How to work and do business with people from the United Kingdom. How are Brits similar and different compared to Bulgarians and some details on how to communicate with UK colleagues. A presentation made on Questers Beer'n'Code day.

1. www.questers.com
Peter Sabev
QA Manager
Questers
psabev@gmail.com
@BORIME4KA
www.linkedin.com/in/petersabev
www.facebook.com/peter.sabev
Working with UK
people
(for Bulgarians)

2. THE 1939 POSTER DISCOVERED IN 2000

3. KEEP CALM
AND RAISE
YOURHAND
IF YOU
WORK WITH
UK PEOPLE

4. BASIC FACTS
Compared to Bulgaria:
Area:
2.2x times bigger
Population:
8.8x times more people
GDP per capita:
5.9x times larger
Baked beans consumption
per capita:
2x times more
Beer consumption per capita
8.3% less

5. KEEP CALM
AND TELL ME
WHAT IS THE DIFFERENCE
BETWEEN ENGLAND,
GREAT BRITAIN, UNITED KINGDOM
AND BRITISH ISLES?

7. KEEP CALM
AND TELL ME
HOWMANY
MILLION PEOPLE
LIVE IN THE UK?

8. POPULATION:
64.1 MILLION

11. ALMOST SAT IN DRIVER’S KNEES

12. SEPARATE WATER TAPS

13. MILK IN THE TEA

14. LOST IN TRANSLATION
Cheers! – Наздраве!
Bless you! – Наздраве!

15. Words
Tonality
Body Language
Gestures

16. DISCLAIMER: PEOPLE ARE DIFFERENT!

17. PERSONALITY PROFILE COMPARISON:
United
Kingdom
Bulgaria

18. Control Harmony
Constraint
UK PEOPLE LOVE HARMONY
Business tends to focus
on winning.
But British try to be fair
and make other party
feeling alright about
decisions and outcomes.

19. Control Harmony
Constraint
BULGARIANS LOOK FOR PROBLEMS, NOT SOLUTIONS
• Bulgarians are good at seeing
problems
• Instead of looking for solutions,
they focus on the obstacles.
• People feel nothing depends on
them, that they cannot decide
anything important, or they will not
be allowed to implement their
ideas.

20. Single-Focus Multi-Focus
UK PEOPLE LOVE ONE THING AT A TIME
• The British tend toward a single-
focus orientation.
• Interruptions are not seen as
polite or helpful.
• Structure and predictable
patterns of work are important.
• The exceptions come in
emergency situations.

21. Single-Focus Multi-Focus
BULGARIANS HAVE MULTI-FOCUS ORIENTATION
• Can deal with a variety of tasks;
• Not likely to be disturbed by
unpredictable and unscheduled
events;
• People may have several
obligations which are not
necessarily under their
competence;
• Doing lots of tasks is more
important than doing tasks right.

22. Fixed Fluid
UK PEOPLE LOVE STRICT TIME KEEPING
• The British tend to display a
need of order and structure.
• Thus, time is seen as discrete
and as a manageable
commodity to be controlled and
made the most of.
• There is a perception that the
Welsh and Irish are more fluid
than the norm and that the Scots
and English are more fixed.

23. Fixed Fluid
BULGARIANS ARE MORE FLUID (BUT NOT MUCH)
• In general, Bulgarians understand and
recognize the importance of time.
• Not feeling the need to control or
manage it so precisely.
• Some delays in meetings or conference
proceedings are tolerated.
• Coming late for work (and leaving late)
is tolerated by most UK employers
because of the time difference.

24. Past Present Future
BOTH BULGARIANS AND BRITISH LIVE IN THE PRESENT
• People from both countries are
motivated by the promise of quick
results and returns.
• Most business projects in both countries
are scheduled for six months to a year.
• Generally people over 50 years also
look toward past, and people under 20
look towards future.

25. Doing Being
• British professionals tend to view
their business relationships as a
means to get their job done.
• Focus on the accomplishment of
tasks and making decisions.
BRITISH PEOPLE WANT THE JOB DONE

26. Doing Being
• Bulgarians place great deal on
personal relationships and trust.
• If parties trust each other, they
can conclude contract without
signing.
• Relationships in team are the
second most important factor
after salary.
• Still, Bulgarians are result-driven.
GOOD RELATIONSHIP IS NO. 1 FOR BULGARIANS

27. Low Context High Context
• Polite behavior
• Exceptions: important orders,
technical details, complex
projects (make sure message is
received clearly)
BOTH COUNTRIES ARE HIGH CONTEXT

28. Direct Indirect
VERY INDIRECT!
Only exception: crisis
• Scots however are more direct:
“tell it like it is”
BOTH COUNTRIES ARE INDIRECT

31. Instrumental Expressive
• British need for the avoidance of
expressing emotion, which is
seen as vulgar and lacking in
self-control
• Try using facts, processes,
figures and logic instead of
feelings
• Welsh and women are
considered more expressive
USE FACTS, NO FEELINGS!

32. Informal Formal
• Especially valid for high status
individuals and when conducting
business with 50+ years old
people;
• Scots are more formal than those
in other areas.
FORMALITY IS EXPECTED

33. CLOTHES – REALITY IN BULGARIA
NEVE
R
OVERDRESS
ED
OKFINE

34. CLOTHES – REALITY IN UK
NEVE
R
OKFINEFRIDAY

35. AND FOR THE LADIES…

36. Private Public
RESPECT PRIVACY!
• Avoid talking about yourself
• No physical contact more than shoulder tap or high five;
• British don’t like open-space if they need to work there;
• People who use mobile phones when others are around are
criticized;
• Privacy is sign of wealth and prosperity.
• Be very careful on personal topics – marriage status, sexual
orientation, ethnicity, etc.

37. AVOID ASKING THINGS LIKE…
• How much money do you earn?
• Why did you divorce?
• How old are you? How much do you
weight?
• Why don’t you adopt the Euro? (as well as
topics for EU politics, the Royal Family,
race and immigration, religion, crime, etc.)

38. Equality Hierarchy
WE ALL WANT TO KNOW WHO IS THE BOSS
• Historically: managers and employees
• Exception for more equality-oriented
system:
Crisis, large number of workers
(as the leader can find themselves
criticized
for making tough decision)
• Rarely lasts once the crisis is gone

39. Individualistic Collectivistic
• People are motivated by their own
personal interests, financial and career
agenda.
• Workers appreciate to make decisions and
have more control.
• In teams, British perceive themselves as
individuals working toward a common
goal.
• In family, British are individualistic but
most Bulgarians are collectivistic
WE ARE BOTH INDIVIDUALISTS AT WORK

40. Particularistic Universalistic
• One of the highest compliments a
boss can receive is to be described
as fair and consistent.
• Democracy and decent society are
thought to depend on the correct
application of the rules.
• Age also plays a part, as mature
Brits tend towards more extreme
views.
UK PEOPLE TRY TO SET EQUAL RULES FOR EVERYONE

41. Cooperative Competative
• British employees believe they can influence the
outcome of business, win and receive good
rewards.
• Need for results and achievements
• Employees and managers are expected to own
their projects and deliver positive outcomes in the
face of others trying to do the same.
• Men’s competitive behavior is still seen as more
socially acceptable than a woman’s in the same
circumstances.
WE ALL LOVE COMPETITION!

42. UK LOVES ORDER, BULGARIA LOVES FLEXIBILITY
Flexibility Order
• There is a preference for order, as
expectations of the employee are
made explicitly.
• Clarity is valued in task setting, job
descriptions, and pushing for a
specific desired result.
• Bulgarians desire order but can be
flexible, too.
• The “It’s not my job” paradox

43. Deductive Inductive
• The British tend to take details, data and
components and think about them,
analyze them, and then draw conclusions.
• British ask “how” more, Bulgarians ask
“why” more...
• Common sense, facts and unemotional
play their part during discussions.
BRITISH ARE INDUCTIVE, BULGARIANS - DEDUCTIVE
General
Principles
Specific
Instances

44. Linear Systemic
• UK prefer each component to be dealt
with individually which gives them [false]
sense of control
• UK prefer step-by-step cycles, where a
response from step is elicited before
another step is taken.
• Women are more systemic in general and
look to the big picture more often.
UK PEOPLE ARE LINEAR

45. SUMMARY: 7 OUT OF 17!!!
United
Kingdom
Bulgaria

46. INTRODUCTIONARY GREETINGS
• Start little more politely than
is necessary
• Eye contact during short,
definite handshaking
• First name is a friendly
manner, not necessarily
friendship
• Small talk before going to the
real thing

47. Do NOT kiss or
hug colleagues!

48. FIRST CONTACT SMALL TALK TOPICS
• The weather
• How the day has been so far
• Journey, traffic, airline companies
• A compliment: Nice office, good
coffee, so many friendly people
here, interesting t-shirt, nice smile
(careful not to turn it into a sexual
one)…
• News! World news, work news,
sport news

49. MEANS OF COMMUNICATION - ORDERS
• Listen for indirect messages, read between the lines
• Expect constant polite checking back to ensure compliance
with the agreed plan
• When giving commands, to deflect the awkwardness, he or
she may say they are giving the order because of health
and safety regulations, because of a customer complaint, or
because a higher-level boss has insisted upon it
• “Excuse me but can you help” – the word “sorry” is used
very often
• “I suggest” is not a suggestion but a command!

50. SAMPLE ORDER (WHAT WE EXPECT)
- Peter, please provide me test
report ASAP and colour all
passed items in green and all
failed items in red. Thanks!

51. SAMPLE CONVERSATION (BASED ON REAL CHAT)
- Hi Peter.
- Hi John. How are you today?
- I am fine, thanks. And how are you?
- Oh, wonderful, thank you John. I am actually working from home today (son is sick)
and currently preparing the test report you requested yesterday.
- I am sorry to hear that, Peter. Hope he will get well soon…
- Thanks, John! He is much better today.
- By the way, about that test report, my biggest concern is to have the failed items
coloured in red. Can you make me a big favour and to this for me, Peter?
- Of course, John. Will be done by EOB today.
- Great, Peter! Thanks!!! And may I suggest that all items that have passed to be
coloured in green?

52. IMPORTANT CONVERSATIONS
1. When discussing something
important, sync everything in
person or at least via voice call –
British prefer it over email or
online chat.
2. However, send a summary of
what’s been discussed via email
at the end.

53. MEANS OF COMMUNICATION – REJECTING ORDERS
• “It is okay to disagree but try not to do it disagreeably.”
• Expressing a different point of view in the United Kingdom is
delicate business, especially when with a boss, customer or
someone who is perceived as sensitive.
• Avoid confrontation, save your face and don’t express emotions!
• Do not interrupt – this is considered rude unless it is act of
passion, excitement or constructive immediate feedback.
• Long silence is uncomfortable.
• Soft, polite, fact-based tone is the best approach.

54. NEGOTIATING
• British love it FAIR!
• Try not to lose temper, or using force or power. Expect the same.
• “Read between the lines” – catching unexpressed meanings is critical.
• Deep knowledge, good memory and gaining others trust is important
• British use self-deprecation, which lowers their power to form trust.
• Aim good result to all (win-win) – the last does not always become
reality.

55. BUSINESS ENTERTAINMENT
• Usually Thursday or Friday night is the time for informal
gatherings with colleagues outside of the office.
• Lunch is reserved for official, boring business lunches with
externals and customers.
• Very good idea: take British to sporting event (especially
football, tennis, horse racing, rugby or golf), they love betting
and lottery!
• Invite UK people at home only if they are very very close
friends.
• A city tour finishing with a pub with a lot of beer is great for peer
colleagues.
• Gifts are not appreciated unless it is a small thing like a rose oil
souvenir or a bottle of good wine.

56. CONVERSATION TOPICS
• For lunch with externals, leave your boss to
talk and just answer when asked something.
• To avoid silence, use the small talk topics 
• Try to keep conversation away from
business – hobbies, families and interests is
fine.
• Never talk about money or salary
comparisons – leads to tears in your beer!
• Don't tell jokes at a party that you would
never tell in the office.
• Relax... but not too much.

57. MY PERSONAL EXPERIENCE WITH
BULGARIAN CUISINE AND UK PEOPLE

58. MEETINGS
•Prepare for too many meetings with too many attendees
•British are not always punctual to meetings
•Small talk at the beginning
•Usually there’s a leader of the meeting – let them talk most
•For more than 2 people meeting, try giving at least 24 hours notice
•If you are among first two people, you are expected to have informal
conversation, no matter what level of the hierarchy you are.
•Humor is seen as useful tool to reduce tension.
•Try not to interrupt and deviate from the meeting focus (except initial
smalltalk)

59. VIRTUAL MEETINGS
• Phone, Skype, Hangouts – expect lots of virtual meetings as
well
• Do not interrupt!
• Do not hesitate to ask for clarification when misheard or
didn’t understand meaning:
• “Itchy feet” – to try something new
• “At loose end” – being bored and having nothing to do
• “Another string to your bow” – something that can help you
• “Bob’s your uncle” – will be successful

60. PRESENTATIONS
• Introduction, Agenda, Recent news or background,
current issue, suggestions, ideas, new data, big
finishing conclusion, Q&A
• Q&A at the end rarely produce many questions
• Wordy PowerPoint presentations
• Monotone read from a script

61. THE TEAMS
Performance objective center on teamwork and active team
cooperation.
However, rewards rely on an assessment of the individual’s
contribution to the team results.
When joining a new team, British are concerned on how
interesting it will be, how their career will be boosted, whom
they will be working with, what are risks and rewards…

62. MOTIVATION
What motivates the British people when they need something finished:
• TIME – make things urgent and expect urgent work
• AUTHORITY – someone “important” expects work to be done
• CUSTOMER SATISFACTION – our customers will be happy
• DOWNSIDE OF WORK NOT BEING DONE – hint at job security and
high costs
• PROMOTION – do this and you’ll be promoted
• KNOWLEDGE – especially for graduates, gaining knowledge is
motivating

63. TIME MANAGEMENT
• Big contrast between timings in a plan
and in reality
• The tight, fast, and minimal plan will be
adjusted to reality – extended or with
working longer hours, mad scramble
and crazy effort to correct the project.
• Plan with conservatively, with buffers, much time for
meetings, clarification, knowledge transfer and building team
relations

64. PLANNING & REPORTING
• Give suggestions and time-saving ideas
• Prepare beautiful, traffic-light coloured weekly reports
• Bring your needs, agenda, competence and existing
network of relationships to the planning process
• Planning = bridge between what you say and what you do;
• Failure to do what is planned is frustrating, expensive and
wasteful

65. APPRAISAL
• Appraisal is personal and almost “secret” process
• Good to praise your colleagues but criticize them in
private; criticize actions, not people;
• Brits prefer to use SMART goals appraisal system
(Specific, Measurable, Attainable, Relevant and
Timely) or another facts/points based system.

66. REWARD & RECOGNITION
• Money! – based on personal
achievements, company profit-related
pay, share option schemes and bonuses
calculated by complicated formulas.
• Parties, team-buildings, trainings at
exotic locations
• “Worker of the month” and similar prizes

67. DECISION MAKING
• Not a popular activity among UK people
• Brave person needed
• Will usually try to be logical, rational, including facts
and evidences for the decision making.
• Half of the audience will be disappointed and will
criticize the decision and the decision maker.
• Final decision is highly influenced by the mood of the
crowd.
• Written agreement is seen as very powerful in UK.

68. A great relationship is
about two things:
1.Find out the similarities
2.Respect the differences

70. THANK YOU!
QUESTIONS?

71. INTERESTING READS
Cultures and Organizations:
Software of the Mind
by Geert Hofstede, Gert Jan Hofstede
and Michael Minkov
ISBN 978-0-07-166418-9

72. INTERESTING READS
Culture's Consequences:
Comparing Values, Behaviors,
Institutions and Organizations
Across Nations
by Geert Hofstede
ISBN 0-8039-7323-3

73. INTERESTING READS
Riding the Waves of Culture:
Understanding Diversity in Global
Business
by Fons Trompenaars
ISBN 1904838383

74. INTERESTING READS IN BULGARIAN
Защо сме различни
Михаил Минков
ИК „Класика и стил“
ISBN 9789543270293

75. SOME LINKS
• www.culturalnavigator.com – Paid service for cultural and business
information
• http://www.sccr.org/ - Society for Cross-Cultural Research
• http://www.interculturalpress.com/ - Books and training materials
• http://www.geoleadership.com/ - Global leadership and training with
Intercultural emphasis
• http://www.countryreports.org/ - Cultural, historical, statistical and
country information

76. Peter Sabev
QA Manager
www.psabev.info
psabev@gmail.com
www.facebook.com/peter.sabev
www.linkedin.com/in/petersabev
skype: psabev82