Wanted: Advice For Dressing Down Subordinate On Business Etiquette

I’ve just returned from my third business trip to Asia with a guy several years junior to me (it was only the two of us on the trip) – we’ve spent about six weeks there together over these trips.

As happens, we spent a lot of time socializing with the client personnel, high, medium, and low level. Generally, they choose (or propose from among several) restaurants for us.

Now, de gustibus non disputandum, but it turns out that I like (or am okay with) most foods, he has significant (prissy? I’m trying not to be judgmental) limits to his preferences and tastes. That’s life, and there have certainly been times on these trips when I have had no taste for the food or drink options suggested by the client, for the way it was presented, for the quantity (we’re both big gwailo types so typical Asian portions leave me hungry sometimes), for the pace at which it comes out, for the lack of water, etc.

HOWEVER, my cardinal rule is to smile, ALWAYS repeat “I’m fine with just about anything” (I politely draw the line at certain organs, and no one’s ever blamed me for it), and muddle through. If given a choice, I’ll initially repeat “I’m fine with anything,” then if the host presses, I’ll say, “Oh, the chicken/tongue/eggplant would be great for me.”

So, my bill of particulars against this guy, in no particular order, includes (you can tell we were travelling together too long; you start taking obsessive note of each annoying behavior):
[ul]
[li]Categorically ruling out food groups suggested by client. “NO Indian!” “I don’t know about Vietnamese.” “I’m not a big fan of French.”[/li][li]Speciall/difficult/unreasonable custom orders (which the client then has to interpret to the bewildered local waiter). “Can I get just some balsamic vinegar with that [papaya] salsad?” “Could I have the sweet and sour pork, but with chicken instead?” “Could I get the sauce on the side?” “Tell him to make SURE it’s decaf.” [/li][li]Otherwise not having a common-sense instinct for what is achievable/polite in a non-Western establishment (special orders, unfamiliar terminology, etc.).[/li][li]Routinely ordering more food than anyone else in the party (e.g., “Can I get the chicken AND the salmon entrees?” “Large. Large. I want a big order of the beef.” “Steak for one? That’s not going to do it – I need the cut for 2-3.” “Could I get some scallops (said at the end of a huge hot-pot meal)?”[/li][li]Singling out expensive items (aforementioned scallops, steak, etc.) in view of the client, who he knows will in turn be charged the expense of the whole dinner.[/li][li]Ignoring any Asian (or just commonsensical) notion of precedence or politeness (e.g., always taking the first slice or piece of a dish, without offering it to his seniors (everyone else), taking the last piece, powering through as rapidly as possible with communal dishes).[/li][li]Regarding a dish as “his” because he’s been rude enough to order it (not realizing that even when one person requests a dish, this culture generally calls for sharing everything on the table).[/li][li]Infuriatingly, when he shows any awareness of his conduct, smirking as though he thinks its endearing (he clearly thinks the locals are impressed by his “hearty appetite” and that he’s making a good impression; they’re polite, but not blind, though).[/li][li]Not learning a single damn word of the language in five weeks on the ground. I’m an Ugly Westerner, but how can you, on the last day of five weeks of travel, motion a waiter over and blurt out: “Water?!” like some retard? (Later that evening he collared a different waiter and similarly loudly stated “Bathroom?!” – the clients were sniggering, “Is he going to take a shower?” because as anyone who’s been outside the U.S. for five minutes knows, non-Americans always say “toilet,” “WC,” anything but “bathroom.” How could you, in fact, not learn the words for “toilet” and “water” during the first ten minutes in a foreign country? They’re pretty important.[/li][/ul]

Anyway, sorry, I had to get that off my chest after simmering for weeks. The basic problems are: (1) he’s a Philistine; (2) he fundamentally misconceives “business dining” as “dining meant principally for his personal entertainment and maximal pleasure;” (3) he doesn’t realize that he’s still on the clock and needs to put the client’s comfort first; (4) he’s completely culturally tone-deaf about the deference, polite denials, etc., etc. that are still (even to an oaf like me) so obviously much more a part of social and business life for people in our client’s culture; (5) he mistakes the polite and hospitable tolerance of our hosts for approval (and doesn’t distinguish between the younger guys, who may actually be fairly unfazed by his undeniable selfishness and eccentricities, and their more traditional counterparts who may); and (6) to the extent he reflected on the differences between his behavior and everyone else’s at the table, he’d UNDOUBTEDLY think it was a source of “uniqueness” or “impressing the locals.”

Maybe I’m too stuffy or I’ve gone more old-school than the old-school Asians, but he did so many things wrong, I know I’m not imagineing the problem. What he has not done, once, I’ve done dozens of times: Go where the host offers, eat (at least a polite amount of) what’s put in front of me, run out the clock, then go back to the hotel or city center and eat and drink WHATEVER I WANT AND HOWEVER MUCH OF IT I WANT, on my own time and own nickel. Because the dinner, itself, is not primarily about me (or even about me at all).

Other problem is that while I noticed the overly-familiar and self-indulgent behaviors by about our second week over there, I have not really said anything, hoping it would go away. Is it now too late?

If it’s not – how to couch the rebuke/advice to him?

Wow, i don’t have any advice, but I really hate people like that. He’s traveling abroad, and giving American travelers a bad name…*some *of us know how to behave. “When in Rome…” Anyway, there’s gotta be something you can do. This just looks bad. How rude.

How about “you’re fired”?

Or, in the alternative, find a seminar on Asian business etiquette and instruct him that he must attend and pass it before his next scheduled business trip. Googling for such seminars turns up a bunch of links (which I won’t post as they are commercial).

I work for a Fortune 50 international corporation and my managers do quite a bit of international traveling. Ideally, whoever is this kid’s mentor (you?) had the responsibility to school junior in protocol and diplomacy PRIOR to traveling. Since this was not done, you should have taken him aside and coached him on appropriate behavior DURING the trip, NOT afterward. Why you contented yourself to watch this kid continually make an ass out of himself during a SIX WEEK, while you sat smugly on the sidelines, is beyond me. Because whether you’d like to admit it or not, his behavior is also a reflection on YOU and your company by association.

Water under the bridge. What should you do now? Um, how about COMMUNICATE to him that he handled himself inappropriately at various occasions during the last business trip. Do not be sarcastic and superior, as you have tended to do in your OP. Rather bring up very specific examples of where he could have given offense to your hosts and offer him suggestions on how he should have handled the situation. And then, perhaps, ask that he write a note of apology to the folks whom he inadvertently offended.

Dress down a subordinate? It’s far more effective in the long run to prop someone up.

I’m with Pundit. If he’s subordinate, set him straight on day one.

Firing is pretty harsh, but I would also recommend a seminar he has to pass, and a formal reprimand along the lines of ‘you’re misrepresenting our company, shape up or ship out’. Business trips are all about proper etiquette.

A high school friend of mine, Glen Seberra, operates a consulting/leadership psychology thingie (No noun is coming to me.) specializing in helping American business people better understand and function in Asian cultures. He’s mostly in the Bay Area, I think, but he travels and gives seminars. He might merit a Googling.

Uh…business?

And I was being facetious in suggesting that the guy be fired. But totally serious about making his future with the company contingent on learning how to represent the company better.

What, do you expect him to have an innate knowledge of Asian customs and etiquette? Jeez, you’re his boss, act like it. If he is doing something wrong, tell him that, and then tell him how to do it right.

I’ve been to Asia something like eighteen times on business. I’ve spent over a year of my life over there in several Asian countries. This guy’s behavior is way out of line but you are also seriously at fault for not correcting him right away. At this point he needs to be told how to behave next time or he never gets to go again.

Sorry, but most of those things would be rude in the U.S., too. When I’m out with a client, I am very careful to be extremely polite; I don’t order anything more expensive than they do, and I carefully follow their lead as to make them comfortable (not drinking more than they do, etc.) I’ve never taken any courses; it’s called “common sense” and “professionalism”, people!

That being said, you should have approached him during the trip. Heck, if there was a time you were alone at the table or in the restroom, I would have said something!

Now, some of the things you mentioned were specific to the region, and he should have had the decency to look up some things on his own. I would definitely formally reprimand him for being unprepared and unprofessional, after asking him to explain the logic behind his behavior. Chances are, he can’t explain why he did what he did, and it makes it easier to dress someone down if they’ve had an opportunity to defend themselves and fail.

Also, since you’re asking for advice, I’m moving this to IMHO.

I agree, some of the things would certainly make me raise my eyebrows. But a lot of his complaints were culture specific, and I was more speaking towards those.

Just tell him that if he doesn’t change, he won’t be going on any more trips.
I’m guessing that no more trips = a lack of advancement.
If this was his first trip abroad, I’d be a little soft on him. Basically, you should have prepared him for this befor you took him.

I have to agree with others here: if you’re his superior, then his behavior is a reflection on you and how you run your business (or at least the section under your oversight). If I were a client and saw this behavior once, my first thought would be that the subordinate is a moronic man-child. If, however, I saw this behavior repeatedly over an extended period, I’d conclude that either a) his behavior is considered acceptable by you and your company, or b) your company’s sending me the office idiot because I’m not important enough to merit one of the real reps. In either case, I’d be inclined to take my business elsewhere.

Mistake. You should have brought this up immediately. If you start acting really mad now he’ll ask why you didn’t bring it up at the time if it’s such a big deal, and he’ll be right. You need to unsimmer and deal with this calmly.

(1) can be annoying but is irrelevant. (2) and (3) are the big ones, and you need to make it clear that he needs to un-fuck himself asap wrt the difference between “business trip” and “vacation” if he wants a future in business anywhere. (4) and (5) are things he obviously needs to be taught, either via seminars or through much more hands-on supervision. (6) shouldn’t matter as long as he sticks with (2)-(5), and may eventually develop with experience.

btw, is he just recently out of college?

When you tell him what he did wrong, you should apologize for not setting him straight at the beginning. He is going to feel very foolish.

Then teach him the correct ways with kindness and encouragment. That is also the polite thing to do.

Pretty much agree with **Sublight ** and fluiddruid et al, except for that (1) is also an issue. People who represent a company need to have a given level of acceptability.

Employees have a responsibility to ensure that their behavior is acceptable and does not offend clients. At the boss, it is your responsibility to the company to ensure that your subordinate’s behavior meets this standard. If you do not know how to do that, I would recommend talking to your boss or the HR department.

Oh, it was a failure of leadership, I freely admit. But it was hardly “smug.” I was more exasperated, astonished, and just plain disturbed at conduct that would have been out of place (as others have noted) in Des Moines or Atlanta as well. I’d make an awful elementary school teacher, as I’d probably be equally averse to just coming out and saying “Quit playing with yourself!” (which I regard this as the social-faux-pas equivalent of). I suspect my best game now may be to synthesize what some of you recommended, find one of the many “How To Not Be An Ass As A Gaijin” phrase/tip books, give it to him as a “gift,” and mention, “You know, one of the things I’ve found is that when I don’t like the food, it’s easiest just to just grin and bear it and get something later at the hotel; it’s less hassle for everyone involved.” I HOPE that a word to the wise will be sufficient and I don’t have to catalog all the 95 Theses I’ve set forth here, but we’ll see.

As much as I appreciate a boss being subtle (because I am paranoid enough to catch on to what they really mean), this sounds a little too friendly and not enough hit-him-over-the-head-with-it. By that I don’t mean be rude or dress him down, just be more explicit than this. He may think that’s fine for you but he will continue to handle things his way. Your call obviously on how receptive/perceptive you think he’ll be, but it may be better to just lay out rules, without getting into how many he has broken so far.

I agree with gigi. Your proposed solution , after 3 business trips, is about 1% as strong as it needs to be to sink in.

You’ve got to pitch it right. There is no dishonor in his having been ignorant, but there must also me significant learning and change in his behavior.

Letting this go past the first evening, much less the third trip, was a major failure of supervision that may be irrepairable at this point.