Shattering five myths that may hold back local talent in a global workplace
July 22, 2021
At Bloomberg, we wholly embrace the myriad benefits of a global workforce and pride ourselves on our culture of inclusion. However, ensuring that our workforce reflects the diverse community in which we operate remains a key priority. We also recognize that to be successful in the region, we need employees – and leaders – who understand the cultural norms and nuances of doing business locally.
To this end, we started our Local Leadership Accelerator (LLA) initiative, a 12-month development program aimed at equipping high-potential employees across APAC with the skills, exposure, and opportunities they need to move into more senior roles within the company. Building on the success of LLA, we unveiled the Local Talent Initiative (LTI) program earlier this year. The program includes quarterly speed-mentoring events, panel discussions, and training sessions to provide unique development opportunities to a wider group of local talent.
In various conversations with our homegrown employees across the region, we have identified several myths that may hold back local talent in a global workplace – and that we would now like to debunk.
Myth 1: My accent is a barrier to communication
Employees in APAC often fear that their accents may inhibit their ability to communicate with their international colleagues. However, contrary to prevailing imperialist discourse, everyone – even native English speakers – has an accent that is shaped by their ethnicity, geography, and socio-economic background. These accents are an integral part of their linguistic identity.
Rather than being overly concerned about perceived “flaws” such as accented speech, Stephanie Phang, the Managing Editor for Southeast Asia at Bloomberg News, suggests focusing on your strengths instead. “Perish the thought that accents are an inhibitor!” she says. “We work in a global newsroom – if you walk into the Singapore office, you hear all kinds of accents from around the world. “It’s what you bring to the table that’s important.”
Additionally, Bing Li, Bloomberg’s Regional Head of APAC, notes that while communication styles may differ across markets – with Western colleagues typically being more direct – the underlying message is usually similar. “Despite our cultural differences, we share the same humanity, and there is often a common and consistent theme [underpinning conversations],” he observes.
That said, no matter where you are in the world, effective communication is key in the workplace. “The more you engage with your manager and peers, the more they will get used to the way different people speak. Alternatively, after a conversation, consider sending a message containing key bullet points as a follow-up,” suggests Phang. “At the end of the day, it’s more about how you present yourself and get your point across.”
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Myth 2: My personal cultural values put me at a professional disadvantage
It is widely held that certain Asian values – such as deference to authority – contradict the expectations of working in a Western organization. Phang herself is no stranger to this cultural tension. “When I was a young reporter, I never used to challenge authority, even when I wasn’t happy with the way that a story had been edited,” she shares. “But over the years, I’ve learnt to tell myself that it is my duty to speak up if something is wrong. Duty is a concept that I grew up understanding [as an ethnic Chinese child from Malaysia]. When I reframed it that way, it became easier for me to speak up.” Clearly, as Phang’s experience highlights, it is important to be able to reinterpret workplace norms through your own cultural lens and adapt it accordingly to the current context.
Myth 3: I have to dial up and down parts of who I am more than my colleagues
On one hand, Phang acknowledges that she feels the need to switch on different aspects of her personality in work and home settings. “At work, when I feel like I need to protect my people, our credibility, and the brand, I speak up and really dig my heels in. However, when I disagree with my parents, I don’t do so as much!” she laughs.
Despite this, it is integral to retain your sense of self. “When I go back to Beijing and meet with my childhood friends, they often ask, ‘you’ve been gone for a while, have you changed?’ [There’s the implicit suggestion that] you need to remember your roots and hold on to your culture,” Li muses. Ultimately, we need to balance the different facets of who we are in order to best relate to the relevant audience – and this is something that everyone, not just people from Asian backgrounds, have to grapple with.
Myth 4: It will be hard to lead and grow without overseas exposure
It is a common misconception that APAC employees need to have lived, studied, or worked outside of Asia to succeed in their careers. For instance, when it comes to education, overseas institutions, such as Ivy League schools, are often deemed better and more prestigious than local universities. However, Li is swift to debunk this. “Having international experience is not a prerequisite of success. What’s more important is having an open mind – one that is receptive to international ideas and perspectives,” he says.
Similarly, Phang cites examples of homegrown colleagues who have carved out successful careers for themselves. “A lot of success stories at Bloomberg have never lived or studied overseas,” she notes. “I do think we’ve become better as a company at finding opportunities for local talent who, be it for family reasons or otherwise, choose to stay in their home countries.”
Myth 5: International colleagues have a greater chance of success
In the same vein, it is commonly thought that expats are more likely to hold senior management roles within an organization. However, local employees in APAC have as much chance of succeeding at Bloomberg as their international counterparts – especially when they receive the right support.
To this end, Phang recommends finding a mentor who can offer crucial guidance. “It’s important to find a couple of people within the company who you can trust to be your support network throughout your journey,” she advises. “In particular, it’s useful to find someone who not only understands local challenges, but also the broader Bloomberg culture and how to navigate working for an American company.”
Additionally, it is crucial to seize development opportunities as they become available, such as the LTI. Such programs are designed to help local talent grow their confidence and expand their professional networks, equipping them with the tools to truly succeed in a global workplace.
Learn more about the Local Leadership Accelerator (LLA) initiative.