Body Language 64 Hand Slap

January 24, 2020

The hand slap is a gesture that is normally exchanged between friends. It often takes place in two parts, especially if both parties are standing.

First the individuals slap their hands together at shoulder height or above (this is known as a “high five”), then one individual puts the same hand at waist level palm up and the other person slaps it with his palm down.

For this gesture to work as intended, it is imperative that both people have the palm of one hand engaged in the exchange. If a person slaps another person anywhere on the body without palm-to-palm contact, it is almost universally interpreted as a put down: like “a slap in the face.”

It is also possible to have both hands involved in the gesture. Some people prefer that method but the meaning is the same regardless of whether it is one or both hands.

There are numerous examples of when a hand slap might be the appropriate gesture to use. Let’s examine several situations and discuss how the slap works as a congratulatory gesture.

Cheering on a runner

Imagine your spouse is a runner in a marathon. You are standing on the sidelines, and there is so much cheering, your mate would never pick out your voice. But as she passes by you, she gives you a hand slap gesture as a thank you for your support.

An example in the work setting would be a worker completing a difficult assignment ahead of the due date. The manager might give this person a welcoming high five.

After a supervisor makes a great welcoming speech

Suppose a supervisor has just given an amazing onboarding talk to a group of 15 new hires. It is well known that getting new employees off to an excellent start emotionally does wonders for their successful incorporation into the organization. The manager, who was watching the training gives the supervisor a high five as he walks to the back of the room.

A speaker comes off stage

The person waiting in the wings gives the hand slap gesture as a way to indicate the speaker nailed the presentation. No words need be said for the meaning to come through loud and clear.

Manufacturing team does a product change in record time

Suppose a group of employees on a packaging line has taken on the challenge to make product changes more efficient. They try several new ideas and come up with a way to get the job done in half the time it normally takes. The supervisor does a high five with all of the team members as a way to congratulate them.

Slapping yourself

If a person slaps himself, it is normally a gesture of frustration rather than congratulations. Most often a person will slap herself on the forehead with the palm of her hand to indicate that she just made a bone-head move.

The only frustrating part of the hand slap gesture is if one person wants to do the two part variety but the other person only participates in the first half of the gesture. The cure for that kind of awkward situation is to take your cue from the other person. If you see no sign of the second half at waist high, then don’t offer it.

On flip side, if the other person sticks out her hand waist high with palm up, it is an indication that she wants to do the full double hand slap. You need to be alert to pick up the desire of the other person in real time.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Leadership Barometer 34 Skip the Sandwich

January 20, 2020

There are literally thousands of leadership courses for managers. In most of them, one of the techniques advocated is called the “sandwich” method.

The recommended approach when a leader has a difficult message to deliver is to start with some kind of positive statement about the other individual. This “softening up” is followed by the improvement opportunity. Finally, the leader gives an affirming statement of confidence in the individual.

Some people know this method as the C,C,C technique (compliment, criticize, compliment)

The theory behind the sandwich approach is that if you couch your negative implication between two happy thoughts, it will lessen the blow and make the input better tolerated by the person receiving the coaching.

The problem is that this method usually does not work, and it often undermines trust along with the credibility of the leader. Let’s examine why this conventional approach, as most managers use it, is poor advice.

First, recall when the sandwich technique was used on you. Remember how you felt? Chances are you were not fooled by the ruse. You got the message embodied in the central part of the sandwich, the meat, and mentally discounted the two slices of bread.

Why would you do that? After all, there were two positive things being said and only one negative one. The reason is the juxtaposition of the three elements in rapid fire left you feeling the sender was insincere with the first and last element and really only meant the central portion.

A manager might be able to slip the sandwich technique past you at the start of a relationship. At that point, you do not have a pattern to guide your subconscious thought. Later, if the manager has a habit of using the sandwich, you will become so adept that you will actually hear the second and third part of the sandwich coming up before they are even uttered by your manager.

This interesting phenomenon also occurs in e-mail exchanges. Managers often use the sandwich approach in an e-mail. It might sound like this:
“Your review of the financial information this morning was excellent, Mike. The only improvement I can see is to use more charts and fewer tables of figures to keep people from zoning out. Given your strong track record, I am sure you can make this tiny adjustment with ease.”

If you know this boss well, you can anticipate there is going to be a “but” in the middle long before the boss brings it up. The last part is a feeble attempt to prop you up after the real message has been delivered.

If you received this message, chances are you would have internalized the following: “Stop putting everyone to sleep with your boring tables and use colorful charts to show the data.” You would probably miss the compliment at the start because it was incongruent with the second message, and you would certainly discount the drivel at the end of the message because it was insincere.

It is not always wrong to use a balanced set of input, in fact, if done well, it is helpful. If there really is some specific good thing that was done, you can start with that thought.

Make the sincere compliment ring true and try to get some dialog on it rather than immediately shoot a zinger at the individual.

Then you can bring the conversation to the corrective side carefully. By sharing an idea for improvement, you can give a balanced view that will not seem manipulative or insincere.

Try to avoid the final “pep talk” unless there is something specific that you really want to stress. If that is the case, then it belongs upfront anyway.
Examine your own communication with people, especially subordinates, to reduce the tendency to use the sandwich approach mechanically, particularly if you have to stretch to find the nice things to say.

You may find it hard to detect the sandwich in your spoken coaching, but it will be easier to spot in your written work. The habit is particularly common when writing performance reviews or when trying to encourage changes in behavior.

The sad thing for the boss is that he or she was actually taught that the sandwich technique is normally a good thing to do. That makes it easy to fall into a pattern of doing it subconsciously and not realize that it is actually lowering your own credibility, unless it is used very carefully, because you come across as insincere.

How can you reduce the tendency to use the sandwich approach if you already have the habit?

The first antidote is to become aware when you use it. That means you need to be especially alert when giving verbal input. It also means proofreading notes where you are rating people or trying to change behavior.

When you see the sandwich being used, change it. Give the request for modified behavior with no preamble or postscript in the same breath. Just frame up the information in as kind a way as you can, but be sincere in your words.

Do share a balance of positive and negative things as they apply, but do it naturally, not in a forced, 1,2,3 pattern.

A second way to stop using the technique is to teach others to stop using it. The best way to learn anything is to teach it to others. As you help others see their bad habit, it will remind you that it sometimes shows up in your own communication.

If you can reduce your tendency to use the sandwich approach by 50-80%, you will become a more polished and effective leader.

The third way to prevent this problem is to encourage the teachers of “Management 101” to stop suggesting this technique in the first place. It is not an effective method of changing behavior.

Instead teach leaders to give both positive and corrective feedback in a natural way and only include sincere and specific praise, never force something to butter up the other person.

People have a keen ability to sniff out insincere praise, especially if it is just after being corrected for doing something wrong.

Robert Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust


Body Language 63 Fist in the Air

January 17, 2020

The gesture of putting one’s fist in the air is a very common one, but it can cause misunderstandings if you do not couple it with corroborating signals.

Part of the confusion is that the different meanings are at opposite ends of the emotional spectrum. For example, the fist-in-the-air gesture at a football game would normally be a way to cheer on your team to victory, while if there were protesters outside the stadium, that same gesture could signify rebellion, hatred, or anger.

In order to ascribe the correct meaning to the fist-in-the-air gesture, you must factor in the context in which it is given and most importantly the facial expressions that accompany it.

When this gesture is seen in public, it is normally part of a group activity where many people are giving the same signal. It is possible to observe the gesture on the part of just one person, but that is rare.

In this brief article, I will describe several applications where the fist in the air might be observed along with the most likely message being sent.

A cheer of support

A fist in the air can be a supportive gesture among team members similar to a high five. It means we are all together, and we are united in a common cause. We support each other and cheer each other on with the gesture.

For example, you might see a sales team at their convention use this gesture when it is announced that the team met the aggressive sales goal for the year. Everyone would enjoy the year-end bonus as a result of reaching the challenging goal.

Appreciation

You can witness the fist in the air gesture among adoring fans at a rock concert. You will see many people in the audience highly animated jumping up and down with their fists in the air as they sing along to the lyrics.

Defiance

You can also see the fist in the air at political or social rallies. The connotation here is still that we are united in a purpose, but in this case it is often a negative form of protest.

In the Workplace

Workers can display their anger over a new policy being introduced by having many people in a meeting start showing their fists in the air.

At times like this, the leader who is conducting the meeting needs to see the anger building up and make a preventive statement before the gesture is taken up by most of the workers and it becomes like a mob scene.

For example, the leader might see one person starting to put his fist in the air and say something like:

“I know this is not going to be a popular move, but I wanted to share the information with you candidly as early as possible, because you have a right to be informed of the action. You also have the right to understand the reason this action was unavoidable. I will explain some ways we can get through this difficult time together.”

Warning

A fist in the air done by an individual may be a warning to keep physical or emotional distance. The idea here is to tell the other person to back off or face a possible sock in the jaw. The gesture may be accompanied by a shaking of the fist as the wicked witch did in “The Wizard of Oz.” As she shook her fist she cackled, “I’ll get you my pretty, and your little dog too.”

In a work setting, you can avoid this kind of acrimony by having acceptable behaviors identified in advance. If the whole team has agreed to treat each other respectfully, then the threats or warnings will be fewer.

Hate

When the gesture is coupled by a stiff arm, it is more serious and an indication of extreme prejudice against a person, group, or ideal. Another dead give away for this attitude is the facial expression. If the person looks angry, then chances are he is expressing some form of hatred.

The news showed an example of that at a White Supremacists Hate Rally at University of Virginia in 2017. Many of the marchers had their fist in the air as they chanted “Jews will not replace us.”

I once witnessed a large group of union workers with their fists in the air to express frustration and lack of trust with the management group. This public display of extreme disapproval was a major setback for the organization. It took months of effort to rebuild the respect of these workers.

The lesson here is to intervene with corrective measures before the frustration boils up to the point where people are shaking their fists in the air. Once people start using this gesture, it is a long and expensive road back to stability.

There are numerous examples of organizations that have pushed workers too far experience the push back of rebellion. The antidote is to build and maintain a culture of trust so that people feel heard and appreciated all along. That way the resentment never builds up to the boiling point.

Resolve or unyielding

When coupled with a clenched jaw and slight scowl, the fist in the air signifies an unyielding posture to what is going on. I am reminded me of the lyrics to a song, “I Won’t Back Down,” by the late Tom Petty:

I’ll stand my ground
Won’t be turned around
And I’ll keep this world from draggin’ me down
Gonna stand my ground
And I won’t back down.

You can see that there is a wide spectrum of possible meanings to a fist in the air gesture. You must be alert to the circumstances and the facial expressions to pick out an accurate meaning.

If you sense frustration building up, take special care to mitigate the damage before people start shaking their fists or you will be in for a long recovery. If you have managed to build trust by reducing the fear in your organization, you are less likely to need to take remedial actions.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Leadership Barometer 33 Downsizing Tips

January 13, 2020

Every organization deals with downsizing occasionally in a struggle to survive difficult economic conditions. These times are true tests of the quality of leadership.

In many cases, downsizing leads to numerous problems in its wake, especially lower trust.

The most crucial shortage threatening our world is not oil, money, or any other physical resource. It is the lack of enlightened leaders who know how to build trust and transparency, especially when draconian actions are contemplated.

We are in need of more leaders who can establish and maintain the right kind of environment. A serious problem is in the daily actions of the leaders who undermine trust, even though that is not their intention.

The current work climate for leaders exacerbates the problem. The ability to maintain trust and transparency during workforce reductions is a key skill few leaders have.

Downsizing is a unique opportunity to grow leaders who do have the ability to make difficult decisions in ways that maintain the essence of trust.

Thankfully, there are processes that allow leaders to accomplish incredibly complex restructurings and still keep the backbone of the organization strong and loyal. It takes exceptional skill and care to accomplish this, but it can be done.

The trick is to not fall victim to the conventional ways of surgery that have been ineffective numerous times in the past. Yes, if you need to, you can cut off a leg in the backwoods with a dirty bucksaw and a bottle of whisky, but there are far safer, effective, and less painful ways to accomplish such a traumatic pruning.

One helpful tool in a downsizing is to be as transparent as possible during the planning phase. In the past, HR managers have worried that disclosing a need for downsizing or reorganization might lead to sabotage or other forms of rebellion.

The irony is that, even with the best secrecy, everyone in the organization is well aware of an impending change long before it is announced, and the concealment only adds to the frustration.

Just as nature hates a vacuum, people find a void in communication intolerable. Not knowing what is going to happen is an incredibly potent poison.

Gossip and rumors generally make the problem bigger than it actually is, and leaders find themselves dealing with the fallout.

Human beings are far more resilient in the face of bad news than to uncertainty. Information freely given is a kind of anesthesia that allows managers to accomplish difficult operations with far less trauma. The transparency works for three reasons:

1. It allows time for people to assimilate and deal with the emotional upheaval and adjust their life plans accordingly.
2. It treats employees like adults who are respected enough to hear the bad news rather than children who can’t be trusted to deal with trauma and must be sheltered from reality until the last minute.
3. It allows time to cross-train those people who will be leaving with those who will inherit their work.

All three of these reasons, while not pleasant, do serve to enhance rather than destroy trust.

Don’t humiliate people

Another tip is how to break the news to someone who will be terminated. One way to handle the situation is to ask yourself how you would like to be treated if the situation were reversed. Would you like to be paraded down the hall to pack a box with your possessions and escorted outside the gate and forced to hand over your keys and badge?

Many enlightened leaders have handled the separation in a more humane way. They break the news to the individual and share that the employee needs to find alternative employment. They may even offer assistance with ideas on where to look and offer for a reference.

Then, the employee is not immediately escorted off the premises, but is allowed to pack things up over the next several days and say good bye to friends and work colleagues. Some employers have even experimented with letting the impacted worker use the facilities and equipment for a short while during the job search.

HR managers will quickly point out the risks of having formerly employed workers on the premises, and it is true that the person needs to understand that if he or she is disruptive in any way, then the leaving will be immediate.

The idea is that when you treat separated employees with respect and kindness, even when the news is not good, they respond with a better attitude, which generally improves the outcome.

The more powerful result is that the employees who are not leaving are also impressed by the way these former colleagues were treated. That factor tends to bolster morale a bit for workers who are now asked to take up the slack.

Full and timely disclosure of information and thoughtful exit processes are only two of the many tools leaders can use to help maintain or even grow trust while executing unpleasant necessities.

My study of leadership over the past several decades indicates that the situation is not hopeless. We simply need to teach leaders the benefits of building an environment of trust and transparency and how to obtain them.

Robert Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust.


Leadership Barometer 62 Victory

January 11, 2020

The common “Victory” gesture is well known to us all. Habitually, we interpret the signal as one of strength and impending or realized victory.

There have been times in history where the victory sign, made by showing the first and second fingers in the shape of the letter “V,” had a different meaning. It is important to know when you are dealing with the common gesture versus some more esoteric flavor.

For example, the familiar usage to indicate victory is normally made with the palm of the person making the gesture facing toward the viewer. When the palm is facing toward the person making the gesture, it can have a completely different meaning. When coupled by an upward jerking motion of the forearm, it means “up yours.”

In Sports

We see the Victory sign made by athletes in every facet of the sports world. It is normally directed at someone out of earshot, and it simply means “we won.” It can also be shown before the contest, and in that case it means “we are going to win.”

In Politics

People running for office will often flash the victory sign in rallies as a show of confidence that they are going to win the race. You often see the gesture used in Congress when one side of the aisle is intent on prevailing over those nasty people on the other side.

Who can forget how Nixon frequently used the Double V with both arms outstretched. He even used it as he was boarding his helicopter immediately after he resigned from the presidency.

In War

The victory sign has historically been used when one side has won a battle. Who can forget the US soldiers riding through Europe flashing the victory sign at the end of WWII. Similarly, we recall Winston Churchill showing the victory sign as a way to instill confidence within the people of England that they would ultimately prevail. His famous admonition given at the time was “Never, never, never, quit.”

In Klingon

Of course, there have been variations on the victory sign, like the one on Star Trek when Mr. Spock would show the “Vulcan Salute” with four fingers split two on each side of the letter “V.”

The meaning of that gesture was very different from the single victory sign. It meant “Live Long and Prosper.” One interesting thing about that gesture is that it can be hard for some people to make it. I believe that is why Sheldon Cooper on “The Big Bang Theory” was so prone to use the gesture. It made him feel superior, because not everyone could do it. Can you?

In School

School children, and even adults often will use the victory gesture to signal another person across the room that they just aced a test.

Upside Down V

This gesture is not used a lot, but when you see it, the normal connotation is that our team was successful at snatching defeat from the jaws of victory. There is no pride in this gesture at all.

It also has the negative connotation, because you have to make the gesture with your palm facing yourself. It is very uncomfortable to make the upside down “V” sign with your palm facing away from you. If you doubt that, try it now yourself.

The simple hand gesture of forming a letter “V” with two fingers is one of the most common forms of body language. Curiously, this gesture, unlike many others, is not highly susceptible to misinterpretation when going form one culture to another. You can use the signal often and anywhere, and rarely will you be misunderstood. In some parts of the world, the gesture is used a lot more than others.

For example, in Japan the gesture is used by young people who are being photographed. The gesture even has a name in Japanese: they call it “pisu sain.”

Go ahead and use this gesture freely, but just make sure your palm is toward the observer rather than toward yourself.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Leadership Barometer 32 Overload

January 7, 2020

Overload is a very common phenomenon in organizations. This article deals with the problem, the reasons it exists, and offers some solutions.

As organizations wrestle with global competition and economic cycles, the pressure on productivity is more acute each year. I do not see an end to the pressure to accomplish more work with fewer resources.

There comes a point when leaders overload workers beyond their elastic limit, and they become dysfunctional or simply burn out. As the constant requests for more work with fewer resources starts to take a physical toll on the health of workers at all levels, people become justifiably angry.

I see evidence of what I call “load rage” in nearly every organization in which I work.

Glass half full

An interesting flip side of this problem is the observation made by many researchers, and also myself, that working human beings habitually operate at only a fraction of their true capability.

I have read estimates of organizations extracting on average something like 30-50% of the inherent capability in the workforce; some estimates are even lower.

It would be impossible for anyone to continually operate at 100% of capacity, because that would require the adrenal glands to secrete a constant stream or adrenaline that would kill the person. However, if the estimates of typical capacity used are accurate, there is still a lot of upside in people, so why the “load rage”?

The Leader’s role

Leaders can help reduce the problem by reminding people that they really do have a lot more control over how loaded they feel by taking some pragmatic actions. Here are a few ideas:

Sliding scale
We tend to feel overloaded because we base our perception of how hard we are working at any moment on a sliding scale. We base our feelings of load on how busy we are, not on what percentage of our capacity is being consumed.

Many of our activities are simply traps that we invent because of habitual patterns in our daily work. We tolerate a multitude of inhibiting actions that steal seconds from our minutes and minutes from our hours.

We tend to excuse these diversions as not being very important, but in reality they are exceedingly relevant to our output and to our stress level. Let me cite a few examples:

The dreaded inbox

Look at the inbox of your e-mail account. If you are like most people, there are more than a few notes waiting for your attention. We have all kinds of reasons (really rationalizations) for not keeping our inbox cleaned out each day.

I will share that at this moment I have 4 “read” notes and no “unread” notes in my inbox, and it is stressing me out. I need to get that down to zero, but right now I am consumed writing this article.

If we are honest, it is inescapable that having more than 2-3 notes waiting attention will cause a few milliseconds of search time when we want to do anything on e-mail. That time is lost forever, and it cannot be replaced.

We all know people who have maxed out the inbox capability and have literally thousands of e-mails to chew through. These people are drowning in a sea of time wasters just like a young adult with 20 credit cards is drowning in a sea of debt. It is inevitable.

Complaining takes time

You know at least a few people in your circle of friends or working comrades who spend a hefty chunk of their day going around lamenting how there is not enough time to do the work. Admit it – we all do this to some extent.

Have you ever heard anyone say, “Looks like I have plenty of time and not much to do?” OK, old geezers in the home have this problem and so do young children who are dependent on mommy to think up things to keep them occupied.

For most of us in the adult or working world, our time is the most scarce and precious commodity we have, yet we habitually squander it in tiny ways that add up to major stress for us. I suspect that even the most proficient time-management guru finds it possible to waste over 30% of his or her time on things that could be avoided.

Stop Doing List

One healthy antidote, especially at work, is to have a “stop doing” list. Most people have a “to do” list, but you rarely see someone adding things to a “don’t do” list.
Think how liberating and refreshing it would be if each of us found an extra hour or two each day by just consciously deciding to stop doing things that do not matter.

Whole groups can do this exercise and gain incredible productivity. The technique is called “work out,” where groups consciously redesign processes to take work out of the system. If you examine how you use your time today, I guarantee that if you are brutally honest you can find at least 2 hours of time you are wasting on busy work with no real purpose. Wow, two hours would be a gift for anyone.

Shift your mindset

Another technique is to really load up your schedule. You think that you are overworked now, but just imagine if you added 5 major new activities that had to be done on top of your present activities. That would feel insane, but you would find ways to cope. Then if you cut back to your current load next week, what seemed like an untenable burden a few weeks ago would feel like a cake walk.

I can recall a time in the Fall of 2004 when I was teaching 11 different collegiate courses at the same time. That was in addition to writing a book, chairing a volunteer Board, and managing a leadership consulting practice. I will admit that was a little over the top, but I sure enjoyed the load when I intentionally cut it back to only three courses at a time.

Conflict eats time

Another huge time burner is conflict. We spend more time than we realize trying to manage others, so our world is as close to what we want as possible. When things are out of kilter, we can spend hours of time on the phone or e-mail negotiating with others in a political struggle to get them to think more like us.

The typical thought pattern going through the mind during these times is “why can’t you be more like me.” The energy and time to have these discussions can really eat up the clock time during the day.

Dithering

Dither is another issue for many of us. I already shared that while I am writing this paper, I am really procrastinating from opening up and dealing with the 4 notes in my inbox (oops – now 5). I typically get around 100 e-mails a day.

There are other things I must do today, but I am having fun writing this paper, so the “work” is getting pushed back. I will pay for this indulgence later, but at least I do recognize what I am doing here.

The point is that most of the time we lose is unconscious. We have all figured out how to justify the time wasters in our lives, and we still complain that there are not enough hours in the day.

The cure for this malaise lies in having a different mindset. The time challenge is really part of the human condition. I think it helps to remind ourselves that when we feel overloaded, particularly with work, it is really just a priority issue, and we honestly do have time to do everything with still some slack time to take a breath. If you do not agree, then I suspect you are in denial.

Now, I need to be excused to go clean out my inbox!

Bob Whipple is CEO of Leadergrow, Inc. an organization dedicated to growing leaders. He can be reached at bwhipple@leadergrow.com 585-392-7763. Website http://www.leadergrow.com BLOG http://www.thetrustambassador.com He is author of the following books: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.


Body Language 61 Air Kissing

January 3, 2020

A very common gesture when people greet each other is a kind of mock kiss called “air kissing.” The movement occurs more in social than in business settings, although in some cultures the gesture is used in business settings routinely.

Air kissing should not be confused with “blowing a kiss,” which always starts with kissing one’s hand then blowing the kiss to the other person.

With air kissing, there is always some form of loose embrace going on. The two people move their faces to the right of the other person’s face as they move toward each other to embrace.

It appears as if they were going to actually kiss the cheek of the other person. The gesture can be awkward, and with the heightened attention to sexual harassment, it is best to refrain from using an air kiss unless it is initiated by the other person. This is particularly important in a business setting.

The air kiss is often associated with movie stars, rock stars, or other celebrities. In entertainment settings, the air kiss is depicted as a way to demonstrate super-star power when greeting someone.

Rather than actually contact the cheek with the lips, a kissing motion is made with the mouth while the two cheeks are touching. It is a way to show affection without spreading a lot of germs, so it has become quite popular. The French phrase for air kissing is les bises. Sometimes the air kiss is accompanied by a verbal sound imitating a kiss, e.g. “Mwah.”

The only confusing part of the air kiss is a kind of awkward situation where as the two parties come together, one person assumes this is a situation for an actual kiss on the cheek or even the lips while the other person wants to perform the air kiss move. Sometimes that movement can result in kissing an unintended area of the face.

Kissing is a common gesture that is highly culture specific. You need to use care to understand the culture of the other person to do the right thing. Here are a few examples of how the gesture differs in specific cultures. This information, plus a lot more detail, is available as a reference in a book titled “Kiss. Bow, or Shake Hands” by Morrison, and Conaway.

Saudi Arabia

A traditional Saudi greeting consists of shaking the right hand while placing the left hand on the right shoulder of the other person and exchanging kisses on each cheek of the other person. In this culture they use an actual kiss rather than an air kiss.

India

The correct greeting gestures in India vary greatly as there are several subcultures involved between the different religious sects: Hindu, Muslim, Sikhs, Christian as well as several others. Indians of all ethnic groups disapprove of public affection between people of the opposite sex. Do not touch (except in handshaking), hug, or kiss in any form when greeting someone of the opposite sex.

Egypt

Men may kiss men and women kiss women as a greeting in Egypt, but avoid the gesture with a person of the opposite sex. It is not uncommon for a businessman to kiss another businessman who he knows well on the lips in Egypt.

Indonesia and Malaysia

In Indonesia, and Malaysia, it is common to air-kiss an elder’s hand as a traditional form of respectful greeting. Instead of pursing one’s lips, the younger person exhaling through his nose softly on the hand before drawing the hand to the younger person’s forehead.

Inuit Nose rubbing

The kunik or so-called “Eskimo Kiss” consists of rubbing both noses together as a sign of affection, usually practiced by family members or loved ones. It is a non-erotic but intimate greeting used by people who, when they meet outside, often have little except their nose and eyes exposed.

Around the world, you will see the practice of air kissing or some other variant as described here. The precaution is to use this gesture sparingly, especially if you are not among good friends or family. It works better in a social setting than in a business application, although you will find it used in both in several cultures.

As with all body language gestures, if you are unsure of the suitability of the action with a particular person or in a specific situation, it is best to refrain from initiating it.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”