Navigating Culture in the Job Hunt: How understanding cultural differences changed the way I approach interviews around the world.

Navigating Culture in the Job Hunt:

How understanding cultural differences changed the way I approach interviews around the world.

As someone who has searched for jobs across borders, industries, and time zones, I quickly realized that crafting a great CV or mastering the STAR method wasn’t enough. There was something deeper at play—something I couldn’t quite identify at first. That “something” turned out to be culture.

Reading The Culture Map by Erin Meyer helped me understand what I was experiencing: culture shapes how we speak, listen, trust, lead, disagree, and even show enthusiasm during a job interview. It affects everything, often in ways we don’t immediately notice.

Meyer’s book outlines eight cultural dimensions that influence how people interact in professional settings. These insights have completely changed how I prepare for interviews, communicate with hiring managers, and interpret feedback.

The 8 Cultural Scales from The Culture Map

1. Communicating – Low-context vs. High-context

In low-context cultures, such as the U.S., Germany, and the Netherlands, people tend to say exactly what they mean. Communication is straightforward, clear, and transparent, which is particularly beneficial in professional settings where clarity is essential.

In contrast, high-context cultures, like Japan, India, and France, often convey messages that are layered and nuanced. A significant amount of meaning is left unsaid, relying on tone, body language, and shared understanding to communicate effectively.

From my experience in interviews, I have noticed that directness works best in U.S.-based interviews, where clarity and conciseness are valued. However, when speaking with someone from a high-context culture, it is important to pay attention to subtle cues and avoid over-explaining your points.

As Erin Meyer stated, “In high-context cultures, communication is like an iceberg — most of it is below the surface.”

2. Evaluating – Direct vs. Indirect Negative Feedback

Different cultures have distinct approaches to feedback. In countries such as the Netherlands, Germany, and Russia, feedback tends to be blunt and straightforward, even when it is critical. This directness is often seen as honest and efficient. In contrast, cultures like Japan, Thailand, and many Latin American countries typically offer criticism more gently, often using positive language to maintain harmonious relationships.

For instance, receiving feedback like “That’s interesting, but…” in a Dutch or German context can initially feel harsh, but it is usually not intended to be personal. In more indirect cultures like Colombia or Peru, feedback is usually given in a more relationship-focused manner. Understanding these different styles of feedback can help prevent misinterpretations of intent.

As Erin Meyer noted, “You can be low-context and still sugarcoat your message.

3. Persuading – Principles-first vs. Applications-first

How do people build and present arguments?

In principles-first cultures, such as France, Italy, and Russia, individuals expect logical reasoning to start with general concepts or theories before moving on to specific examples. In contrast, application-first cultures like the U.S. and Canada prefer real-world examples and actionable insights before introducing the overarching idea.

In interviews, for instance, when conversing with a French interviewer, it's beneficial to explain the theoretical basis for your design decisions. Conversely, in the U.S., interviewers are more inclined to value a practical example first: “Here’s what I did, and here’s why it worked.” By aligning your communication style with your audience's preferences, you make your response easier to understand.

4. Leading – Egalitarian vs. Hierarchical

In egalitarian cultures, such as Sweden and the Netherlands, leaders are approachable, and everyone contributes equally to discussions and decisions. Titles are less important, and decisions are often made collaboratively

In contrast, hierarchical cultures, like China, India, and Mexico, place a strong emphasis on respect for authority.

“Respect is shown differently: in hierarchical cultures, by acknowledging status; in egalitarian ones, by treating everyone the same.” — Erin Meyer

5. Deciding – Consensual vs. Top-down

Cultures vary in their approach to decision-making. In consensual cultures like Japan and Sweden, decisions are reached through group agreement, often requiring multiple discussions. In contrast, in top-down cultures like China, the United States, and France, decisions are made quickly by a leader and then communicated to the team.

6. Trusting – Task-based vs. Relationship-based

In task-based cultures, such as the U.S., Germany, and Australia, trust is established through performance. It is not necessary to have a personal relationship to collaborate effectively. In contrast, in relationship-based cultures like Brazil, Colombia, and India, trust develops through personal connections and shared experiences.

“In some cultures, trust comes from the head. In others, from the heart.” — Erin Meyer

7. Disagreeing – Confrontational vs. Avoids Confrontation

In some cultures, such as France and Russia, disagreement is not just accepted; it is embraced as a vital part of healthy dialogue. Conversely, in cultures like Japan and Indonesia, avoiding confrontation is valued as a way to maintain harmony and show respect. When participating in interviews, be mindful of how critical your feedback may come across. If you are speaking with a Dutch or French interviewer, honesty and directness are often appreciated. However, if you are interviewing with someone from a culture that prioritizes harmony, it is advisable to adopt a gentler tone and emphasize positive alternatives.

8. Scheduling – Linear-time vs. Flexible-time

This dimension examines how various cultures interpret time and deadlines. Linear-time cultures, such as Germany, Switzerland, and the U.S., emphasize punctuality, meticulous planning, and concrete deadlines. In contrast, flexible-time cultures, including India, Nigeria, and Latin America, exhibit adaptability with shifting priorities and schedules.

“Some cultures treat time like a ribbon; others like a river.” — Erin Meyer

My Experience: Culture in Interviews

Throughout my job search, I had the opportunity to interview with people from Mexico, the Netherlands, the UK, Romania, the U.S., Peru, Colombia, Germany, and more. The roles of the interviewers varied widely, including HR professionals, designers, UX leads, and business stakeholders.

At first, I tailored my answers to their roles. But eventually, I realized that their cultural background — their tone, questions, and interaction style — played a huge part in shaping the interview.

I recall a panel interview with a U.S.-based team that was enthusiastic, encouraging, and expressive. They frequently responded with, “That’s a great idea!” and smiled throughout, creating a warm and dynamic atmosphere.

In contrast, a British UX lead I spoke with was more reserved and direct. I appreciated her clear structure and her expectation of concise, efficient answers with no fluff.

Interviews with professionals from Peru or Colombia often required a more emotional or narrative context. They were interested in not just what I did, but also how I felt and what I learned from my experiences. Personal stories were important in these discussions.

These experiences helped me refine my communication skills. I learned to adjust not only what I said but also how I said it, based on the cultural lens of my listeners.

Learning to navigate cultural nuance has been one of the most valuable outcomes of my job search. It gave me tools to connect with others across cultures — not by pretending to be someone else, but by showing respect, curiosity, and adaptability.

Whether you’re job hunting globally, working in a diverse team, or navigating cross-cultural dynamics, I believe understanding these differences is crucial.

As Erin Meyer reminds us, “When you understand where the other person is coming from, you can meet them halfway.”