Erin Meyer is the author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business and teach cross-cultural management at the international business school Insead, in Paris.

His article explaining how he learned to identify seminar participants with questions by looking for “bright eyes” is something every manager should read—whether or not they are managing an international team.

Why? Because different cultures are more than a function of Japanese vs. Russian vs. British.

Just as culture differs from country to country it differs by areas within each country.

In the US it’s beyond the difference between Massachusetts and Texas or Nevada and Colorado.

The cultural differences between Northern and Southern California are considerable, as are the differences between New York City and Rochester.

Cultural differences can be even finer; think of the differences between the various Burroughs in NYC starting with attitude all the way to language and almost everything in-between.

Beyond that different cultures can exist next door to each other, passed on through families, friends and social media.

Some cultural differences are obvious, while others are extremely subtle.

But they all have one thing in common.

To succeed, a boss needs to recognize the obvious, tease out the subtle and address them all.

Flickr image credit: John Haslam

Since it was first announced, iPad commercials have shown kids using them and millions of parents took to them to keep their kids entertained.

One major exception was Steve Jobs, the guru of consumer technology (his kids read hardcopy books).

“They haven’t used it,” he told me. “We limit how much technology our kids use at home.”

Jobs wasn’t alone.

Since then, I’ve met a number of technology chief executives and venture capitalists who say similar things: they strictly limit their children’s screen time, often banning all gadgets on school nights, and allocating ascetic time limits on weekends.

Chris Anderson, the former editor of Wired and now chief executive of 3D Robotics, Alex Constantinople, the chief executive of the OutCast Agency, Evan Williams, a founder of Blogger, Twitter and Medium and Lesley Gold, founder and chief executive of the SutherlandGold Group all limit or say no to technology for their kids.

“That’s because we have seen the dangers of technology firsthand. I’ve seen it in myself, I don’t want to see that happen to my kids.” –Chris Anderson

Limited or outright banned, technology is handled differently by those in tech when it comes to their kids.

Although some non-tech parents I know give smartphones to children as young as 8, many who work in tech wait until their child is 14. While these teenagers can make calls and text, they are not given a data plan until 16. But there is one rule that is universal among the tech parents I polled.

“This is rule No. 1: There are no screens in the bedroom. Period. Ever,” Mr. Anderson said.

In the light of new research, barring electronic screens from the bedroom has taken on new urgency and not just for kids.

The blue light from personal electronic devices has also been linked to serious physical and mental health problems.

(My sister’s doctor warned her months ago, but it took the article to make her stop.)

What the tech world sees is no different from what other people see on the news, but they pay more attention.

Not that any of this will change the ads or overall marketing of tech—it will keep targeting kids—hook them early they’re yours for life—and encouraging people of all ages to use their screens when it’s dark.

So much for the vaunted tech values of authenticity and transparency.

Actually, taking a step back, tech’s attitude seems more in tune with politicians’ attitude—more of a do as I say, not as I do approach.

Flickr image credit: Ernest McGray, Jr.

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here

Founders constantly talk about their need for ‘self-starters’ and ‘independent workers’.

They look for people who will ‘take the ball and run with it’.

They want high initiative and creative problem-solving.

What they really crave is a self-managing workforce or as close as they can get.

The disconnect results from the differences between what they say and their MAP.

If MAP fears any of the following then there is no way the walk can live up to the talk.

And while the answers to these questions require being brutally honest with yourself, they do not require being made public.

• Does letting go/delegating equal loss of control?
• Is your self esteem tied to methodology or accomplishments (AKA, your way or the highway)?
• Do you believe it’s more important that work is done well, than where or how it happens?
• Does your self-esteem equate control to power?
• Do you believe that people are intelligent, motivated and really care about their company’s success, OR that they are that you need to watch them every minute if anything is going to get done?
• How much of a micromanager are you?

Once you identify attitudes that need to change it’s up to you to modify your MAP as needed.

MAP can be changed, but those changes must originate internally—they can’t be forced by circumstances or other people, although either can be motivators.

Image credit: HikingArtist

Startups, and those who love to work in them, operate on the same premise—what you see is what you get—from the beginning.

The beginning starts not on the first day of work, but from the moment they first connect.

Candidates expect the company to reflect its products and its reputation, as well as the hiring manager’s.

Those hiring expect candidates to reflect their resume and reputation.

In practice, that means the person who reports to work is the same person who interviewed, i.e., the same attitude and interests they had when interviewed and hired.

If a different attitude walks through the door on start day it must be addressed immediately.

If the start-day attitude turns out to be the candidate’s true colors, but doesn’t match the company’s culture it is best to face the hiring error sooner, rather than later when the damage is already done.

By the same token, if those hiring presented a scenario of fairness, a strong team, intolerance for politics and the opportunity to make a difference, then that is what the candidate expects.

If the founder or manager presented herself as a motivator, innovator, team-builder, mentor-type during the interview that is what the candidate expects.

If the company’s or managers’ true colors are different from those presented during the interviews then, not matter how hot your startup, don’t be surprised when your new hires walk.

Flickr image credit: Marc Lane

In addition to online media, videos and podcasts, there are literally miles of books detailing how best to lead and manage.

Many provide excellent information, while some are pure bulls**t.

One simple fact provides good guidance to bosses at all levels.

If you are an intelligent, talented, aggressive, competent boss, then manage others as you want to be managed.

This typically means well-defined goals, complete information, the authority necessary to successfully complete the work and clear, open communication,

However, the instant the boss moves towards less communication the result is usually more oversight.

Continue down that path and you’ll find yourself in the land of micromanagement.

Enter at your own risk and with a willingness to spend more time hiring.

Flickr image credit: maurice.heuts

Decades ago I asked a client who had a reputation for being a great boss what was the worst part of his job.

I’ve never forgotten his response.

“That’s easy. I don’t mind shoveling my own, but I hate having to shovel somebody else’s.”

Not only was he correct, but I’ve never met anyone, boss or not, who didn’t agree with the statement.

Shoveling someone else’s often happens when an iffy/bad boss/person leaves and the new boss/person finds their first X weeks spent cleaning up the mess.

It’s not unexpected.

When the culture is the mess there is not only more to shovel, but far more damage to correct—damaged morale, damaged group reputation and, worst of all, damaged people.

Damaged through no fault of their own.

So if you find yourself shoveling someone else’s be sure to look for the buried people as you do it.

They are often the true gems your predecessor was too blind to see.

Flickr image credit: Tambako The Jaguar

What makes a great boss?

What traits do they have in common?

Obviously, great bosses are

• excellent communicators
• good at hiring,
• superb motivators,
• world-class team-builders, and
• caring mentors

Beyond those basics, with almost no exceptions, all are egalitarians.

That basic MAP trait permeates their actions and is apparent in their communications.

Great bosses, no matter the level of interaction, speak and act with the same respect, interest, appreciation, and consideration that they would want in similar circumstances.

Flickr image credit: Celestine Chua

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here

One question I constantly hear from entrepreneurs is “How do I get into an accelerator?”

My response is along the lines of, “Don’t!” And then give them all the reasons I believe that, in most cases, it’s a bad idea.

Few believe me, so I am hoping this TechCrunch post from Ashwin Ramasamy will convince them/you or at least make you think twice.

So a top accelerator [Y Combinator] states that it is a new form of funding. That begets a question “What are they not?”

If the goal of an accelerator is to get a startup funded, then the irony is telling. The goal of a startup is to grow rapidly from an idea to a sustainable business that solves a problem at scale while making money or building usage base. Funding does help in the “grow” part and/or the “rapidly” part. However many startups don’t grow. Here’s where accelerators could and should play a role and most don’t.

I’m on the advisory board of ZOOMPesa, a Toronto, Canada startup, and was very negative when the founder said we had been invited to join an accelerator called MaRS, assuming it was similar to the accelerators here.

Wow; was I wrong!

MaRS is a non-profit, NGO that provides resources beyond anything I’ve seen.

By supporting entrepreneurs and their new ventures, adapting their products & services to larger organizations, and working to make systems more receptive to innovation, MaRS performs a key role in generating positive economic and societal impact, helping improve our daily lives and allowing us to compete as a city, province and nation.

As far as I know, US accelerators have a (typically American) short-term focus of three months, while MaRS is in for the long haul.

• It recognizes that a startup has little chance of becoming a full-blown enterprise, even if it receives seed funding (only around 27% do).
• MaRS mentors have solid backgrounds in various areas, including law and finance, and are available to do more than pass out advice; that’s in addition to the mentors assigned permanently to each startup to provide coaching and a sounding board as needed, as opposed to the “hazy cloud of mentors” that US accelerators offer.

Read the post and compare it to the MaRS website to see the overall differences.

US accelerators seem to deal mostly with startups that are pumping out consumer-focused apps; not exactly things that will bring great benefits to society.

Sadly, I know of no US accelerators comparable to MaRS—if you do please enlighten me.

I ask you, why not here?

Image credit: HikingArtist

Entrepreneurs are notorious for their 80 to 100 hour weeks.

In fact, many of them see that work schedule as a badge of honor; an initiation by fire to an exclusive club.

What they ignore is that as time goes by each week, the quality of the work produced goes down.

Because, much as they want to be superman, entrepreneurs are human and humans require food and their brains require rest to function at their best.

Many have tried napping, but often feel worse afterwards.

The good news is that there is a scientific reason why naps that exceed 30 minutes have the opposite effect as desired.

The secret to revitalizing a tired brain and juicing creativity is not found in grabbing an hour’s sleep here and there.

It’s found in the practice of Power Napping.

Try it; it works!

YouTube credit: AsapSCIENCE

In 1992 I saw a cartoon with the following statement (credited as Pot-Shots #5585, but I can’t find it on the Net).

I WANT ALL MY RIGHTS IMMEDIATELY,
But have no urgent need of my obligations.

I was reminded of it about a decade later after hearing a 15 year-old testify in a community meeting on having a curfew.

She was against it and her reasoning was as follows, “I’m old enough to get pregnant, so I’m old enough to decide when to go home.”

And I was just reminded of it again when I was told by a manager, “I’m the boss. It’s not up to me to show them the ropes; if they don’t get it I can fire them.”

Listen around; I’m sure you’ll hear multiple examples of the original idea, whatever the words or application.

Then listen to yourself.

Have you/do you invoke the same sentiment?

If yes, you may want to rethink your approach and tweak your MAP.

Flickr image credit: BK