Cultural Differences:

Working with Clients

Worldwide

You might be a top communicator in your country, but what works at home may not work at all with people from other cultures

Upwork allows freelancers to collaborate with clients from around the world—offering incredible opportunities but also unique challenges. One of the key challenges? Cultural differences—from approaches to deadlines, directness in giving feedback, and decision-making styles to how people express disagreement.

In The Culture Map, Erin Meyer introduces eight scales that help decode international communication and foster better collaboration in a global market. These scales provide insights into managing cultural nuances and maintaining a strong reputation worldwide.

What Are the “Scales” and How Do They Work?

In her book, Erin Meyer identifies eight cultural “scales” (or “axes”) that define how people from different countries communicate and collaborate in work processes. Each scale has two opposite ends and covers aspects like communication, criticism, decision-making, time perception, and more. Let’s take a closer look:

1. Communicating: Low-Context vs. High-Context

Low-context communication (e.g., U.S., Germany, Netherlands) is explicit and detailed. Clients communicate expectations, requirements, and feedback clearly and directly.
High-context communication (e.g., Japan, China, Arab countries) relies on implied meaning, context, and subtlety, often requiring careful interpretation.
In practice: If instructions seem vague or a client avoids giving a direct answer, ask clarifying questions. For low-context clients, be as clear and specific as possible when making proposals or seeking feedback.

2. Evaluating: Direct Negative Feedback vs. Indirect Negative Feedback

Direct feedback (e.g., France, Russia, Germany) is straightforward and unfiltered, making it easy to understand what needs improvement.
Indirect feedback (e.g., U.S., Japan, South America) is softened with positive language or hints.
**In practice:**If you only hear positive feedback, it doesn’t necessarily mean everything is perfect—ask for more details (“Is there anything I can improve?”). With more direct clients, don’t take blunt feedback personally.

3. Leading: Egalitarian vs. Hierarchical

Egalitarian leadership (e.g., Netherlands, Australia, Denmark) values equality, with leaders working alongside their teams as equals.
Hierarchical leadership (e.g., Japan, Malaysia, China) emphasizes respect for authority and clear distinctions in roles.
In practice: Before starting a project, determine who makes the final decision—an individual or a group. In hierarchical structures, try to get direct approval from the decision-maker to avoid delays.

4. Deciding: Consensual vs. Top-Down

Consensual decision-making (e.g., Germany, Netherlands) involves collective discussions and group consensus.
Top-down decision-making (e.g., China, India) means the leader has the final say.
In practice: Don’t mistake a casual leader for someone lacking authority. If a client maintains a formal distance, it’s likely a cultural norm rather than arrogance.

5. Trusting: Task-Based vs. Relationship-Based

Task-based trust (e.g., U.S., Germany) is built through competence, professionalism, and measurable results.
Relationship-based trust (e.g., China, Latin America) is developed through personal connections and informal interactions.
In practice: For a task-based client, highlight measurable results. With relationship-based clients, expect to spend time on small talk before diving into business.

6. Disagreeing: Confrontational vs. Avoids Confrontation

Confrontational cultures (e.g., France, Germany, Russia) encourage open disagreements as part of healthy discussions.
Avoids-confrontation cultures (e.g., Japan, Malaysia) prefer to preserve harmony by softening or avoiding disagreements.
In practice: If a client says, “Everything looks great, but let’s think it over,” they may have serious doubts rather than just being polite. Conversely, if a client is openly critical, it’s not necessarily a personal attack.

7. Scheduling: Linear-Time vs. Flexible-Time

Linear-time cultures (e.g., Germany, U.S.) value strict adherence to schedules and deadlines.
Flexible-time cultures (e.g., Italy, Latin America) are more adaptable, often prioritizing convenience over punctuality.
In practice: With linear-time clients, adhere strictly to timelines. With flexible clients, build in buffer time, clarify priorities, and send reminders about agreements.

8. Persuading: Principles-First vs. Applications-First

Principles-first cultures (e.g., Germany, Russia, Italy) start with theoretical frameworks and reasoning before moving to conclusions.
Applications-first cultures (e.g., U.S., Australia) prioritize real-world examples and results over theoretical explanations.
In practice: If a client wants to understand why you made a particular decision, prepare a detailed explanation. If they are more practical, focus on showcasing prototypes, concepts, or demos first.

Why Cultural Awareness Matters

Remember: These scales are not rigid categories but guidelines to help you navigate cultural differences. Every client may embody a mix of approaches. However, understanding these nuances can significantly enhance communication, foster trust, and improve collaboration.