People from outside going for business to India quickly discover that India is not just a tourist destination. You will discover quickly that India overwhelms the senses in so many ways, for good or for bad. This first impression of a different pace of life, crowds of people visible everywhere, rush of sounds, richness of colours and smells divides people into India lovers and people who cannot tolerate India.

How do you make sense of it as an outsider? You read, question and ask people for advice. But remember, when we use the term Indian, it is a generalization about one sixth of the world population.

One of the first things to learn about business etiquette in India is:

You need to be sensitive to the context at all times

Result or Role-Oriented Nature of Business

One of the major blunders people from the West make in India is to forget the people involved and human relationships. Out of habit they concentrate on schedules, contracts, results, facts and issues and this can create lots of disappointments on both sides. The different focuses of business are:

Western Business = Getting to end results quickly

Indian Business = Process of Interaction very important

End results are vital to business, but how you get there makes a huge difference in India. The credibility and trustworthiness of a business partner are critical in securing cooperation. You need to build them up over time.

Relation to Time

Indian business people like to be on time but in real life things don't work like clockwork. In India everything takes time.

• Keep a lot of margin in your schedules for the unexpected events. There'll be many of those.
• Be prepared for lots of interruptions all the time

Indians are "polychronic" and attends to many things at the same time. This is very different from a Western person, who likes to concentrate on one thing at a time. Doing many things at the same time means lots of interruptions, so you need to get used to it.

Bubble of Personal Space

Indians are not very touchy and do not kiss or hug like the French or the Russians but they keep very small bubbles of personal space around them. Though you might think you know much about the caste system, you will see much touchy cuddly walking hand in hand behaviour all around. People stand very close to you everywhere.

• In general, men don't touch women in public and vice versa
• Never lose your temper. Be polite always though you need to be firm.

Topics of Conversation

All meetings start with some small talk. Indians are naturally very curious and like to exchange views with total strangers. Be prepared for people talking about matters, which would be considered an invasion of privacy in the west.

• Indians don't usually say "NO" directly, unless it is a crucial issue
• Don't lecture on poverty, dirt and social ills to Indians, as they might interpret it as condescending coming from a foreigner

How to Address Others

With the possible exception of IT and media sector, Indian businesses are hierarchical. Titles such as Mr, Mrs or Professor are used almost always unless the other person asks you to go on a first name basis.

• Try to get used to people always calling you Mr this or Madam this or saying "yes, Sir" or "yes, Madam" all the time
• Ask and find out how you should address the other person. Naming and addressing practices are different in different industries and parts of the country.

The traditional Indian greeting is the "Namaste", which you do with hands pressed together, palms touching and fingers pointed upwards, in front of the chest with a slight nod or bow of the head.

Giving Gifts

Gifts are usually not opened in the presence of the giver. Here are some gift ideas.

• When invited to an Indian home for dinner, take some small gift, like a box of chocolates/sweets or flowers or a gift for the children (if they have any)
• A small gift from your culture or a framed photograph with the host or colleagues would be valued as a gift
• A gift bottle would be appreciated if the host drinks alcohol at home

Meetings and Negotiations

Meetings and negotiations can last a long time and there are many interruptions.

• Indians understand matters in their overall context and background information is vital for them
• Keep buffers, which you can cut in your offers as Indians interpret fixed offers as inflexible thus unsuitable for their needs
• All decisions take time and may involve people not present in meetings

Business Dress

Business attire varies in different parts of India. Decency and decorum is the guiding principle here. It is better to dress slightly more conservatively than too casually.

• Use common sense in dressing

Visiting cards

The visiting card ritual is not so formal as in China or Japan. You don't need to print cards in local languages. English is fine.

• Never use your left hand to give and receive cards

Business Appointments

Always confirm beforehand to make sure nothing has changed meanwhile.

• Leave a lot of margin in your schedule for unexpected events
• Be prepared to be kept waiting when visiting government officials

Social Invitations

A direct refusal to an invitation [e.g., 'Sorry, I can't come'] could be seen as impolite or arrogant.

• Use 'I'll try my best' or 'I will confirm with you later', etc. when declining social invitations
• Accept what is offered to you even if you don't want to eat or drink everything
• Leave some food on the plate. If you eat all, it is a sign you want more.

Taboo in food or drinks vary greatly among people in India.

• Generally Muslims don't eat pork and Hindus avoid beef
• Chicken, mutton or fish suit most people except vegetarians
• All vegetable menus are safer choices for everyone
• Be very sensitive to customs and preferences when hosting invitations
• Never use your left hand for eating, serving or taking food or in fact handing over or accepting things. The left hand is considered the toilet hand in India and thus taboo.

First step

Select someone who appears to have what it takes for the management position you need to fill. They seem to have the right mix of skills and capability and they have impressed you in some way with things they have done or said.

Second step

Appoint them to the role and get them started in the job.

Third step

Leave them to it! Just walk away and let them get on with it.

Fourth step

Come back again and take a look at how they are doing when you begin to get wind of things not going too well. The grapevine is humming a little, people are whispering in corners or maybe there has been a hue and cry amongst the people who report to this poor manager!

Fifth step

Send them on a management development programme!

Sounds familiar? Many of us have either been in this position or know someone who has. It happens all the time and the damage it causes is far reaching and sometimes beyond repair.

Here's why organizations should choose a better route than this:

• It severely lowers the confidence and self esteem of the manager who has been placed in this position
• Their credibility is tarnished as they expose themselves as appearing to be incompetent or insensitive
• It has a detrimental effect on the people who report to this manager as they become the victims of the management blunders that are being made
• Productivity may fall and performance may suffer
• Clients or customers may be affected and complaints or lost sales may follow
• The reputation of the business may be badly damaged if serious issue arise

What can organizations do differently to prevent these problems arising? Is there another route that could benefit everyone concerned? We believe there is a better way and this is the route that we recommend:

Step 1

Before the designated employee is appointed to the management position, carry out a thorough assessment of their knowledge, skills and behavioral traits. Assess what they are capable of against clear criteria for the job that you have in mind for them to do.

Step 2

Next, conduct a detailed training needs analysis, based on the outcome of the assessment. Identify the gaps in their knowledge and skills and the areas in which their behaviour needs to change.

Step 3

Select an appropriate and trusted training provider who can deliver a reliable management training and development service. Explore with your chosen provider the best solution to the learning needs of your manager and develop a customized programme that matches and meets their individual needs.

Step 4

Following training, appoint the person to the management role and arrange for a series of coaching sessions so that your manager can apply what they have learned and really transfer new knowledge and skills to the job, with great results. Gather feedback from the people who report to the manager as well as feedback from the manager themselves.

Step 5

Agree a personal learning and development plan that the new manager can follow in the coming months and meet with him or her regularly to review progress, monitor results and give constructive feedback.

The only thing left to do is to congratulate yourself on selecting the best route for everyone concerned and for removing the risk of damage to your staff, your managers, your clients or customers and your business!