THE CHALLENGE: My client from China, a CSO, was asked to be more assertive in board meetings. He did not contribute very much.

THE SOLUTION: As I worked in the Asia/Pac region, I knew of the cultural norm of not speaking up for fear of losing face – or of causing his bosses to lose face - if he was wrong. In our coaching I explained that the cultural norm in the UK is to speak up, to have an opinion and that was expected of him, particularly as he was a senior executive. I also knew that the education system in China means that children learn by rote therefore, speaking up is counter-cultural as they have not been taught to do it.

THE RESULTS: This case illuminates how deeply held values and beliefs can become a barrier to adaptation in a new context. My client had a choice to make, adapt to the new way of working or return to China. In this case, the organisation also has a responsibility to understand that what they were asking my client to do ran counter to his beliefs and values. I recommended to them that they exercised patience and understanding.