British Management Style

UK:
As has already been pointed out, British managers tend more towards generalisation than
specialisation. The proposition that the manager needs to be the most technically competent
person would receive little support in the UK. Therefore, pure academic education is afforded
much less respect than in other countries (notably Germany and France) and the emphasis is on
relevant experience and a 'hands-on', pragmatic approach. Titles such as doctor or professor are
rarely used outside academic circles and can even be seen a sign of affectation.
Much more emphasis is placed on the man-management skills needed to produce the best results
from the team. A manager is expected to have the interpersonal skills to meld a team together and
it is this ability as a 'fixer' which is highly regarded. Modern managers often want to appear as a
primus inter pares, cultivating a close, often humorous and overtly soft relationship with
subordinates. This seeming closeness should not, however, be mistaken for weakness on the part
of the boss - when difficult decisions need to be taken, they will be taken.
The British find it difficult to be direct and British managers often give instructions to subordinates
in a very indirect way, preferring to request assistance than to be explicit. This use of language can
be very confusing for the non-British (see 'Communication Styles' later.)

British Business Structures

UK:
The board of directors is the real power broker of a British company with all key decisions being made
at this level. All plc's (quoted companies) must have at least two directors who are appointed by and
accountable to the shareholders. The chairperson or the CEO leads the board.
Many of the UK's larger companies have 'non-executive' directors who act as outside, impartial
experts, as well as often providing links with government and the civil service. This usage of 'nonexecutive' directors has some parallels with the continental European two-tier system of senior
management but is not as all-pervasive and 'non-execs' can be resented by the executive directors.
Although traditionally hierarchical in structure, many British firms have moved towards a flatter, less
bureaucratic approach. This has also resulted in a certain lack of shape, with boundaries and
responsibilities being blurred. It can be difficult to get a clear picture of the structure of a British
company, with even employees being unclear as to the exact remit of their jobs. As a result, job
descriptions tend to be somewhat vague and imprecise with little clear guidance on specific tasks to be
undertaken.

British Meetings
UK:
One thing that can be said of meetings in the UK is that they are frequent.
They are often also inconclusive, with the decision of the meeting being that
another meeting should be held. The British themselves often complain about
the
frequency
and
length
of
meetings
they
must
attend.
In comparison with many other cultures, relatively little preparation is done for
meetings (with the exception of client-facing meetings). This is because
meetings are often viewed as the forum for the open debate of an issue and
that, during that open debate, a route forward will be found. When the route
forward is agreed, then the detailed work schedule will be implemented. Being
'over-prepared' for meetings in the UK can result in certain negative feelings
towards those who have prepared in advance. "There is no point having a
meeting with the Germans (for example) because they have already decided
the
outcome
prior
to
the
meeting."
Agendas will be produced and followed loosely. If something important arises
during the open debate it will not be excluded simply because it does not occur
on
the
agenda.
The British consider themselves to be punctual, but when pressed will admit to
rarely arriving on time. It is now fairly common for people to arrive five to ten
minutes late for meetings.

British Communication Styles

UK:
The British are almost Asian in their use of diplomatic language. Almost alone
in Europe, (with the possible exception of the Belgians), they strongly place
diplomacy before directness in communication. Being very non-confrontational
in business situations, the British equate directness with open confrontation
and fear that bluntness will offend the other party. This can often lead the
British to seem evasive in meeting situations when they are really searching
for a way of saying something negative in a positive way.
In addition to being diplomatic, the British also use language in a coded
manner preferring to say unpalatable things using more acceptable, positive
phrases. Thus, "I disagree" becomes "I think you have made several excellent
points there but have you ever considered...." And a lack of interest in an idea
is often greeted with,"Hmm, that's an interesting point."

Humour is virtually all-pervasive in business situations. Indeed, the more tense

and difficult a situation is, the more likely the British are to use humour. This
does not imply that the British are not taking the situation seriously - it is
merely that humour is used as a tension release mechanism in the UK and
helps to keep situations calm, reserved and non-emotional. Never
underestimate a British businessperson because he or she uses humour in a
seemingly inappropriate situation. Humour is a very important and respected
communication tool at all levels and in all contexts.
It is better to be self-deprecating than self-promotional in the UK. People who
are verbally positive about themselves and their abilities may be disbelieved
and will, almost definitely, be disliked.

British Dress Code

UK:
Traditional dark grey and dark blue suits are less in evidence then in the past except for sectors such as the law and banking and finance. if suits are worn,
white, blue or pink shirts and reasonably sober ties are typical. In the more
senior circles in the 'City', men will often wear cufflinks.
Women in management positions often mirror male attire in so far as dark suits
and blouses are worn - with little in the way of more flamboyant accessories
being seen.
There has, however, been a recent move away from this sober, formal
appearance and many organisations have introduced a 'dress down' policy
which allows employees to wear 'smart casual', as long as there are no clients
to be met on that day. 'Smart casual' is difficult to describe but still tends to be
on the conservative side.
The climate in the UK can be very rainy, so it is always a good idea to carry a
raincoat and/or an umbrella when visiting.

Negotiation Tactics of UK
Attitudes and Styles To the British, negotiating is usually a joint problemsolving process. While the buyer is in a superior position, both sides in a
business deal own the responsibility to reach agreement. They may focus
mostly on the near-term benefits of the business deal. The primary negotiation
style is cooperative and people may be open to compromising if viewed helpful
in order to move the negotiation forward. Since the British believe in the
concept of win-win, they expect you to reciprocate their respect and trust. It is
strongly advisable to avoid any open confrontation and to remain calm,
somewhat formal, patient, and persistent.
Should a dispute arise at any stage of a negotiation, you might be able to
reach resolution through give-and-take compromising and appeals to your
counterparts fairness.
Sharing of Information British negotiators may spend considerable time
gathering information and discussing details before the bargaining stage of a
negotiation can begin. They usually share at least some information as a way
of building trust, and rarely take it negatively if you ask about sensitive details,
even if they may not want to answer. It would be a mistake to give your British
counterparts any misleading information or to use surprise tactics since they
may view that as inappropriate or unfair. Their willingness to make concessions
may otherwise deteriorate considerably.
Pace of Negotiation How long your negotiation in the U.K. may take can be
hard to predict. Traditional British companies may still be very slow, spending
considerable time gathering information, bargaining, and making decisions.
With them, attempts to accelerate the process may be counterproductive, so
allow plenty of time. On the other hand, younger or revitalized enterprises may
be interested in finishing the negotiation in a short time span, moving at
sometimes-surprising speeds.
The British generally prefer a monochromic work style. They are used to
pursuing actions and goals systematically, and they dislike interruptions or
digressions. When negotiating, they often work their way down a list of
objectives in sequential order, bargaining for each item separately, and may
be unwilling to revisit aspects that have already been agreed upon. They may
show little tolerance if a more polychromic counterpart challenges this
approach, which they view as systematic and effective. This rigid style may be
difficult to tolerate for negotiators from highly polychromic cultures, such as
most Asians, Arabs, some Southern Europeans, or most Latin Americans, who
may view it as closed-minded and overly restrictive. . In any case, do not show irritation
or anger when encountering this behavior. Instead, be willing to bargain over some items
individually. Otherwise, clearly indicate that your agreement is conditional and contingent on
other items. Reopening the discussion over items that had already been agreed upon will make
you seem untrustworthy.

Do not make eorts to stall the negotiation to win the time needed to evaluate alternatives or to
create time pressure down the road in order to obtain concessions. Worst case, your counterparts
may lose interest in the deal if you do.
Bargaining Most of the British are comfortable with bargaining but dislike haggling. While they
can be tough negotiators, they are usually not out to defeat the other side and will strive to play a
fair game. Prices may move by about 20 to 30 percent between initial oer and final agreement.
The concept of fairness is very important, so while it is not dicult to obtain small concessions,
your counterparts expect reciprocity and may take it very negatively if the bargaining exchange is
too one-sided. The British are quite analytical and usually receptive to outside ideas, so most
aspects of the deal will be open to discussion. Focus your arguments on concrete facts and
information. Exaggerated claims or bragging will not help your position.
Most people in this country prefer to negotiate in a fairly straightforward and honest style. They
use deceptive negotiation techniques only occasionally. This includes tactics such as telling lies and
sending fake non-verbal messages, pretending to be disinterested in the whole deal or in single
con-cessions, misrepresenting an items value, or making false demands and concessions. Do not
lie at or otherwise grossly mislead your counterparts, as doing so might damage or even destroy
business relationships. Carefully orchestrated, good cop, bad cop may be an eective tactic to use
in your own negotiation approach. Businesspeople may claim limited authority, stating that they
have to ask for their managers approval. This could be a tactic or the truth.
Negotiators in the country use pressure techniques only as long as they can be applied in a nonconfrontational fashion. They may open with their best oer, show some intransigence, or make a
final oer, but often remain willing to make small compromises. Repeatedly making final oers
may trigger ridicule and harsh comments. Silence could simply be a part of the conversation,
although it may also signal rejection of a proposal. Be very careful when using pressure tactics
such as applying time pressure, making expiring oers, or nibbling. Your counterparts likely
consider these inappropriate. While the negotiation will not necessarily be over because of this, the
British side may become very reserved and cautious.
Avoid all aggressive tactics when negotiating with the British. They will not shy away from open
confrontation if challenged, but this is almost guaranteed to deteriorate rather than strengthen
your bargaining position. Signs of anger, threats, or warnings usually indicate that the negotiation
is not going well. They are rarely used as a tactic. Opening with an extreme oer may be viewed as
un-gentlemanly or even childish. It should therefore be avoided.
Emotional negotiation techniques, such as attitudinal bargaining, sending dual messages, attempting to make you feel guilty, or grimacing, may occasionally be employed but are generally rare. It
is best to remain calm. Appeals to personal relationships are rare. British businesspeople may
employ defensive tactics such as changing the subject, blocking, asking probing or direct
questions, making promises, or keeping an inflexible position.
Opening with written oers and introducing written terms and conditions may be eective tactics
that could help shorten the bargaining process, which some of your British counterparts may find
desirable.
Corruption and bribery are very rare in the United Kingdom. It is strongly advisable to stay away
from giving gifts of significant value or making oers that could be read as bribery.
Copyright 2006, 2007, 2008 - Lothar Katz

Decision Making Levels of hierarchy in British companies may vary considerably. Older and
more traditional ones are often quite hierarchical, while those working in fast-paced industries
often show flat hierarchies and delegate authority to lower ranks. The decision maker is usually
an individual who will consult with others and carefully consider their inputs. However,
decisions made at lower levels may require top management approval, which can be timeconsuming. It is often important to win the support of top managers as well as influencers in
subordinate roles. Once a decision has been made, it may be very dicult to change.
When making decisions, businesspeople may apply universal principles rather than
considering the specific situation. The British tend to follow established rules and practices.
Empirical evidence and other objective facts weigh much more strongly than personal feelings
and experiences do. De-pending on their companys culture and style, British businesspeople
may be low or moderate risk takers.

1. 5. 3. Business Practices Handshake - most common form

of greeting Reserved people - take offence at early
familiarity Personal space no touching. Punctuality and
courtesy - most important aspects of British business
etiquette No small talk or icebreakers necessary
2. 6. 4. The art of negotiation Negotiation - problemsolving process! Avoid any open confrontation and remain
calm, formal, patient and persistent! Spend time gathering
information and discussing details. Do not stall the
negotiation to win time your counterparts may lose
interest.
3. 7. 4. The art of negotiation Comfortable with
bargaining, but dislike haggling! British people are quite
analytical and usually receptive to outside ideas. Prefer to
negotiate in a fairly straightforward and honest style.
Corruption and bribery are very rare!

Business culture in the United Kingdom

Hierarchy in the UK
The vast majority of British companies and organisations are still characterised by a distinct
hierarchy. Although their instructions might be formulated as a polite request or even a mere
suggestion, British managers are known to be firm, effective and resolute. Their authority as decision
maker is not to be questioned. Being in control and leading a team efficiently are among the most
important management skills. This particularly includes having a good relationship with the staff.
Team players will enjoy working in the UK, where individual ambition should never jeopardise the
mission of a team.
Foreigners need to realise the importance of class distinctions, which is still present, although well
disguised and not directly obvious. The British observe differences in social status by manner of
speech, dress and behaviour. A person's educational background as well as his/her family name
continues to play a role in the workplace, and networks from school and university are still important
to some companies.
UK strategy
Logical reasoning is one if not the most typical British characteristic in business life. Red tape and
bureaucratic hurdles can of course be encountered, but at the same time they are generally disliked,
while a pragmatic approach is clearly favoured.
At the heart of an organisation's planning lies the annual budget. Companies develop budgeting
processes based on estimates over three to five years. Reaching or surpassing target figures in a
particular market is commonly rewarded with bonus payments.
Meetings in the UK
The British generally prefer working with a group of people they know, they can relate to and with
whom they can identify. Meetings are time-consuming and set well in advance. A set agenda is
favoured by most parties who typically start discussing business after some introductory small talk.
The discussion at a meeting can be rather informal. But because of the British task-oriented nature,
each participant of a meeting will usually leave the table commissioned with a specific task.
Negotiations in the UK
The British are tough and skillful negotiators. Throughout negotiations it is important to remain calm
and polite, whereas an informal, humorous tone may sometimes disguise the actual seriousness of
an issue discussed.

Most British businesspeople are following a rational and pragmatic approach. Only on rare
occasions a commitment is announced right away, while agreements need to be formalised in
writing.
UK decisions
Formality and a great deal of subtlety prohibit direct criticism in British business life. Likewise, a
decision might, when announced, sound more like a proposal open to discussion, whereas this is
certainly not the case. The polite and indirect communication of managers in the UK, may
sometimes disguise the fact that they are the sole decision maker. It is, however, not often an
invitation to discuss or decline an assignment.
UK meetings and greetings
All across the UK humour is an integral part of the typical subtle communication. Although the British
as a nation are famously known for their humour and irony, most non-native speakers run the risk of
frequently misunderstanding their opponents (opponents?) at first. Understatements and
euphemisms are commonly used and need to be recognised as a means to indirectly emphasise a
point, for reasons of modesty, to prevent embarrassment, to express criticism, etc.

Boss or Team Player?

In United Kingdom, groups collaborate well together as teams. Members are generally chosen to
participate based on tangible skills or the knowledge base they bring, and are equally welcome to
contribute to any discussion that may arise. They are encouraged to generate new ideas that may
further the direction of the plan or spawn a new track entirely. In successful, dynamic teams, all
members are valued for their actual and potential contribution, and all are treated with equal respect.

Communication and Negotiation Styles

Communication will be direct and reserved. Avoid confrontational behavior or high-pressure tactics.
Avoid displays of emotion and do not argue on the basis of feelings. Decision-making is slow and
deliberate and so patience may be a necessary cross cultural attribute. It is a good idea to send a
letter summarizing what was decided and what the next steps are.

Decision Making
The management style in the United Kingdom is undergoing a metamorphosis, so
you will find a variety of styles. In old-line businesses, the managing directors are
the overall decision-makers.
In other industries, managers strive for consensus and make a concerted attempt to
get everyone's input before a decision is reached. The manager may still make the
ultimate decision, after consultation with the staff.
Teamwork is becoming increasingly important in most organizations. Brits believe
the best ideas and solutions often come from having many stakeholders meet to
discuss an issue. They also prefer for the highest-ranking person to make the
decision (and then perhaps clear it with someone at a higher level), so decisionmaking can be laborious.
British managers will praise employees, although not generally in public.
Subordinates expect their efforts to be recognized and rewarded. Most British are
suspicious if praise is excessive or undeserved.

Top Tips 1-20

Tip 1
British companies tend to develop managers to be 'generalists' rather than
'specialists' and managers are expected to be interested in, and take a view
on, a wide number of topic areas.
Tip 2
Recent years have seen a change in working patterns with many people
moving job and employer on a reasonably frequent basis.
Tip 3
British organisations have moved away from the traditional hierarchical
models of the past towards a much flatter system. In the process, many
layers of management have been removed.
Tip 4
Job descriptions in the UK are often very unclear and imprecise leaving a
potential vacuum in ownership of task and decision.
Tip 5
Managers try to develop a close, friendly relationship with staff and like to be
seen as part of the team rather than removed from the team.
Tip 6
The value of pure academic education is viewed with some suspicion.
Respect is earned through experience rather than qualification. It is rare to

see a professor or doctor on the senior management committee of a large UK

company.
Tip 7
Managers find it difficult to articulate direct instructions and will often couch
instructions in very diplomatic language.
Tip 8
There are a lot of meetings in the UK and they often fail to produce the
desired decision.
Tip 9
The British do less empirical preparation for meetings than other nationalities
- seeing the meeting as a forum for debating potential solutions.
Tip 10
Meetings are reasonably formally structured, roughly following a
predetermined agenda and keeping more or less to time.
Tip 11
The British like to be part of a team and like the team to have a
companionable atmosphere.
Tip 12
Members of a team are expected to take an holistic interest in the project,
rather than confining themselves to their allocated role only.
Tip 13
The British place diplomacy firmly before directness and will try to avoid
engendering negative emotions in meeting situations etc.
Tip 14
The British can misinterpret direct speech as rudeness, aggression and
arrogance.
Tip 15
Humour is acceptable and expected in virtually all business situations.
Humour is not seen as unprofessional, even when used in tense and difficult
meetings.
Tip 16
Self-promotion is not appreciated in the UK. It is far better to self-deprecate.
It is, of course, acceptable to be positive about your company and products.
Tip 17
Meetings will often begin with a good amount of seemingly meaningless
small talk. This is seen as a good way to start the meeting in a harmonious
manner.
Tip 18
Women play an increasingly prominent role in business life - especially in
service industries.

Tip 19
Formal dress codes of dark blue and grey suits are still predominant although
changes are starting to occur in this area.
Tip 20
Colleagues will virtually always use first names amongst themselves. It is
considered very formal and distancing to use surnames.