Is American business culture inherently hierarchical?

A clinical psychologist tells me the story of the American banker who had a well-known and unrestrained cocaine habit. This banker was so prolific in bringing in millions and millions of dollars that an enormous blind eye was turned to the equally prolific amounts of the white stuff that were disappearing up his nose. The bank only took action when, during a company conference, he got so high he jumped naked into the jacuzzi with the CEO.

“American institutions, and especially banks, are very hierarchical. You have to know your place and you mustn’t step out of line,” the psychologist tells me. “For as long as this chap remained in his place and brought in loads of money, it didn’t matter how much cocaine he took. And everyone knew about it. But as soon as he broke the hierarchy and jumped in the jacuzzi with the boss there was hell to pay.”

It’s an interesting story and an interesting assessment. My experience working with Americans backs this idea up. I’ve never had a naked banker high on drugs jump on me in a jacuzzi but I have worked with people from every continent on earth; the only groups where I routinely notice a sense of hierarchy are Americans.

A few years ago, I was working at a conference coaching a number of speakers. My week started off with a wonderful trio of Spaniards who were giving some important presentations in English. They were brilliant – open to feedback, instruction and guidance, recognising that I could help them improve. The second half of the week saw me working with a group of Americans who, by contrast, were much less open to any help at all. It was a frustrating experience, and one that taught me a lot. It was  strange being paid to help people who were completely uninterested in receiving guidance.

The feeling I got was that to accept help and guidance would be an inexcusable admission of weakness, and would somehow relegate them in a ‘hierarchy’ around their colleagues. This is, to my mind, absolute nonsense – I personally have the most respect for people who are open to developing their skills.

More recently, I was sent to advise an Executive at an American multi-national on presentation skills. I got the feeling this bloke fancied himself as something of an alpha-male, although he was extremely genial and polite. And yet it became increasingly obvious that he was resenting deeply the weaknesses I had identified (despite having also identified many strengths) and was hugely uncomfortable with the idea that I may have more expertise than him in this particular field. I discussed this with him and asked him if he agreed with what I was saying and happy with my suggestions. He committed my biggest bête noire by answering “yes” when he evidently meant “no”. We didn’t get very far.

I may be doing American business people a disservice. But it does seem to me that an over emphasis on hierarchy exists in American business culture, and that it may hinder self-development and progress. And this might be especially true in the sensitive field of communication.

Honestly admitting to weaknesses and the need for help, guidance and expertise is absolutely vital to avoid mistakes, problems and poor performance. It guarantees self-awareness and self-development. And it will ensure a climb up the ‘hierarchy’, not a fall down it. After all, it is not the same as failure. And nowhere would more awareness and honesty have been more valuable in recent years than in American banks.

I look forward to hearing your thoughts.

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