The Invisible Map: Why Culture is Your Greatest Strategy

Success in the GCC is built on deep foundations of trust and long term relationships. When you transition into the American market, or attempt to win over an American audience, the cultural map shifts beneath your feet. Erin Meyer’s 8 Scales of Culture is an excellent starting point to understanding a broader cultural shift in perspectives. For a GCC professional, these scales are the difference between being heard and being ignored.

The 8 Scales: Saudi Arabia vs. USA

1. Communicating: Explicit vs. Implicit The US is the most low context culture in the world, meaning communication is precise, simple, and clear. Everything is repeated and put in writing. Saudi Arabia is high context, where messages are often conveyed between the lines and depend on a shared cultural understanding. In the US, if you don't say it explicitly, it didn't happen.

2. Evaluating: Direct vs. Indirect Feedback Americans generally provide "sandwich" feedback, where negative news is wrapped in positive encouragement. However, they are still more direct than the Saudi style, which prioritizes "saving face." In the Gulf, public criticism is avoided to maintain harmony, whereas US managers may be blunt about performance to drive results.

3. Persuading: Concept-First vs. Application-First The American market is intensely application first. They want the executive summary and the "so what" in the first thirty seconds. Saudi professionals often prefer a holistic approach, building a conceptual or historical foundation before reaching a conclusion. To win in the US, lead with the result.

4. Leading: Egalitarian vs. Hierarchical The GCC is traditionally hierarchical, with deep respect for the chain of command and the "big boss" making all decisions. US business culture is egalitarian. While titles exist, even junior employees are expected to speak up and challenge ideas. If you wait for permission to lead in a US boardroom, you will be viewed as passive.

5. Deciding: Consensual vs. Top-Down While Americans are egalitarian in communication, their decision making is often top down and fast. A boss makes a call, and the team moves. In Saudi Arabia, while the leader has the final word, the process often involves significant behind the scenes consultation to ensure buy in and social harmony.

6. Trusting: Task-Based vs. Relationship-Based In the Gulf, we build trust through the heart first, investing in the person before the project. Americans build trust through the head. It is task based. They trust you because you delivered the report on time. The relationship often follows the results, whereas in the GCC, the results are born from the relationship.

7. Disagreeing: Confrontational vs. Avoiding Confrontation In high stakes US environments, disagreement is viewed as a healthy tool for innovation. It is not personal. In the Saudi context, open disagreement can be seen as a lack of respect or a threat to the group. Learning to disagree without it being an attack on a colleague’s character is a vital American market skill.

8. Scheduling: Linear-Time vs. Flexible-Time To an American executive, "time is money." Meetings start and end exactly on the dot, and a deadline is a hard wall. In the Gulf, time is often more fluid and flexible, prioritizing the current interaction over a rigid clock. In the US market, being five minutes late is often interpreted as a lack of professionalism.

Mastering these eight scales is not about changing your identity. It is about expanding your toolkit so your brilliance is undeniable in any market. By understanding these invisible rules, you can bridge the gap and lead with confidence.

At Summit Executive Lab, we briefly discuss these scales in our very first meeting before diving into your specific needs to tailor a solution together. That's where we use our BUILD, MOVE and LAND method as an actionable performance plan to solve your specific needs. Check out our methods HERE.