I've spent six years working across France, China, the US, the UK, Germany, Spain, Singapore, and Australia. Juggling time zones, decoding emails that felt "off," wondering why something that landed brilliantly with one team completely fell flat with another.
It wasn't random. It was cultural. And once I saw it, I couldn't unsee it.
It wasn't until I read The Culture Map by Erin Meyer that the pattern finally clicked. This isn't a summary of that book — I don't believe in stripping someone's hard work down to bullet points. But I do want to share what resonated, what stopped me mid-page, and what might help you make sense of the gaps you're already navigating.
Why this book, why now
I wish I'd read this five years ago. It would have made certain client relationships far less confusing — and probably a lot less tense. The cultural differences Erin Meyer describes aren't theoretical. I've lived every single one of them.
Erin Meyer's 8 Cultural Dimensions
These eight scales map how people communicate, lead, and collaborate across cultures. Not right vs. wrong — just different.
1. Communicating: Low-context vs. High-context Low-context cultures (US, Australia, Germany) say what they mean. High-context cultures (Japan, China, France) rely on implication, shared understanding, and reading between the lines.
Example: An American says, "This needs to be done by Friday." A Japanese colleague says, "It would be good if this were ready before the weekend" — and means exactly the same thing.
2. Evaluating: Direct vs. Indirect negative feedback Some cultures give criticism openly (Netherlands, Germany, Russia). Others soften it heavily to preserve harmony and avoid embarrassment (Japan, Indonesia, UK).
Example: A Dutch manager says, "This report is poorly written." A British manager says, "Quite interesting — you may want to revisit the structure."
3. Persuading: Principles-first vs. Applications-first France, Italy, and Russia tend to lead with theory before application. The US, Canada, and Australia lead with examples and results, then draw conclusions.
Example: A French strategist opens with philosophical framing. An American skips to what's worked before.
4. Leading: Egalitarian vs. Hierarchical In Denmark or Sweden, the CEO is on a first-name basis with everyone. In Japan or India, titles matter and authority flows from the top.
5. Deciding: Consensual vs. Top-down Japan and Sweden build consensus before moving. The US, China, and France often have leaders decide and announce.
Example: A Swedish team deliberates for weeks. A Chinese manager announces a decision by Monday.
6. Trusting: Task-based vs. Relationship-based In the US, UK, and Australia, trust is earned through good work. In Brazil, India, and Saudi Arabia, it's built through time and personal connection.
Example: An American closes a deal after one strong meeting. A Brazilian needs a few dinners first.
7. Disagreeing: Confrontational vs. Avoids confrontation Israel, France, and Germany see open debate as healthy. Japan, Indonesia, and Thailand keep disagreement under the surface.
Example: A French colleague challenges you directly in a meeting. A Thai colleague stays silent — but doesn't agree.
8. Scheduling: Linear-time vs. Flexible-time Germany and Switzerland run on precision. India and the Middle East treat time as more fluid.
Example: A German expects a 10am start at 10am. An Indian team may shift timing as priorities evolve — and see nothing wrong with that.
Putting it into practice: culture pairings
Here's where it gets personal. These are the cultural combinations I've navigated most — and where I've seen the most friction.
🇫🇷 France & Asia
The sharpest tension: France is direct; most of Asia isn't. What reads as intellectual engagement in Paris can feel like public shaming in Tokyo or Shanghai. Meanwhile, French colleagues can mistake Asian indirectness for vagueness or evasion.
Tips:
- French: give feedback privately, especially in group settings or with junior staff.
- Asian: directness in France isn't aggression — it's often respect.
- Both: invest in relationships early. The pace and style differ, but the need is mutual.
🇫🇷 France & 🇦🇺 Australia
Both cultures are direct — but in completely different registers. Australians are casual and results-focused. French professionals are formal and theory-led. Neither quite trusts the other's style at first.
Tips:
- French: lead with the practical "what," follow with the "why." Australians don't need the philosophical scaffolding.
- Australian: what feels like over-explaining is intellectual rigour. Engage with it.
- On banter: both cultures use humour, but differently. Australian sarcasm with a senior French colleague can land very badly. Know the room.
- On timing: Australians value early starts and punctuality. Scheduling a meeting before 9:30am or over lunch in France, without warning, is considered rude.
🇦🇺 Australia & Asia
Australia's flat, casual workplace culture can genuinely confuse or even offend in hierarchical Asian contexts. And Australians often miss the signals — because a "yes" in some cultures isn't actually a yes.
Tips:
- Australian: silence, a smile, or a gentle deflection may signal disagreement. Create space; don't push for a direct answer.
- Asian: if clarity is expected, offer concrete timelines or outcomes — even framed diplomatically, it helps.
- Everyone: use titles. Lean formal until rapport is established. Match your written tone to context — casual greetings and slang can misread easily.
🇫🇷 France & 🇬🇧 UK
Geographically close, culturally further apart than you'd expect. British indirectness reads as evasive to the French. French directness reads as blunt to the British. And British understatement is genuinely confusing if you take it at face value.
Tips:
- French: soften your tone in writing, especially emails. It genuinely changes outcomes.
- British: don't mistake structured French argument for aggression. Engage in the debate — they'll respect you more for it.
- On humour: both cultures are witty, but the styles don't always translate. Tread carefully until you know each other.
The book goes much deeper than any of this. But if even one of these frameworks helps you decode a relationship that's felt frustrating or confusing — that's the point.
Culture isn't an excuse. It's a starting point.
