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3.No one likes foreigners who are arrogant about their own culture. Customers are turned off by monocultural salespeople. The trouble is, most people are arrogantly monocultural without being aware of it. And even those who are aware of it can t hide it. Foreigners sense monocultural arrogance at once and set up their own cultural barriers, effectively blocking any attempt by the monocultural person to motivate them. 没有人喜欢那些以自己的文化傲慢自大的外国人。 只懂得一种文化的推销员会使顾客兴味索然。问题是，大多数人只懂得一种文化却很傲慢，而自己还没有意识到这一点。即使那些意识到的人也无法掩饰它。外国人马上就察觉到那种单一文化的傲慢，并树起他们自己的文化屏障，有效地阻挡住那位单一文化者任何想激发他们的企图。
4.Multiculturalism is a requirement that has been neglected too often in hiring managers for international positions. And this neglect is affecting every industry. Even if your company is not (yet!) a multinational one, chances are you re in touch with foreign customers or manufacturers. Do you have the right employee forging these relations ? 在雇用担任国际职位的管理人员时多元文化修养常常是被忽视的一个条件。这种忽视正在影响着各个行业。即使你的公司(还!)不是一家跨国公司，你也很可能会接触外国客户或制造商。你有缔造这些关系的合适雇员吗?
5.For 20-odd years, I ve run an executive-search firm from Brussels. When clients ask us to find the right person for a new pan-European sales or management position, I start by asking them to specify the qualifications their ideal candidate would have. Most often they list the same qualities they would want for a domestic position, but with the additional requirement that the new manager be fluent enough in English, German and French to cope with faxes and email. It sometimes takes me hours to persuade clients that the linguistic abilities they see as crucial are not enough. But after some discussion, we usually wind up specifying something like: “The new manager must be accepted throughout Europe. Thus, he or she must be multicultural. If possible, he or she should also be able to communicate in more than one of the major European languages.”20几年来， 我一直在经营布鲁塞尔的一家寻找管理人员的公司。当客户要求我们为一个新的泛欧销售或管理职位寻找合适人选时，我首先请他们详细说明他们理想的候选人应具备的条件。 通常他们列出的条件与他们对国内职位的要求相同，只是再加上这样一个要求：新的经理必须熟练掌握英语、德语和法语以处理传真和电子邮件。 有时候，我要花几个小时才能使客户们相信，光有他们认为至关重要的语言能力是不够的。 但经过一番讨论后， 最终我们通常会列出这样的条件：“新经理必须在整个欧洲都能被接受。所以，他或她必须通晓多种文化。如果可能，他或她也应能用一种以上的欧洲主要语言进行交际。”
6.Of course, it s far more difficult to determine candidates multiculturalism than it is to check their language skills — but it s also a far more important ingredient to success. To seek out this crucial quality, I ask a lot of questions about candidates’ early childhood, looking for evidence of contact with diverse cultures. And I probe for arrogance about their background and
environment.当然，测定候选人对多种文化的熟悉程度比检查他们的语言技能要困难得多---但这也是一个重要得多的成功要素。为了找出这一至关重要的素质，我要问许多有关候选人幼年时期的问题，寻找与多种文化接触的证据。我也寻找他们对自身背景和环境感到的傲慢。
7.It s sometimes very difficult to make the call. I remember a company that asked me to check out a salesman they were planning to send to Mexico. He d studied Spanish, and had grown up in New York City — the most culturally diverse place in America. But when I interviewed him, it turned out that he had no concept of the great pride Mexicans take in their culture, and moreover he was uneasy about Mexican restaurants and markets being dirty and unsafe. I rejected him — just as Mexican buyers would have rejected him if he’d been selected for the job. 有时候，很难作出判断。记得有家公司曾请我调查一个他们正计划派往墨西哥的推销员。他学过西班牙语，在美国文化最多元化的纽约市长大。但我对他进行面试时，却发现他根本不知道墨西哥人对自己的文化有多么自豪，而且他对又脏又乱的墨西哥饭店和市场感到不安。 我没有接受他---就像如果他被选中干这份工作，墨西哥购物者也会拒绝接受他一样。
