Is there such a thing as a meeting where there is absolutely no diversity? Even in countries like Japan, which were once homogeneous, today the domestic culture is changing. Against this backdrop, my goal as a consultant who lives, works and breathes diversity and multiculturalism, is to partner with planners to build cross-cultural competence in order to take meetings to the next level of professionalism and inclusion.

The foundation on which to build cross-cultural competence is awareness of cultural differences. On this basis, there are a few frameworks that are useful to remember.

The first step of awareness is to recognize cultural differences, and integrate them into the planning. For example, by paying attention to culturally significant dates in the calendar, e.g. Yom Kippur, Eid, Narooz, etc., one can ensure that meetings are not held on religious holidays, thereby avoiding a situation which would exclude or make it difficult for a portion of the population to attend or to stay for the duration.

The second step is to demonstrate respect - an essential part of the relationship-building process. Everyone wants and needs respect, but how that respect is demonstrated is different across cultures. In planning a meeting within a country which is very heterogeneous, for example the USA, Canada, or Australia, one must assume that there will be cultural differences amongst attendees. These countries were built on immigration and, in planning for diversity; the demonstration of respect for those cultural and religious differences adds enormous value for the client.

The third step is to reconcile the dilemma, i.e. if a multi-cultural faux pas happens, how do I recover? Think about what kinds of events could lead to crises where participants feel excluded because of cultural, religious, gender, national or racial differences? In my experience, food is often a concern i.e. dietary habit. For example, a vegetarian from India would have a different concept of menu choices than a vegetarian from California. Generally speaking, while a vegetarian from California would be happy with several salad choices, crudités, and a variety of cold foods at lunch, an Indian vegetarian would more likely expect a buffet, reflecting hospitality and plentiful, with a wide range of hot vegetable dishes, several varieties of rice and the same number of choices a non-vegetarian guest would have. The principle behind this example of considering diversity when developing menus can be applied to other aspects of event planning: remember that one size does not fit all, so aim to make several alternatives available in order to promote inclusion.

Another mind shift that I encourage my clients to embrace is to move from “The Golden Rule” - of treating everyone as you would like to be treated, to “The Platinum Rule” - of treating others as they would want to be treated. And, if you don’t know, ask! At the beginning of the planning process, you must build your resources and knowledge as an individual and as a planning organisation. The best way of building competence is to be curious: ask questions, listen, read, learn from others and your own experiences and mistakes.

Many cultures will only work with people with whom they have established relationships - this is the key difference between task-based and relationship-based cultures. Working on a relationship with people who are like you is much easier, as there are fewer communication barriers and the task can be accomplished much faster. In doing that, however, you are not only excluding potential customers and clients, but also participants who then feel excluded and undervalued at the meeting.

To avoid such situations and maximize success, the following framework and continuum need to be considered in all communication and planning activities:

According to Geert Hofstede, “We are all programmed by cultural “software” that determines our behaviour and attitudes. Everything from how we make eye contact to how we deal with conflict is affected.”

How time is managed is culture-specific, and must also be considered in the planning process. North America epitomizes a mono-chronic time orientation, where everything must work like clockwork and the exact time is driving events. Conversely, polychronic time is open-ended: completing the task or communication is more important than being on schedule.

Recently, I was working with a European client in the pharmaceutical sector, which was bringing in researchers from Germany, Spain, Italy, France, Argentina, Norway and India to collaborate on a project. Following the kick-off meeting, a welcome reception was planned for the group from 6pm till 9pm. Due to their differing time orientations, the nationalities that valued punctuality had all left by the time the poly-chronic-oriented team members arrived! Obviously, this did not follow the expectations of the planners and organisers. What could have been done differently?

I am leaving shortly to work in Brussels to deliver a course for 120 employees of a global company based in the USA. The US participants will constitute 65% of the group; the others will come from all over the world, including India, China and the Middle East. In this case, what should the meeting planners be considering? Examples of questions to ask one ’s self include:

• What assumptions can be made of the US Group - will they be homogenous? Absolutely not.
• What should we know about the potential impact of the local Belgian culture on event planning?
• How should we consider the requirements of the groups from India and China?
• What team-building events would work best for Muslim participants, who don't drink alcohol?
• How could participants for whom alcohol is taboo be accommodated if plans included a brewery tour?
• Are there enough alternatives to suit all participants?

Planning meetings that embrace diversity implies that there are a multitude of complexities to consider; but aren't they interesting dilemmas to solve? Doesn’t this make your lives and work more challenging, and also more rewarding?

On a personal note, as a sub-committee member of the MPI Multicultural Initiative and a platinum speaker who works across cultures, I must express how fortunate we are to have the support of the MPI Foundation and the Walt Disney Parks and Resorts for this important Initiative. Their support is indicative of how important the work of the Multicultural Initiative is to the meetings industry.

I encourage you to learn more, travel more and continue building cross-cultural competence, thereby enabling you to embrace and foster an inclusive business climate of respect for all peoples.