A firmer grip on cross-cultural communication – your gateway to stress-free, successful international business

By Gifty KYEREMATEN

Abena had just moved back to Accra after living in Paris for over 20 years. She visited a local tailor to have one of her favourite dresses alteredAbena had just moved back to Accra after living in Paris for over 20 years. She visited a local tailor to have one of her favourite dresses alteredAbena had just moved back to Accra after living in Paris for over 20 years. She visited a local tailor to have one of her favourite dresses altered. (Naturally, after indulging in some of Ghana’s delicious local dishes, she had put on a bit of weight).

As she discussed with the tailor the best options to expand the dress, a woman walked into the shop. Without so much as an “excuse me” or asking for permission, she immediately started talking to the tailor about her intention to rent the shop next door.

Abena, trying to keep her composure, continued her conversation, but every time she spoke, the woman interrupted with her own questions. The tailor, caught between the two, divided his attention, answering the woman while also trying to assist Abena.

After several interruptions, Abena, now visibly frustrated, politely but firmly said, “Could you please wait until I’m done?” Her words, though calm, struck the woman like a thunderclap. Offended, she erupted in anger, shouting: “Why, are you the only one who can talk to him? Do you think because of your car you’re better than everyone else? Do you even know who I am?” The woman stormed out, still yelling as she made her way down the street.

Abena was stunned by the outburst and couldn’t understand the woman’s reaction. But as the days went by, Abena started noticing the same behaviour in other public places— at the grocery store check-out, in markets, in telecom offices, even at the bank – where customers would interrupt while she was at the counter with questions or documents to sign, and it seemed like the pattern was almost everywhere she went.

Abena and I both relocated from Paris to Accra around the same time, so we often met at Accra cafés (a very French thing to do!) to chat about our settling-in experiences and share insights. During one of our café meet-ups, Abena confided in me about the experience she had with the woman in the tailor’s shop. She was puzzled by the woman’s reaction and frustrated by the interruptions she’d encountered in other public spaces.

To Abena, who was used to direct communication, she didn’t understand why people wouldn’t wait their turn or offer a simple “excuse me.” These encounters, though minor, spark a realisation that cross-cultural communication is crucial, especially in business. So, how do we adapt to these differences in communication styles?

What is cross-cultural communication?
At its core, cross-cultural communication is about understanding how people from different backgrounds interact and how their cultural differences influence communication. Culture shapes how we express ourselves, how we build relationships, and how we work—both individually and in teams. In business, understanding these differences is key to success.

High-context vs. low-context cultures
Edward T. Hall’s theory of high-context and low-context cultures provides a useful framework. In high-context cultures (like Ghana), communication is often indirect, with a strong emphasis on non-verbal cues—things like tone of voice, gestures and body language.

Relationships and context matter just as much, if not more, than the words being spoken. In contrast, low-context cultures (like France) prefer direct, explicit communication where people say exactly what they mean.

There’s less reliance on reading between the lines, and the focus is often on clarity and getting things done. Abena’s frustration with the tailor’s shop incident was a classic example of this cultural difference. She was accustomed to a straightforward conversation; but in Ghana, the situation called for a more nuanced understanding of the relationship between the people involved.

Multi-tasking: A key difference between cultures
Another important aspect of cross-cultural communication is multi-tasking, and it varies greatly between high-context and low-context cultures. In high-context cultures, multi-tasking is often the norm. People, like the tailor, are more likely to juggle several tasks at once; and it’s not uncommon for conversations, phone calls or meetings to happen simultaneously. In these cultures, relationships take priority and tasks can be completed in parallel.

This multi-tasking approach can sometimes make interactions seem disjointed or fragmented to outsiders but for those familiar with the culture, it’s a natural way of doing business. In contrast, low-context cultures typically value a more monochronic approach—focusing on one task at a time.

Time is seen as a finite resource, so when people are engaged in a conversation or meeting, they tend to give their full attention to the task at hand. This approach often leads to a more structured and efficient environment, where multi-tasking can be viewed as inefficient or disrespectful. For businesses, this difference in multi-tasking preferences can create challenges when trying to coordinate teams or manage expectations across cultures.

Why it matters in business
As businesses become more global, it’s important to recognise and adapt to these cultural differences. Whether you are leading a team or negotiating with international partners, understanding whether a culture is high-context or low-context can shape how you communicate and manage your work. For example, in a high-context culture, a more relaxed, multi-tasking approach may be the norm while in a low-context culture, a more structured and focused work style might be expected.

Being aware of these nuances can help prevent misunderstandings of both verbal and non-verbal communications, and improve productivity. It’s all about respecting cultural diversity and understanding that different people bring different ways of working, communicating and problem-solving to the table. Embracing these differences leads to stronger relationships, better teamwork and, ultimately, business success.

>>>the writer is the Founder of Elite GK Consulting, specialising in etiquette and soft skills training. Gifty holds an MSc. in Education Entrepreneurship from the University of Pennsylvania and an MBA from the Open University, and is a Certified Etiquette Coach from The British School of Excellence. Before founding Elite GK Consulting, Gifty gained extensive experience in international relations, diplomacy and cultural diversity, including a notable tenure at UNESCO in Paris. Her career has equipped her with nearly three decades of expertise in international development and diplomacy. Gifty is also actively involved in community work, having supported African youth and Ghanaian students in France; and she continues to contribute to her community in Ghana by organising workshops and events. Her commitment lies in empowering individuals and organisations to thrive globally while maintaining their cultural heritage, with a particular focus on nurturing young African professionals.

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