Do not assume that your Thai staff know of your personal preferences. Tell them.
Each foreigner has their own particular expectation. Yes, tell them.
So, the most important tip is to clearly communicate exactly how you want things done; and do this during your first days in the office. Again, tell them.
- Tell your staff how often and in what way you want updates.
- Tell them if you want an email reply with the word DONE, once your request has been carried out.
- In the emails your staff sends, do you want to be in the CC or BCC? Or never?
- Do you prefer to communicate with your staff face-to-face or through email?
- Should staff make an appointment with your secretary when asking to meet you?
In Western culture, colleagues always greet each other by “good morning”, and at the end of the working day “bye-bye”, “see you tomorrow”.
If you want your staff to use ‘good morning’ and ‘bye-bye,’ tell them clearly – or they may sneak past your office in silence.
- Do you want your staff to greet customers with ‘Sawasdee Kha’ or ‘Hello’ when they pick up the phone?
- Do you prefer to be addressed as Khun John, Mr John, or just John, like back home?
- Will you be addressing your staff as Khun Supaporn, or using her nickname Noi, or Khun Noi?
- Do you prefer a handshake or the beautiful Thai greeting of a wai?
If you are a touch/hug or social cheek kissing person, because these are rituals in your own culture, ask for permission first, but even better: Drop the gesture, Do Not Do It!
- Do you like staff to be in the meeting room 5 minutes before the meeting? Or leave their desk at the exact time you planned to start it – and hence be in the room 5-10 minutes too late?
- Are you okay with the daily lunch being taken at the desk, or must staff go out (if no kitchen or canteen is available)?
- When going out for a meeting with your sales manager, will you want your employee to sit in the front seat next to your chauffeur or beside you in the back seat?
Who are they: Erin and Geert
Today’s guru in cross-cultural management is Erin Meyer. But the pioneer you must not forget is Geert Hofstede.
Erin Meyer is a professor at INSEAD, teaching cross-cultural management, global teams, and multicultural leadership.
She developed the famed “Culture Map” framework with eight dimensions, analyzing how cultures differ in communication, feedback, persuasion, and leadership.
Highly recommended to read is her award-winning book, The Culture Map, first published in 2014.
But you cannot speak about Erin Meyer without mentioning Geert Hofstede.
Geert Hofstede was one of the pioneers in cross-cultural management.
His research led to one of the most widely used frameworks for understanding cultural differences across countries.
What Erin Meyer thinks about Thai culture
In Erin Meyer’s book, The Culture Map, she classifies Thailand as a high-context culture.
High-context communication means that communication relies heavily on a shared background, as all Thais are familiar with the rules from their upbringing and educational background.
In Thai work culture, there is often no need to spell things out. Instead, it’s the use of indirect cues and reading between the lines.
- People are raised in the same society with common social norms.
- Hierarchy, politeness, and saving face are deeply ingrained.
- Many things are simply “understood” without needing to be said.
Example: You don’t need to say, “Don’t criticize anyone in front of others”. Everyone already knows that would be disrespectful.
Here is how that plays out in practice:
- Indirect feedback: Thai professionals tend to soften criticism to preserve harmony and avoid causing embarrassment, rather than offering blunt, direct assessments.
- Reading the unspoken messages: Leaders may need to ask open-ended questions and listen carefully for context, rather than expecting explicit responses. Important meanings may lie in body language, tone, or hesitation).
- Hierarchical decision-making: Thailand values group cohesion and respect for authority, so open, direct, sometimes even public disagreement in meetings is seen as impolite or disrespectful, especially if it challenges someone senior.
Hofstede’s six cultural dimensions
Hofstede’s framework is presented in six cultural dimensions that explain how people from different nations think and work differently.
- Power Distance – Acceptance of unequal power and hierarchy
- Individualism vs Collectivism – “Me” vs “We” cultures
- Masculinity vs Femininity – Competitive vs cooperative values
- Uncertainty Avoidance – Comfort with ambiguity and risk
- Long-Term vs Short-Term Orientation – Future planning vs tradition
- Indulgence vs Restraint – Gratification vs self-discipline
Hofstede’s model is a great starting point, especially when comparing national cultures.
If you are working with Thai teams, build in these buffer zones: create gentle 1:1 space for feedback, and don’t mistake silence in meetings for disengagement.
Thai professionals tend to soften criticism to preserve harmony and avoid causing embarrassment, rather than offering blunt, direct assessments.
I often use his free website to compare two cultures, for example, why Thais might avoid direct conflict while Germans do not mind it.
Use the Country Comparison tool on https://www.theculturefactor.com/country-comparison-tool
