A meeting of cultures: Planning a meeting that will include international attendees? Brush up on key cultural differences and learn how attention to these details can make your event a success.

YOU'VE SPENT MONTHS PLANNING FOR your organization's annual meeting, and finally the date arrives. You feel that you've covered all the bases: a well-air-conditioned room to beat the summer heat, refreshments for breaks between sessions, a business casual dress code, and a no-smoking policy. But have you thought through the details keeping in mind your participants who come from cultures outside the United States?

Planning a meeting that will draw participants from various cultures raises considerations about religious observances, dietary needs, and dress codes, among other issues, so being attuned to certain sensitivities is a must. Here's some advice on accommodating cultural differences and making international guests feel welcome.

Think beyond your backyard

Planning for a meeting with international attendees--held in the United States or overseas--can start anywhere from several months to five years out, depending on the size and scope of your event. The American Oil Chemists Society (AOCS), Champaign, Illinois, holds most of its meetings outside the United States and works with meeting planners from different parts of the world to ensure that multiple cultures are represented, explains Jean Wills, executive vice president. "It has become a much shorter period of time to plan meetings abroad," she asserts. "It used to be that we'd plan meetings five years out. Now, due to technology and other advances, it's more like two and a half years, or three at the most."

Why does it take that much time to plan an internationally attended meeting or, to an even greater extent, a meeting held overseas? The devil is in the details, as they say, and international considerations only increase the number of details that need attending to. "With global meetings, there are so many influences on the process or system," explains Virgil Carter, executive director of the Project Management Institute (PMI), Newtown Square, Pennsylvania. "[You must consider] things like, should you be charging a value-added tax? Should registration be in the local currency or U.S. dollars or both? Does the host country have specific regulations for electronic activities? There's a lot of due diligence that needs to be done that may not be part of planning in the United States."

Spread the word. The details don't stop with meetings held overseas, though. "Any time you are doing meeting planning, you have to know the demographics of your group," says Walter Bacak, CAE, executive director of the American Translators Association, Alexandria, Virginia. "About half of our members are not from the United States." ATA has members in more than 60 countries and has seen an increase in international membership in recent years. Being aware of your membership's demographic information is critical from the early planning stages, beginning with initial contact.

"We send almost all of our correspondence in English," Bacak says. "Using e-mail is easiest, but I understand that people have problems with e-mail [in] lesser-developed countries." But, he points out, "E-mail saves so much money on postage and it's so much quicker and less formal." Bacak is quick to add that less formality isn't always appropriate when you are dealing with other cultures. For example, he notes, "most cultures outside the United States prefer that you keep up that formal barrier especially when you first meet someone. It's advisable to remain formal until invited to address someone by his or her first name."

Luc Fondaire, partner and director of conferences for GIC Management, Brussels, a full-service association management company, adds that the importance of marketing early is particularly acute when it comes to international meetings. However, since many Europeans do not have access to e-mail, "the old-fashioned snail mail marketing will be the prime resource, he says. "Do keep in mind that might mean that your international targets will need an extra two to three weeks to receive the mailing. Working with a local remailing house might be an option to consider."

Fondaire warns that telemarketing, while common in the United States, can be a challenge in non-English-speaking countries. "Some parts of Europe are still organized in a very hierarchical way, so it's sometimes difficult to go beyond the secretary barrier," he notes.

Chris Vranas, associate executive director at the American Association of Orthodontists (AAO), St. Louis, starts planning about three years ahead of time for the organization's annual meeting, which attracts about 18,000 attendees, 4,000 of whom are members representing more than 100 countries. Vranas describes AAO's aggressive strategy: "We take a version of our preview program and translate it into four languages, and then send those out to members where that particular language is dominant. We're also doing a lot more with online promotion, online registration, that sort of thing. We're going to experiment with Web sites in Spanish, Japanese, and Korean."

He also points out that in some countries, members must provide a letter of invitation, rather than just a brochure, to be permitted to attend an event in the United States. "Associations should have these form letters available to send to these individuals," he advises.

Be prepared to help attendees obtain visas, adds Fondaire, and offer as much practical information as possible. This includes hotel contact information, directions from the airport, safety issues, and instructions about credit card use.

Not such a small world

As Bacak stresses, knowing your members' preferences (and alerting the hotel staff in advance) is key. "We tried lemonade once with our group," he recalls. "Forget it. They just wanted coffee or water."

Special training for staff may be necessary as well, says Vranas. "You need to explain to staff some do's and taboos and what cultural things to be sensitive to." Thinking through the questions to ask is the key to cultural sensitivity, contends Marcella Simon Peralta, a global business consultant and principal of Peralta Associates, an international and multicultural training and consulting firm based in Washington, D.C.

"Send a fax or e-mail to our contacts abroad and ask about cultural issues in a respectful manner," she suggests. "Try to be specific and ask the questions in the context of the meeting. For example, 'This is the proposed menu. Are the items acceptable in accordance with the participants' dietary laws? Will the participants need special accommodations for religious observances during the meeting?

Fondaire adds the following factors to consider:

* Buying power. Do members s have the money to travel and attend? A registration fee that seems low to a U.S. meeting planner might be more than a month's salary for some international attendees.

* Age. A 50-year-old European or African might not react to the same stimuli to draw attendees as a North American of similar age.

In addition to zooming in on such details, you also need to make sure that several larger issues are not overlooked.

Religious observances. Because Virgil Garter's organization, the Project Management Institute, sweated the cultural details, it averted what could have been a disaster. "We had a board meeting scheduled in Jerusalem, and we worked with a national meeting planning service as well as the local hotel, only to find out after the dates had been confirmed that right in the middle of the meeting was a traditional Jewish holiday and the hotel employees wouldn't be there," Carter recalls. "We had to reschedule the meeting. As painful as that was, it was better that we learned about it ahead of time so we could reschedule."

If your meeting runs from a Friday to a Tuesday, Vranas recommends making programming available every day to avoid showing favoritism to one religion over another. Further, when hosting a meeting outside the United States, remember to be respectful of local religious practices--which might even take place at the meeting.

"I was in Malaysia planning a meeting, and we took a break from planning on a Friday afternoon and came out of one room into a common room," Jean Wills says. "Everyone was sitting idly at their desks. It turned out that that's the time they stop for prayer."

Dietary needs and dress codes. Executives agree that variety is best when it comes to food functions at meetings. Offer at least one vegetarian option, and consider a buffet to accommodate dietary restrictions. Think twice before serving alcohol--it's best to do some research about local customs beforehand.

When it comes to informing attendees about appropriate attire for the meeting, be specific. "Be wary of the words informal and casual," Fondaire warns. "These have a totally different meaning in many countries. Be explicit in your documents. For example, say, 'jacket, no tie,' or 'no jeans or shorts."'

If you plan a social event in another country, he continues, "be sure to mention that in many countries, women should dress conservatively. Make sure non-local attendees are aware of these types of things."

Language. Obviously if you are expecting attendees who do not speak English, you may need to provide information in another language. First, when shopping for help in this area, be aware of shades of difference in translation and interpretation terminology. Translation refers to written communication; interpretation refers to spoken. Simultaneous interpretation is used for meetings and conventions with a large number of attendees. It requires equipment that allows the presenter to speak without pausing while the interpreter listens through headphones. Consecutive interpretation is better suited for small meetings. The speaker must pause after every few sentences so that the interpreter can speak.

"When you get into translating and interpreting, you need to shop for references," Walter Bacak says. "Don't rely on free translations that are available online. It can be counterproductive and can turn out to be a really poor translation." It isn't necessary to translate everything, he emphasizes, so you may want to hire an interpreter for your general sessions only, not the smaller ones.

"We always do some simultaneous interpretation in five languages at our opening ceremonies, in lectures, and at registration," Vranas says. "We're very sensitive from a language perspective." AAO requests speakers' notes in advance in order to give the interpreter a chance to become familiar with the remarks ahead of time. This is particularly helpful because presentations at AAO meetings often include clinical terms. Speakers are made aware that the attendees represent several different regions of the world, and are asked to avoid abbreviations and slang.

At PMI, translation needs are considered on a case-by-case basis. "We have a number of components in Western Europe that put on conferences, and those are a combination of English and the regional languages," Carter says. "In Latin America, our components put on a conference that's almost exclusively in Spanish or Portuguese. Frankly, we don't do as good a job as we should, in part because of the expense and in part because of the organizational bureaucracy. There is definitely room for improvement." Still, Carter emphasizes that offering translation and interpretation is important not only for the benefit of attendees, but also in terms of projecting a certain image. "It's very important for any group that wants to be recognized as a global organization," he says.

Seasoned professionals also urge any planner of an internationally attended meeting to establish guidelines for speakers, reminding them to do the following:

* Prepare remarks in advance and provide the interpreter with a glossary of terms for your specialized field.

* Speak slowly and clearly. Make sure your English is free of idioms.

* Ask someone to double-check translations to be sure they are understood in the cultural context. Expressions and definitions in Spanish, for example, can vary widely among Spanish-speaking countries.

* Summarize often, use visuals as much as possible, and steer clear of jokes.

Deference to leaders. Doing your research on protocol is vital, says Fondaire, who suggests contacting embassies, consulates, and chambers of commerce for such information. "For example, when you have to communicate with [members from] Arab countries, it is better to have a male deal with them," Fondaire says. "This is sometimes very difficult for some staff members to accept, but it needs to be addressed."

Becoming familiar with cultural customs also affects how you structure educational programming. "In a collectivist culture like Japan, they are more deferential to the leader of the group and to those with seniority," explains Jean Wills. "Suppose you have a roundtable discussion, and participating are the president, the vice president and staff members. In that particular instance, if you throw out a question they are always going to defer to the president." Understanding cultural dynamics, therefore, will help you tailor programming to meet members' needs.

After having had the experience of meeting with a delegation from China, Wills can explain the importance of protocol in that country--specifically, how ceremony comes before business. "You first identify who the leader of the delegation is and welcome that individual, and then they express their gratitude, and then you do introductions, and then you exchange cards," Wills says. Only then can you move on to business.

"In this country we're very task-oriented and goal conscious," she points Out. "Most people still live in a world where the value is in the relationship to the people around them."

In a similar light, keep in mind that many audiences are not as participatory as those in the United States. "Often, U.S. facilitators rush into exercises that are too personal in nature or touchy-feely, in an attempt to get participants to bond," Peralta observes. "Participants may not have a good command of language, or they may be intimidated by some exercises. I would take some time for participants to get to know each other in small, mixed groups before introducing large group activities."

Recognition. In addition to familiarizing yourself with attendees' different customs, consider taking extra steps to acknowledge global members at your meeting. PMI's Carter says some type of recognition at the opening ceremony or kickoff works well. "Flags of the countries that are represented, a parade, something that creates a global sense of those who are attending in a respectful and courteous way, he suggests. "High tech is good, but high touch can also be simple and effective. For example, a CD-ROM containing all presentations and papers can be a part of each attendee's registration packet to give timely value. Alternatively, allowing attendees to stand, personally introduce themselves, and say a few words about current conditions in their country or region, provides personalized information and community."

The ever-present issue of formality, meanwhile, even touches the mundane detail of name badges, says Vranas. "In the United States we tend to just write 'Chris' and that's fine," he says. "But the more formal Mr. or Ms., especially in European countries, is more appropriate. You need to be very clear on your registration materials in asking how people want their name badge and registration directory entry to look."

One way to make global attendees feel welcome is to offer an international lounge so that people have a place to gather, he continues. Another idea is to hand out ribbons that identify them as international members.

"Some associations have put together a fellow program, where members of the organization are assigned a first-time international attendee and become that person's guide at the event," explains Fondaire. "Remember that large conferences with several thousand attendees can be very intimidating."

Sweat the details

So, think you've got it all under control? As Bacak notes, culture-specific customs can easily be overlooked. For example, "Our members tend to share rooms," he says. "That's very common outside of the United States, but you usually don't find as many U.S. members willing to do that."

Carter shares the most important lessons he has learned about planning an event for a multicultural audience: "There is real value in having regional stakeholders participate in the early planning stages. The best failsafe is to get the locals involved with you." And finally, "Don't take anything for granted. Sweat the details."

Whether you're a meeting planner or attendee, don't assume that the American way is the right way. Spend time taking in your environment before jumping into conversations. "[Americans] come off as loud and pushy and 'me, me, me,"' asserts Wills. "It's not always a bad thing to bang back and be polite until there is some trust."

Peralta offers this final piece of advice: "Don't try so hard as to make yourself and others uncomfortable. Sincerity and honest effort will go a long way in cross-cultural relationships."

Jane Eisinger is associate editor of ASSOCIATION MANAGEMENT.

RELATED ARTICLE: KEEPING EUROPEAN ATTENDEES IN MIND

Meeting planners take heed: While relaxed dress codes and early start times may be commonplace in the United States, Europeans have different standards when it comes to business meetings. GIC Management, a full-service association management company in Brussels, often deals with such issues. GIC's Robin Lokerman, managing partner, Luc Fondaire, partner and director of conferences, and ldoia Rodes Torrontegui, conference manager, suggest keeping the following in mind when planning an event held in Europe or involving European attendees:

* Don't plan to hold a meeting in Europe in August, a popular vacation month during which many European countries virtually close down.

* Warn attendees ahead of time that it is likely to be cold in meeting rooms in the United States in the summer. Europeans are not accustomed to air conditioning the way North Americans are.

* Be aware of sensitive political situations around the world. Do not seat an Israeli and a Palestinian side by side, or seat a Greek Cypriot with a Turk.

* Include lunches in the registration fee, a customary practice in Europe. Avoid "fast food" offerings such as popcorn during coffee breaks.

* Offer wine during evening social functions.

* Do not start programming any earlier than 8:30 a.m., or in some cases, before 10 a.m. Check with locals about appropriate start times.

* Think about smoking options during social functions.

* Make sure you are familiar with the business hours and normal meal hours of the country where you are hosting your meeting. For example, lunchtime in Spain is around 2 p.m.

COUNTERING THE FEAR FACTOR

Whether their prospective attendees would be coming from Amsterdam or Albuquerque, Sydney or San Diego, planners of meetings in the United States have been scurrying to stabilize and maintain attendance ever since the events of September 11, No doubt, getting attendees to make the trip from overseas presents its own set of unique challenges, given the perception around the world of the United States- and of airplanes coming into this country-as potential terrorist targets. Executives interviewed for "A Meeting of Cultures" offered the following suggestions for keeping the international attendees coming:

* Recognize fears openly without dwelling on them. In conference material include language about security provisions being made for the meeting.

* Offer travel tips, informing travelers what to expect and how to make the best of the experience.

* Go the extra mile to make sure attendees from predominantly Islamic countries feel welcome. In addition to taking consideration of prayer and dietary needs, provide volunteer guides for shopping, offer an escort at the airport, and brief hotel personnel about their arrival to ensure that all attendees feel a part of the group.

* Stress the importance of knowledge, information, and community. Remind potential attendees of your meetings' unique value.

RESOURCES

With so many elements to consider when planning a meeting for international attendees, it's easy to overlook details that are small but crucial to putting members at ease. The following books represent just a sampling of publications that are available to help you plan culturally sensitive events. To learn more about international meeting planning, visit www.asaenet.org/go and click on "International Program Strategies." Explore additional resources at www.interculturalpress.com. To order books published by ASAE, contact the Member Service Center at 202-371-0940 or 800-950-ASAE; or order online at www.asaenet.org/bookstore.

* Winning With Diversity: A Practical Handbook for Creating Inclusive Meetings, Events, and Organizations, by Donald M. Norris and Joelle Fignol Lofton (1995, ASAE).

* Planning International Meetings (1996, ASAE).

* Going Global: An Association Primer (1999, ASAE).

* International Meetings Industry Glossary (1993, The Convention Liaison Council and Joint Industry Council).

* Gestures: The Do's and Taboos of Body Language Around the World, by Roger Axtell (1998, John Wiley Sons).

* European Customs and Manners: How to Make Friends and Do Business in Europe, by Nancy L. Braganti and Elizabeth Devine (1992, Meadowbrook).

* Professional Meeting Management: A European Handbook, edited by Tony Carey (1999, Meeting Professionals International).