By Linda S. Wallace

The sign outside a local outdoor café was small and yet it spoke volumes about the people who worked within. Written in capital letters were these snappish words: “DO NOT seat yourself! See host inside for outdoor seating.”

Many restaurants graciously invite customers inside to ask the host for outdoor seating. This little eatery, however, set itself apart because it gave customers an awkward and gruff command rather than a warm and welcoming invitation.

As I passed by the Philadelphia restaurant over the next several weeks, I found myself wondering if others found the wording a bit hard to digest. Had anyone bothered to stop in and tell them so? Before I worked up the resolve to step inside and ask, the sign was replaced. Printed in its place were these words: “Please come inside first so that we might properly greet you.”

OK, I can listen now that the message is no longer yelling at me.

This little story of urban life underscores the fact that it is usually not what we say that angers others; it is the words we rely upon to convey messages. To be competent communicators, we must consider and fully understand how others are likely to react.

That is what cultural competency is, really. It is a valuable 21st century skill set that allows us to deliver opinions, requests and messages to diverse audiences without ambiguity, heavy words or hurt feelings.

In diverse neighborhoods where empty nesters jog the same quaint tree-lined streets as recent college graduates, businesses must be agile enough to appeal to diverse audiences. The broader the audience, the greater the potential for profit.

Many of those who frequently complain about political correctness sidestep this issue. Yes, we Americans have a right to express our views - no argument there. We also have the right to communicate poorly and create tensions in the workplace but should we?

The Cultural Coach at www.theculturalcoach.com is a new online column that promotes cultural literacy and cultural competency as a way to strengthen America and its capacity to produce sound global businesses. I thought it was appropriate to begin by answering the most basic question: What is cultural competency and why do we need it?

Cultural competencies are a collection of skill sets that allow individuals to gain insights into diversity, and adopt communication styles and behavior so that those differences do not impair conversations, relationships or job performance.

Culture influences the way we talk, and frequently it gives the language we use special meaning or provokes various strengths of emotional reactions. When we misinterpret another statement or use offensive language, cultural collisions occur. After each accident, we have to ask ourselves: What is it we didn’t know?

On my first day as a reporter for a Southern newspaper, the metro editor, who was white, walked over and handed me a note. The note contained the word “Blackie”, and then a phone number.

The editor asked me to call the number. I sat there fuming as I assumed that the word “Blackie” was a direct reference to my skin color. I called a friend who told me that “Blackie” was the editor’s nickname.

If I hadn’t taken the time to understand the appropriate cultural context, I likely would have confronted the editors and ended up with egg on my face. Luckily, I had a cultural coach to pull me back from the verge of a costly mishap.

As I launch the Cultural Coach Internet Edition, I offer for discussion a list of the skills required to work in a world where words spoken in one country are interpreted by millions of global listeners.

Culturally competent people are:

Emotionally aware: Able to recognize that cultural situations, events and words will sometimes distort judgment or view. Culture operates much like transition lenses, which darken the wearer's view whenever he or she encounters the right trigger. A culturally competent person learns to manage these lenses.
Emotionally controlled: Able to control and monitor emotions whenever cultural shades pop on.
Reflective: Willing to learn techniques and strategies to assess and improve effectiveness.
Self-sufficient: Able to learn from daily mistakes and everyday experiences.
Culturally agile: Willing to view situations through a new set of cultural lenses. He or she uses this expanded view to gather facts and determine strategy. Cultural insights are used to help build and maintain effective working relationships.
Empathetic: Senses and responds to the emotions of colleagues.
Patient: Able to handle those who are slow or resistant learners.
Skillful communicators: Capable of holding great conversations that allow a variety of beliefs and insights to emerge, and be fully debated.
Principled-centered leaders: Draw upon cultural competency in moments of crisis and racial, ethnic or religious tensions.
Culturally literate: Actively seeking knowledge and information about a diversity of cultures and special populations.
Tolerant of ambiguity: Recognize and accepts that situations are not necessarily either or, or black and white. Cultural inconsistencies exist in every culture.
Willing to share mistakes: Able to recognize that mistakes are stepping-stones to self-awareness, self-management and progress.
Models behavior: Willing to lead staff by modeling the appropriate behavior for colleagues.
Curious: Willing to seek out new information and viewpoints.

The little restaurant that put up the woeful sign recently went out of business. It opened back in the days when locals eagerly embraced that in-your-face Philadelphia “attitude.” That old language doesn’t work with the flocks of empty nesters moving to town.

A new restaurant already is under construction, and already running advertisements.

No outdoor sign yet, but I’m watching. These signs of the times accurately show whether a community is going to prosper.