One way this is being done is by upping our profiles in foreign lands. Live concerts and appearances by megastars such as Christina Aguilera, Shakira and Jennifer Lopez have increased the sale of their recordings in Spanish speaking parts of the world; while, for example, the older offerings of Petula Clark and Sacha Distel in French and Dean Martin in Italian have had seen a resurgence in sales too.

These bi- or multi-lingual singers have simply become business executives who, because of their language skills, have learned how to reshape and reconfigure their roles in the music business in order to protect their rights. The Chinese are also now playing a different tune and learning to produce their music in English too, to boost their sales and become better known outside their own borders.

The business world should take (a musical) note from these success stories and implement the language strategies these musical executives and their managers are taking around the world with them, so that they too will benefit from am upturn in their sales.

N.B. Stirling Austin can sing as well as do business in different languages…..

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Different Languages in the Job Market – does anyone understand anyway?

May 19 2011

The Queen’s English is a language of many nuances, not to mention its complicated grammatical structure and weird spelling. It’s therefore extremely difficult for a “foreigner” to learn, speak, read and write it at a high level, right? Take, for example, our friends across the Pond. They speak English too, but their English is not our English. We take a lift in a building to go up many floors, while they take an elevator. We walk on a pavement, but they walk on a sidewalk; and they sit on their a***** while we – we won’t go there.

There are examples where the use of certain words leads to total misunderstanding. Prime Minister Winston Churchill once wrote about an almost disastrous occurrence which took place in a meeting of Allied forces during WWII. Wanting to table an item for discussion which, in British English, meant to put it on the agenda for discussion, he was astounded to learn that the US delegates understood him to mean that he wanted to remove the topic from the agenda, which was the American use of the verb.

In the Britain and Europe of today, the role of the recruiter and interviewer is made that much more difficult because of these language differences. They now have to ensure that a candidate for a specific position in a company understands all the peculiarities of both languages needed and, to a lesser degree, they also have to establish that the interviewee is au fait with the social norms and practices of their foreign counterpart. Without this knowledge, serious damage could be done to the company, even if the English speaking candidate reads, writes and speaks the foreign language at a very high level.

The tables are reversed when the situation arises where a foreigner is looking for work in Britain. In this case, an interviewer will be able to assess the level of the candidate’s English skills very easily and will then be able to focus on the applicant’s education, personal skills, talents and abilities – and therefore his suitability with regard to the position to be filled.

So, who is the real foreigner in an interview situation with an English speaking recruiter and a European language applicant? This all depends on whether the recruiter has a working knowledge of the foreign language or not. C’est la vie in today’s multilingual and multicultural workplace.

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Mergers and Acquisitions: What Influence Do Multilingual Talents Have

May 13 2011

Mergers and acquisitions are big news – and big business – in the global economy. Only yesterday it was announced that Microsoft is acquiring Skype at the princely (or oil sheikly) price of $8.5 billion, in an attempt to increase its standing vis-a-vis Google in the new world order of internet searches and communication. A facet of this acquisition is that both parties to the deal are English speaking, but there are a great number of mergers and acquisitions taking place all around the world and in multiple tongues on a daily basis.

This economic rat race is fuelled largely by multitalented and multilingual executives who sit at their large corporate desks, day in and day out, trying to figure out how or which next big eats small deal will evolve. There is, however, one aspect of this mergers and acquisitions business where enormous attention should be paid; and that is to one tiny detail which is all too often overlooked – that of the culture of the parties involved. The value of having multilingual executives on one’s staff is limitless, but these high ranking members of staff also need to know how to address and behave in the company of foreigners. Take the Japanese, for example, who prefer to bow rather than to shake hands, as is customary in the west.

A bow in the Land of the Rising Sun can mean anything from good morning to sorry to thank you; and the depth and length of time one is bent over also has significance. One should bow low and long if your business contact is senior to you or is older, whereas a simple greeting to his secretary should be a short and less deep action.

For the business executive who speaks Japanese to also know that he has to bow from the waist and look at this shoes with his hands at his sides in order to gain his opposite number’s respect and to show humility, will go a very long way to seal a deal. This one small aspect of international deal making will not only show your company’s commitment to and respect of the foreign party, but will go a long way towards opening many other doors in the future when further expansion is envisaged.

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How Executives ( and students) with Languages Make More Money for Your Business

May 10 2011

We British are world famous for being unilingual – to our detriment – and we are just not willing to learn another country’s lingo just for the fun of it.

Could this be just another result of the constant budget cuts afflicting the education system year on year and, indeed, the entire fabric of the country; or could it be our national preoccupation with keeping all things British? Let us face it, we did not take on the Euro either – which, in light of recent economic trends, was probably a very good decision, even with the decline of our beloved pound.

As the world shrinks to the size of a tiny village because of all the new communication innovations, the time is now ripe for us Brits to abandon our English “ness” and get on the international bandwagon by learning at least one foreign language. This will go some way to prop up our flagging economy, as it has been proven that executives who speak more than one language have a higher success rate in the business community than those who do not.  Europeans all learn English as a second language from a very young age and most of them speak it admirably; and the Chinese will accost any English speaking visitor to their country just to get an opportunity to practice their English language skills, so why do the English not get it?

In most of the developed (& non-native English speaking) countries, it’s considered a no-brainer for the government to implement a policy of language lessons in the school curriculum with at least English and one other choice. Simply put, if you want to succeed internationally, it’s understood that you need to speak another language.

Ah yes says the unilingual Brit, but everyone speaks English in business. Well mon ami, there is a Yiddish proverb that says, ‘To a worm in horseradish, the whole world is horseradish.  This is very true, since  the worm only knows horseradish. The worm eats it and is filled by it. It knows what to expect from horseradish. It is easy for the worm to be convinced that the horseradish completes it. The worm knows no better. Anyway, I digress, so back to people.

Just imagine the benefits of having executives in your employ who are able to directly and effectively communicate with your business partners in foreign lands – no exorbitant translation fees and no problems with words being lost in translation.

Transactions will take a fraction of the time normally spent on deciphering garbled English, your business will profit and so will your standing in the business community.

Parlez vous Francais, Mein Herr?

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Money Lost in Multilingual Translation

May 06 2011

It seems that the European Union has become lost in translation and so too has the European Commission.

In addition to the internationally accepted English, French and Spanish, seventeen other official tongues including the minority languages of Gaelic, Galician, Catalan and Basque have been added to the official list, over and above the ten Eastern European languages which were accepted in 2004. The result is translation bills totalling well over a billion US dollars.

Yes, you read it right – and these costs are set to spiral completely out of control if we do not do something to stop these huge budget chomping ambassadors in their tracks. Fair enough, the Spanish Government agreed to pay the translation costs for their Galician, Catalan and Basque dialects, but where will these exorbitant multilingual costs end without some drastic action being taken?

Perhaps the answer is to elect multilingual executives to these institutions of power. In the world of private international business, no self-respecting company would hire employees who are not capable of communicating with their colleagues in another country in their own language – so why should we be coughing up mountains of tax dollars – or Euros – for a bunch of politicians and ambassadors who represent our countries but who never went to language school?

Look at the facts. No European government would bail out a failing company because it did not have the foresight to employ multilingual workers in order to get the work done; but all the governments represented in the European Union and the European Commission are shovelling their hard earned tax revenues down the black hole of translation costs simply because these revered institutions do not have servants of their causes who speak multiple languages.

I wonder how much the translation costs would be to have a new law promulgated at both these two commissions demanding that their members have to speak, say, at least three languages – and what savings could then be made on the overall translation costs of these esteemed (but totally lacking in business acumen) institutions of power.

All those in favour, raise your hands. Oh dear, how do you say that in Gaelic?

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Global stage demands multilingual managers

Apr 24 2011

Times Online 27 October 2005

 

Speaking more than one language is expected in mainland Europe. The image of the tongue-tied UK executive abroad must be consigned to history, says Steve Coomber.

WHEN it comes to languages, a popular perception of the US or UK executive is that getting by abroad is less a question of linguistics and more a question of volume. If you are not understood, speak more loudly until you are. Fortunately for the cultural sensibilities of the rest of the global economy, times are changing.

In the linguistic melting pot of mainland Europe, speaking more than one language has long been commonplace. The European Union (EU) is home to more than 450 million people. There are over 25 member states and 20 official languages.

The cultural diversity of continental Europe is reflected in the way that business schools there include language requirements. “If you are interested in pursuing a truly international career, where you might be working at different locations for extended periods of time, then you are really limiting yourself if you only speak English,” says Caroline Diarte Edwards, director of marketing, admissions and external relations for the MBA program at INSEAD business school in Fontainebleau, France.

At INSEAD, MBA applicants must have business proficiency in two languages, including English, plus proficiency in an additional language to graduate level. The school believes in the competitive advantages that language skills confer.

“Our experience suggests recruiters like the fact that INSEAD MBA students speak at least three languages,” Diarte Edwards says. “It demonstrates that people are open to international mobility — they have a certain cultural sensitivity.”

The Community of European Management Schools (CEMS) offers masters in international management through an alliance of 17 leading European business schools. The programs curriculum is partly driven by more than 50 partner companies, which include such major multinationals as GlaxoSmithKline, Procter & Gamble, Nestlé and Shell. As a result, the course is highly responsive to the recruitment market and it is a pre-condition that the students are trilingual.

“Being multilingual is a necessity rather than a competence for today’s young international managers,” says François Collin, executive director of CEMS.

In the UK, however, business schools have traditionally placed less emphasis on languages as an entrance requirement for postgraduate business programs. Many require proficiency only in English. There are indications, however, that UK schools are changing their attitude.

“At Cranfield we recognise the importance of language skills for today’s managers,” says Sean Rickard, director of MBA recruitment. “We encourage our students to improve their language skills while studying for their MBA. We offer French, German, Spanish and Chinese. We also make it a requirement of graduation that they are proficient in a second language.”

It is an encouraging sign. Where one business school ventures, others inevitably follow. Maybe the notion of the tongue-tied UK executive abroad will soon be replaced by that of the UK executive polyglot. Ou peut-être pas.

A business alliance

THE Community of European Management Schools (CEMS) is an alliance between business and business schools. Current members of the consortium include 17 leading business schools, such as HEC in France, Smurfit in Ireland and ESADE in Spain, as well as a prestigious line-up of more than 50 major multinationals.

CEMS offers a unique masters in management program. It is taught at each of the participating academic institutions. Students take two semesters in two countries and may take an internship in a third. They can also take workshops in a range of countries.

Currently 3,400 CEMS graduates, from 35 nations, hold management positions in a variety of industry sectors across Europe and beyond.

 

 

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The triumph of English – A world empire by other means

Apr 07 2011

The triumph of English – A world empire by other means

From The Economist print edition – Dec 20th 2001

The new world language seems to be good for everyone—except the speakers of minority tongues, and native English-speakers too perhaps

IT IS everywhere. Some 380m people speak it as their first language and perhaps two-thirds as many again as their second. A billion are learning it, about a third of the world’s population are in some sense exposed to it and by 2050, it is predicted, half the world will be more or less proficient in it. It is the language of globalisation—of international business, politics and diplomacy. It is the language of computers and the Internet. You’ll see it on posters in Côte d’Ivoire, you’ll hear it in pop songs in Tokyo, you’ll read it in official documents in Phnom Penh. Deutsche Welle broadcasts in it. Bjork, an Icelander, sings in it. French business schools teach in it. It is the medium of expression in cabinet meetings in Bolivia. Truly, the tongue spoken back in the 1300s only by the “low people” of England, as Robert of Gloucester put it at the time, has come a long way. It is now the global language.

How come? Not because English is easy. True, genders are simple, since English relies on “it” as the pronoun for all inanimate nouns, reserving masculine for bona fide males and feminine for females (and countries and ships). But the verbs tend to be irregular, the grammar bizarre and the match between spelling and pronunciation a nightmare. English is now so widely spoken in so many places that umpteen versions have evolved, some so peculiar that even “native” speakers may have trouble understanding each other. But if only one version existed, that would present difficulties enough. Even everyday English is a language of subtlety, nuance and complexity. John Simmons, a language consultant for Interbrand, likes to cite the word “set”, an apparently simple word that takes on different meanings in a sporting, cooking, social or mathematical context—and that is before any little words are combined with it. Then, as a verb, it becomes “set aside”, “set up”, “set down”, “set in”, “set on”, “set about”, “set against” and so on, terms that “leave even native speakers bewildered about [its] core meaning.”

English has few barriers to entry. Terms from “downloading” to “phat” are readily received

As a language with many origins—Romance, Germanic, Norse, Celtic and so on—English was bound to be a mess. But its elasticity makes it messier, as well as stronger. When it comes to new words, English puts up few barriers to entry. Every year publishers bring out new dictionaries listing neologisms galore. The past decade, for instance, has produced not just a host of Internettery, computerese and phonebabble (“browsers”, “downloading”, “texting” and so on) but quantities of teenspeak (“fave”, “fit”, “pants”, “phat”, “sad”). All are readily received by English, however much some fogies may resist them. Those who stand guard over the French language, by contrast, agonise for years over whether to allow CD-Rom (no, it must be cédérom), frotte-manche, a Belgian word for a sycophant (sanctioned), or euroland (no, the term is la zone euro). Oddly, shampooing (unknown as a noun in English) seemed to pass the French Academy nem con, perhaps because the British had originally taken “shampoo” from Hindi.

Albion’s tongue unsullied

English-speakers have not always been so Angst-free about this laisser-faire attitude to their language, so ready to present a façade of insouciance at the de facto acceptance of foreign words among their clichés, bons mots and other dicta. In the 18th century three writers—Joseph Addison (who founded the Spectator), Daniel Defoe (who wrote “Robinson Crusoe”) and Jonathan Swift (“Gulliver’s Travels”)—wanted to see a committee set up to regulate the language.

Like a good protectionist, Addison wrote: I have often wished that…certain Men might be set apart, as Superintendents of our Language, to hinder any Words of Foreign Coin from passing among us; and in particular to prohibit any French Phrases from becoming current in this Kingdom, when those of our own stamp are altogether as valuable.

Fortunately, the principles of free trade triumphed, as Samuel Johnson, the compiler of the first great English dictionary, rather reluctantly came to admit. “May the lexicographer be derided,” he declared, “who shall imagine that his dictionary can embalm his language…With this hope, however, academies have been instituted to guard the avenues of their languages…but their vigilance and activity have hitherto been vain…to enchain syllables, and to lash the wind, are equally the undertakings of pride.”

Pride, however, is seldom absent when language is under discussion, and no wonder, for the success or failure of a language has little to do with its inherent qualities “and everything to do with the power of the people who speak it.” And that, as Professor Jean Aitchison of Oxford University points out, is particularly true of English.

It was not always so. In the eastern half of the Roman empire, Greek remained the language of commerce, and of Christians such as St Paul and the Jews of the diaspora, long after Greek political supremacy had come to an end. Latin continued to be the language of the church, and therefore of any West European of learning, long after Rome had declined and fallen. But Greek and Latin (despite being twisted in the Middle Ages to describe many non-Roman concepts and things) were fixed languages with rigid rules that failed to adapt naturally. As Edmund Waller wrote in the 17th century,

Poets that lasting marble seek,Must carve in Latin or in Greek.We write in sand, our language grows,And like the tide, our work o’erflows.

English, in other words, moved with the times, and by the 19th century the times were such that it had spread across an empire on which the sun never set (that word again). It thus began its rise as a global language. The real reason for the triumph of English is the triumph of the United States. Therein lies a huge source of friction That could be seen not just by the use of English in Britain’s colonies, but also by its usefulness much farther afield. When, for instance, Germany and Japan were negotiating their alliance against America and Britain in 1940, their two foreign ministers, Joachim von Ribbentrop and Yosuke Matsuoka, held their discussions in English. But however accommodating English might be, and however much of the map was once painted red, the real reason for the latterday triumph of English is the triumph of the English-speaking United States as a world power. Therein lies a huge source of friction.

Damn Yanks, defensive Frogs

The merit of English as a global language is that it enables people of different countries to converse and do business with each other. But languages are not only a medium of communication, which enable nation to speak unto nation. They are also repositories of culture and identity. And in many countries the all-engulfing advance of English threatens to damage or destroy much local culture. This is sometimes lamented even in England itself, for though the language that now sweeps the world is called English, the culture carried with it is American.

Some may regret the passing of the “bullet-proof waistcoat”. But they may welcome the “parking lot” instead of the “car park”

On the whole the Brits do not complain. Some may regret the passing of the “bullet-proof waistcoat” (in favour of the “bullet-proof vest”), the arrival of “hopefully” at the start of every sentence, the wholesale disappearance of the perfect tense, and the mutation of the meaning of “presently” from “soon” to “now”. But few mind or even notice that their old “railway station” has become a “train station”, the “car park” is turning into a “parking lot” and people now live “on”, not “in”, a street.

Others, however, are not so relaxed. Perhaps it is hardest for the French. Ever since the revolution in 1789, they have aspired to see their language achieve a sort of universal status, and by the end of the 19th century, with France established as a colonial power second only to Britain and its language accepted as the lingua franca of diplomacy, they seemed to be on their way to reaching their goal. As the 20th century drew on, however, and English continued to encroach, French was driven on to the defensive.

One response was to rally French-speakers outside France. Habib Bourguiba, the first president of independent Tunisia, obligingly said in 1966 that “the French-language community” was not “colonialism in a new guise” and that to join its ranks was simply to use the colonial past for the benefit of the new, formerly French states. His counterpart in Senegal, Léopold Senghor, who wrote elegantly in the language of Molière, Racine and Baudelaire, was happy to join La Francophonie, an outfit modelled on the (ex-British) Commonwealth and designed to promote French language and culture. But though such improbable countries as Bulgaria and Moldova have since been drawn in—France spends about $1 billion a year on various aid and other programmes designed to promote its civilisation abroad—French now ranks only ninth among the world’s languages.

The decline is everywhere to be seen. Before Britain joined the European common market (now the European Union) in 1973, French was the club’s sole official language. Now that its members also include Denmark, Finland and Sweden, whose people often speak better English than the British, English is the EU’s dominant tongue. Indeed, over 85% of all international organisations use English as one of their official languages.

In France itself, the march of English is remorseless. Alcatel, the formerly state-owned telecoms giant, uses English as its internal language. Scientists know that they must either “publish in English or perish in French”. And though one minister of “culture and the French language”, Jacques Toubon, did his utmost to banish foreign expressions from French in the mid-1990s, a subsequent minister of education, Claude Allègre, declared in 1998 that “English should no longer be considered a foreign language… In future it will be as basic [in France] as reading, writing and arithmetic.”

That does not mean that France has abandoned its efforts to stop the corruption of its beautiful tongue. Rearguard actions are fought by Air France pilots in protest at air-traffic instructions given in English. Laws try to hold back the tide of insidious Albion on the airwaves. And the members of the French Academy, the guardians of le bon usage, still meet in their silver-and-gold-embroidered uniforms to lay down the linguistic law.

Those who feel pity for the French, however, should feel much sorrier for the Quebeckers, a minority of about 6m among the 300m English-speakers of North America. It is easy to mock their efforts to defend their beleaguered version of French: all those absurd language police, fighting franglais, ensuring that all contracts are written in French and patrolling shops and offices to make sure that any English signs are of regulation size. But it is also easy to understand their concern. After all, the publishing onslaught from the United States is enough to make English-speaking Canadians try to put up barriers to protect their magazines in apparent defiance of the World Trade Organisation: Canada’s cultural industries are at stake, they say. No wonder the French-speakers of Quebec feel even more threatened by the ubiquity of English.

Germans, Poles and Chinese unite

French-speakers are far from alone. A law went into effect in Poland last year obliging all companies selling or advertising foreign products to use Polish in their advertisements, labelling and instructions. Latvia has tried to keep Russian (and, to be more precise, Russians) at bay by insisting on the use of the Latvian language in business. Even Germany, now the pre-eminent economic and political power in Europe, feels it necessary to resist the spread of Denglisch. Three years ago the Institute for the German Language wrote to Deutsche Telekom to protest at its adoption of “grotesque” terms like CityCall, HolidayPlusTarif and GermanCall. A year earlier, an article in theFrankfurter Allgemeine Zeitung in which a designer had been quoted using expressions like “giving story”, “co-ordinated concepts” and “effortless magic” so infuriated Professor Wolfgang Kramer that he founded the Society for the Protection of the German Language, which now awards a prize for the Sprachpanscher (language debaser) of the year.

For some countries, the problem with English is not that it is spoken, but that it is not spoken well enough. The widespread use of Singlish, a local version of Shakepeare’s tongue, is a perpetual worry to the authorities in Singapore, who fear lest their people lose their command of the “proper” kind and with it a big commercial advantage over their rivals.

In Hong Kong, by contrast, the new, Chinese masters are promoting Cantonese, to the concern of local business. And in India some people see English as an oppressive legacy of colonialism that should be exterminated. As long ago as 1908 Mohandas Gandhi was arguing that “to give millions a knowledge of English is to enslave them.” Ninety years later the struggle was still being fought, with India’s defence minister of the day, Mulayam Singh Yadav, vowing that he would not rest “until English is driven out of the country”. Others, however, believe that it binds a nation of 800 tongues and dialects together, and connects it to the outside world to boot.

Some countries try, like France, to fix their language by fiat. A set of reforms were produced in Germany a few years ago by a group of philologists and officials with the aim of simplifying some spellings—Spagetti instead of Spaghetti, for example, Saxifon instead of Saxophon—reducing the number of rules governing the use of commas (from 52 to nine), and so on. Dutifully, the country’s state culture ministers endorsed them, and they started to go into effect in schoolrooms and newspaper offices across the country. But old habits die hard, unless they are making way for English: in Schleswig-Holstein the voters revolted, and in due course even such newspapers as the Frankfurter Allgemeine Zeitung abandoned the new practice.

Spain strives for conformity too, through a Spanish Royal Academy similar to the French Academy. The job of the 46 Spanish academicians is to “cleanse, fix and give splendour” to a language that is very much alive, although nine out of ten of its speakers live outside Spain. The academy professes a readiness to absorb new words and expressions, but its director admits that “changes have become very rare now.” No wonder Spanish-speaking countries in Latin America—as well as the Philippines and the United States—have set up their own academies.

Keeping tiny tongues alive

Rules alone may be unable to withstand the tide of English, but that does not mean it is impossible to keep endangered languages in being. Mohawk, for instance, spoken by some indigenous people in Quebec, was in retreat until the 1970s, when efforts were made first to codify it and then to teach it to children at school. Welsh and Maori have both made a comeback with the help of television and government interference, and Navajo, Hawaiian and several languages spoken in Botswana have been reinvigorated artificially.

Of the world’s 6,000 or 7,000 languages, a couple go out of business each week. Most are in the jungles of Papua New Guinea or in Indonesia

Iceland has been extraordinarily successful at keeping the language of the sagas alive, even though it is the tongue of barely 275,000 people. Moreover, it has done so more by invention than by absorption. Whereas the Germans never took to the term Fernsprechapparat when Telefon was already available, and the French have long preferred le shopping and le weekend to their native equivalents, the Icelanders have readily adopted alnaemi for “AIDS”, skjar for “video monitor” and toelva for “computer”. Why? Partly because the new words are in fact mostly old ones: alnaemi means “vulnerable”, skjar is the translucent membrane of amniotic sac that used to be stretched to “glaze” windows, and toelva is formed from the words for “digit” and “prophetess”. Familiarity means these words are readily intelligible. But it also helps that Icelanders are intensely proud of both their language and their literature, and the urge to keep them going is strong.

Perhaps the most effective way of keeping a language alive, however, is to give it a political purpose. The association of Irish with Irish nationalism has helped bring this language back from its increasing desuetude in the 19th century, just as Israeli nation-building has converted Hebrew from being a merely written language into a national tongue.

For some nations, such as the Indians, the pain felt at the encroachments of English may be tempered by the pleasure of seeing their own words enriching the invading tongue: Sir Henry Yule’s 1886 dictionary, “Hobson-Jobson”, lists thousands of Anglo-Indian words and phrases. But for many peoples the triumph of English is the defeat, if not outright destruction, of their own language. Of the world’s 6,000 or 7,000 languages, a couple go out of business each week. Some recent victims from the rich world have included Catawba (Massachusetts), Eyak (Alaska) and Livonian (Latvia). But most are in the jungles of Papua New Guinea, which still has more languages than any other country, or Indonesia, or Nigeria (India, Mexico, Cameroon, Australia and Brazil follow).

Pundits disagree about the rate at which languages are disappearing: some say that by the end of the century half will have gone, some say 90%. But whenever a language dies, a bit of the world’s culture, history and diversity dies with it. This is slowly coming to be appreciated. The EU declared 2001 to be “European year of languages”, and it is striking that even France—whose hostility to linguistic competition is betrayed by the constitution’s bald statement that “the language of the Republic is French”—now smiles more benignly on its seven regional tongues (Alsatian, Basque, Breton, Catalan, Corsican, Flemish and Provençal).

Yet the extinction of most languages is probably unstoppable. Television and radio, both blamed for homogenisation, may, paradoxically, prolong the life of some by narrow-casting in minority tongues. And though many languages may die, more people may also be able to speak several languages: multilingualism, a commonplace among the least educated peoples of Africa, is now the norm among Dutch, Scandinavians and, increasingly, almost everyone else. Native English-speakers, however, are becoming less competent at other languages: only nine students graduated in Arabic from universities in the United States last year, and the British are the most monoglot of all the peoples of the EU. Thus the triumph of English not only destroys the tongues of others; it also isolates native English-speakers from the literature, history and ideas of other peoples. It is, in short, a thoroughly dubious triumph. But then who’s for Esperanto? Not the staff of The Economist, that’s for sure.

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Successful multilingual recruiting

Apr 06 2011

When you fix the objective of building an international business, you rarely consider that the details of this objective are framed from your own perspective and written in your own language. While English is widely-used in the business world, you can never be sure whether the meaning that is so critical for successfully negotiating a business deal or managing a local sales force is shared. Often your partners or employees will feel more comfortable using their own language to communicate important issues. If you conduct the business in English, you may not learn that your partner did not understand you until something does not turn out as expected. If you find yourself needing to cross language borders in order to conduct business, how do you proceed, especially since language is socially constructed and therefore embedded in the culture?

Understanding the embedded meanings requires mastering the language, a process that can be extremely time consuming and difficult. Misinterpreting the words or the cultural meaning associated with them may negatively affect the entire interchange. In the case of a business deal, it may be a deal-breaker.

In these situations, a Multilingual Executive can become a major asset. He or she may even construct bridges and open doors that would not otherwise be opened to an outsider — or at least that could not be opened without a great deal of effort, pain, and time. On the other hand, the poor choice of a Senior Executive can actually create additional obstacles even if he or she is fluent in the language.

So what makes a good Multilingual Executive?

As well as knowing the language, other criteria need to be considered.

  • It is critical that the Multilingual Executive has immediate and deep understanding of the potential business partner’s message. The Multilingual Executive needs to be able to correctly understand the meaning, not simply the words.
  • Also it is rare for one language to translate directly into another. The more removed the origins of the two languages are, e.g., English and Chinese, the more complicated the translation becomes. Even among languages that are from the same language family, direct word-for-word translation is rarely elegant and often conjures up quite different feelings in the listener than were intended. The Multilingual Executive must be capable of receiving the same message as the same one that was sent.
  • Inter-cultural awareness. The Multilingual Executive must possess an empathy with the other business culture, know how to behave, and respect different business protocols if he or she is to be accepted and to instill confidence. Understanding different hierarchy relationships and other business practices is essential to establishing and sustaining successful intercultural business relationships, especially in the case of non native English speaking cultures.

Reading the Reaction of the Respondent

At certain critical points during business communications a combination of competency in the language and human intuition are required to assess the reaction of the other parties and to assist, if necessary, in clarifying hidden implications and potential misconceptions. The intonations and wording of responses may give important clues as to the implied meaning, as may body language. The sincerity and genuineness of a response may be evaluated more accurately from subtle inflections of words than from the words themselves.

Humour

Appropriate humour is a very difficult thing to learn, far more difficult than language per se. In many cultures humour is critical for building trust and thus it may be important to have appropriate humor in business transactions. For it to be useful rather than detrimental, the Multilingual Executive must have a keen sense of not only what is appropriate humour in the other culture, but what is appropriate in this particular situation.

In Conclusion

While there is a comfort level in staying within your own language and cultural parameters, you may miss some interesting and profitable opportunities if you do so. In this global economy, opportunities often exist world-wide, even for smaller businesses. But you must be prepared to move beyond the comfortable environment of your known world. If you choose wisely, a good Multilingual Executive can be an invaluable business asset.

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