Being a job coach is an honor, a privilege, and even a necessity in today’s workplace environment. Based on evidence highlighting the effectiveness of coaching, more and more companies are “opting for team coaching as a more effective way to improve team capability and performance, while at the same time saving on costs,” (Stout-Rostron, 2016, p. 238). The friend in question should absolutely insert herself as a coach to help manage and leverage diversity in the organization and promote an organizational climate of inclusivity. In fact, someone with an international background is perfectly poised to guide organizational policy and practice regarding diversity and communication.

Religious Diversity

Religion can be a central component of individual identity construction and community cohesion. Just as employees have rich social and family lives outside of their place of employment, they also observe religious practices that coincide with their personal beliefs or their cultural background. While religiosity and spirituality usually do not conflict with the workplace environment, holidays are a potential source of conflict. A hegemonic Christian culture has enabled the celebration of some holidays as if they were universal. Failure to formally acknowledge non-Christian holidays sends “a subtle yet powerful ethnocentric message concerning which holidays are worth knowing about, and which ones are not,” (Schlosser & Sedlacek, 2003, p. 31).

Therefore, several conflicts may arise directly from policies that prohibit employees from taking day(s) off on religious holidays. The first conflict that may arise is actually legal. If the organization mandates time off for Christian holidays like Easter and Christmas but disallows Muslims and Jews from taking time off on their holidays, employees could effectively sue for discrimination. Equal opportunity laws protect the rights of workers and prevent discrimination on the grounds of religious difference. Therefore, the coach can work with management to help promote inclusive time off policies that respect the religious holidays of their employees.

Another conflict that may easily arise if employees are not given time off to observe their culture’s religious traditions is with morale. Spiritual and religious observances are integral to achieving the work-life balance that employees need to maintain morale and performance standards...
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Offering employees time during the day to pray or meditate would also be advisable if asked. Similarly, when there is a religious holiday, employees are likely interested in spending time with their family members—which is critical to their overall sense of wellbeing. To encourage morale and resolve conflicts, it is recommended that employees be given time off to observe religious holidays. Another possibility is to ask that non-Christian employees work on Christian holidays to make up for the time they take off on their religious holidays. This would help maximize productivity and promote a harmonious and inclusive work environment.

Cultural Quirks

Cultural differences permeate almost every area of human behavior and even cognition. There are bound to be culturally specific quirks that differentiate people in the office. Many cultural quirks are likely to be perceived positively and with a sense of humor, but some might cause conflict. It is important to understand what cultural quirks might arise that could restrain the foreign manager from expressing his or her ideas readily. Some of those quirks are likely to be related to gender norms and roles, whereas others are more related to communication style or perception of power hierarchies in an organization.

Notions of public and private space can be linked to culture (Ray, n.d.). In some cultures, touching and standing close are normative, whereas in other cultures, such gestures are taboo. Standing too close to someone could make the other person uncomfortable, creating awkward situations in the workplace. Therefore, the friend is advised to learn about cultural differences regarding personal space and to respect those differences when communicating with staff.

Another cultural quirk that could impact the way a foreign manager communicates with others is power distance. The United States has low power distance norms, meaning that subordinates are not overly deferential and often openly challenge their supervisors. Not all people come from cultural backgrounds with low power distance. If the friend is from a high power distance culture and expects her American subordinates to accept orders without question, she may be surprised or even upset. Likewise, if her superior is from a high power distance culture, she should understand that a deferential attitude that conveys respect will help foster…