The Dichotomy of Dealing with Native & Non-native Speakers in the World of Foreign Affairs
As a Foreign Affairs professional you will have undoubtedly had to communicate with both native and non-native speakers of English. Even if you have a high level of English yourself, it can be a real skill knowing how to differentiate your language to build relationships with the two groups of speakers, as well as get your ideas across clearly and convincingly. When communicating with non-native speakers, you may feel that the years that you spent studying advanced level English idioms are lost on them, while interacting with native speakers leaves you feeling intimidated and out of the loop. In both situations, you could come away feeling frustrated that your valuable input is passing by the wayside due to this language barrier with colleagues, your boss and stakeholders. Here I will explain the two situations and provide some strategies to break down that language barrier and create freer communication with native and non-native speakers. First, the native speaker. When I was studying French at university, I thought it most unfair that some of my peers were native French speakers. When we did an assessed presentation, I felt sure that they were trying to catch me out by using unnecessarily idiomatic language in their questions. I nodded and pretended to understand, guessing at an appropriate answer. My clients have recalled similar scenarios, feeling awkward and not part of the in-crowd. My advice to them is this:
What do I mean by this?
First, don’t compare yourself to a native speaker. They have been learning the language intuitively since birth and haven’t taken on the challenge of performing their job in a second language, but you have, so give yourself a pat on the back! Take the opportunity to learn from them. Rather than shy away from opportunities to engage with them, ask them to explain jokes and expressions to you. This will more than likely break the ice and build rapport.
Second, remind yourself that the goal is not to become an expert in the English language but to showcase your knowledge and skills by using the language. You are at least as competent as them in your field and being a non-native speaker should not be a reason to hold you back. Once you believe this, you should be able to relax, which in turn will make your intonation more expressive, your body language more natural.
And that 20% finesse I mentioned? You don’t need to memorize every single idiomatic expression in the English language, but if you can learn some phrases that are pertinent to Foreign Affairs, ones that you can use again and again, this will serve to impress your native speaker counterparts, engage them in powerful imagery and make your voice heard.
Now to the non-native speaker. In the world of Foreign Affairs it is common to refer to international English as the most spoken language. Among professionals in Brussels, for example, I have been told more than once about feelings of frustration that their English is becoming rusty, the exchange year they spent in the UK has gone to waste and they even feel that their boss avoids them due to an inability to connect on the same level. What you need to remember when communicating with lower level English speakers is to keep it simple, yet engaging. Here are a few tips:
Avoid using idiomatic language. Instead, to make presentations interesting, tell a simple anecdote that will make your audience sit up and listen.
Speak slowly and clearly, using visual aids, body language and intonation to enhance the meaning you are trying to convey.
Concept check. Make sure to regularly check in with your interlocutors to be certain that they have understood what you mean.
A further doubt my clients have expressed is how formal to be when communicating with native and non-native speakers. Stereotypically, Americans may be considered to exhibit a relatively informal style, while the Japanese are renowned for their formal register. One of my Portuguese students had a shock when he started a new job with a Norwegian boss, who, dressed in shorts and a T-shirt, sat down opposite him with his feet up, munching an apple on one of their first meetings! However, this is a complex question and the cultural context surrounding formality is constantly evolving. If you jump in too informally, you risk offending the other person, while if you remain too formal, you may miss out on essential rapport-building. A good rule of thumb is to begin in a fairly formal vein, then follow the lead of your interlocutor or correspondent.
Whether you are communicating with native or non-native speakers, let your personality and prowess shine through. After all, it may be your lead that is followed before too long!
By Polly Morton
