Out of My Country, Out of My Comfort Zone Blog 2

October 2, 2024

Reading Time: 5 min.

Blog 2/3 by Cory Kwarta, President of TransLogic & CEO of Swisslog Healthcare

Cory Kwarta | 2 October, 2024

Lesson 2. Embracing Core Values Despite our Cultural Differences

In the first of my three-part blog series about my travels to Europe this past summer, I talked about stepping outside of my comfort zone and into the lifestyle and culture of others. I shared some of my observations and realizations after four weeks of working at the Swisslog Healthcare offices in Cuneo, Italy (and a fun week in Portugal tagged on)!

In part two of my blog series, I will address the next phase of my learnings, which came from living out of my country, and out of my comfort zone – shared core values.

What I was consistently impressed with during my time was only what I can feebly describe as passionate commitment. Almost everyone I talked to in Italy was very passionate about whatever they were doing. If I ordered gelato, the server was meticulously using the spatula to quickly and near-perfectly portion the treat (with a smile). If I asked which brand of chocolate to buy, I was given a thorough explanation about the difference between what otherwise seemed like nearly identical choices. And, this is true of everyone I talked to in our Swisslog Healthcare medication management office. If I asked why we chose a certain design methodology for a part or component on our pharmacy automation solutions, I would hear about quality, cost, ergonomics, and the impact of the methodology on the part itself as well as any others considered before reaching the decision.

Commitment is one of the Swisslog Healthcare core values, and clearly, it is one of the values of the people who work for Swisslog Healthcare and care about our corporate culture.

Supporting the passionate commitment demonstrated by everyone in Cuneo was a continuous effort. When asking a team member to introduce themselves, not only would I receive their role and years with the company, but without much prompting, I would also hear about why they chose their specific field, how it relates to their educational choices, and even sometimes where they want to take their career in five years.

Clarity is one of the Swisslog Healthcare core values, and clearly, it is one of the values of the people who work for Swisslog Healthcare and care about our corporate culture.

I learned that typically, Italy is a bit more hierarchical in contrast to the more egalitarian US. In other words, as the CEO it may not be normal for an employee to have a one on one or small group conversation with the CEO. In one of my final meetings of the stay I was conversing with a colleague who was a bit surprised that more than a dozen team members took me up on my offer to come by my office, introduce themselves, and talk about whatever was on their mind. She was quite surprised not only because of my position in the company but also because English would be either a second or third language for many in the office which could be an intimidating interaction on a couple of levels.

During my conversations with these individuals, each of them challenged me with inquiries like, ‘Why is Swisslog Healthcare doing this?,’ or ‘Can you explain that to me directly?’ The team wanted to know that I had thought through our decisions and direction and, I speculate, wanted to decide if they would accept these decisions. Not only are these competent people in their own roles but they were ensuring that I am also competent in my decisions and leadership of Swisslog Healthcare.

Competence is one of the Swisslog Healthcare core values, and clearly, it is one of the values of the people who work for Swisslog Healthcare and care about our corporate culture.

Ironically, I stumbled upon another attribute tied to assessing corporate culture and core values in action while participating in an exercise which some of our leaders conducted when searching for ways to better communicate across our global team.

Note: I highly recommend reading “The Culture Map; Decoding how people think, lead, and get things done across cultures” by Erin Meyer, 2016.

Reflecting on the chart below, perhaps the starkest contrast between the values of American and Italian leaders at Swisslog Healthcare is in persuasion, with communicating and trust a near second and third. In the US we tend to first want an answer, then supporting facts, and later reinforce the answer with the deeper concepts that drove a decision or recommendation. In Italy, typically one starts with a theory or concept, builds credibility with supportive information which leads to unfolding a decision or recommendation.

Comparison of US and Italian leadership tendencies along the ‘Culture Map’. (Meyer, 2016) The Culture Map; Decoding how people think, lead and get things done across cultures.

Why do I even mention this contrast? I think it has to do with the two other areas in which Italians and Americans can approach the same core values in different ways. They can attempt to be collaborative with their best foot forward yet have blinders to why their efforts seem unmet by the other party. Without an understanding that these styles aim to reach the same goal and honor the same core “value, trust may never be earned. It takes insight and patience to adjust your own communication style in order to earn the trust of another.

When conducting my own assessment of where I fall compared to a typical American, many who know me would not be surprised. With the exception of the category named “persuading” my tendencies are stereotypically American.

Comparison of my personal tendencies compared to those of a typical US leader along the ‘Culture Map’. (Meyer, 2016) The Culture Map; Decoding how people think, lead and get things done across cultures.

In the same context, the next two areas of contrast (communicating and trusting) are where we see gaps between our Swisslog Healthcare leaders from America and Italy. The first step toward bettering collaboration is to understand why there are differences and find the paths to meeting in the middle.

Note: By no way do I describe all of the complexity of innuendo, individualism, or circumstance as I only share some of my experiences, interactions and some insights from the author of the book is recommended.

Collaboration is one of the Swisslog Healthcare core values, and despite our differences approaching the value, it is clearly one of the people who work for Swisslog Healthcare and care about our corporate culture.