A Costly Lesson in Cultural Differences
In 2016, fresh from France with years of high-level professional organisation experience and negotiation expertise, I thought I knew everything about business. Like many French executives arriving in Australia, I carried what I now recognise as a typical French attitude - a mixture of intellectual confidence and cultural arrogance. This mindset would soon prove to be my greatest liability in the Australian business landscape.
My venture into the Australian hospitality industry with Par L'Ouest became an expensive lesson in cultural humility. What I didn't realise then was that my approach to negotiations with landlords, business brokers, and local partners was fundamentally misaligned with Australian business culture. The formal, hierarchical, and theory-driven French approach I had relied on for years actually worked against me in Australia's more egalitarian and practical business environment.
The personal cost was significant. Beyond the financial investment in Hexagone on Hay Street and The Crêperie by Hexagone, the strain of navigating an unfamiliar business culture took its toll on my personal life, ultimately contributing to the breakdown of my marriage. This experience forced me to confront a harsh reality: success in one business culture doesn't automatically translate to another, no matter how accomplished you are.
Understanding the Cultural Divide
The differences between French and Australian business cultures run deeper than most realise. In France, business relationships are built on hierarchy, formal education, and theoretical understanding. Meetings follow strict protocols, and decisions emerge from lengthy intellectual discussions. Position and authority command automatic respect, and the path to trust is paved with formal credentials and proper procedures.
The Australian business landscape challenged everything I knew about professional relationships. While French business culture reveres formal positions and academic credentials, Australians build trust through practical demonstrations of capability and shared experiences. My first encounter with the concept of "mateship" - a distinctly Australian phenomenon that merges equality, loyalty, and informal friendship - left me completely disoriented.
As a French executive steeped in hierarchical protocols, I found myself struggling to adapt to environments where million-dollar deals were discussed over barbecues and beers. My carefully prepared presentations and theoretical analyses were often met with requests for simpler, more actionable solutions. Most confronting was the swift transition Australian colleagues could make between casual familiarity - addressing me as "mate" - and serious business decisions, a practice that would be unthinkable in French corporate circles. This informal approach to high-stakes business challenged my fundamental understanding of professional relationships.
The Journey to Cross-Cultural Leadership
My experience leading professional organisations in Paris, particularly as Chief Executive of UNIDIS and General Secretary of UNIPAS, had given me extensive practice in complex negotiations with government ministers, trade unions, and industry stakeholders. I was accustomed to navigating intricate hierarchical structures and formal protocols. Yet eight years of immersion in Australian business culture has transformed my understanding of effective leadership across cultural boundaries. I've learned that successful cross-cultural leadership begins with accepting that different doesn't mean inferior. The Australian preference for direct communication and practical solutions isn't a lack of sophistication - it's a different, equally valid approach to business that challenged my preconceptions shaped by years of French industrial relations.
This realisation led me to develop a new approach to cross-cultural leadership. Instead of trying to impose French business practices or completely abandoning my French business background, I learned to adapt my style to the context. In Australian settings, I now know when to set aside formal presentations in favor of casual conversations that build genuine connections. When working with French businesses, I can help Australian partners understand the importance of formal protocols and theoretical frameworks.
The art of cultural adaptation isn't about changing who you are - it's about expanding your repertoire of business behaviors and understanding when to employ different approaches. Sometimes this means explaining to French executives why their Australian partners prefer a direct "let's get it done" approach. Other times, it means helping Australian businesses understand why their French counterparts need extensive background information and formal procedures.
Moving Forward: Building Cultural Bridges
Today, as I am starting a new position as Head of the WA Chapter at FACCI - French-Australian Chamber of Commerce & Industry, I have decided to use my experiences to help others navigate the cultural divide between French and Australian business practices. My personal mission beyond my job tittle will be to help others avoid the costly lessons I learned through trial and error.
The key to successful cross-cultural business isn't about dominating or imposing one cultural approach over another. It's about building bridges that allow both cultures to thrive together. This requires leaders who have not just studied but lived and learned from both cultures, who have faced and overcome cultural challenges, and who can guide others through the complex landscape of cross-cultural business relations.
My journey from cultural shock to cross-cultural leadership has taught me that the most valuable business skill isn't technical expertise or negotiation tactics - it's the ability to understand and adapt to different cultural contexts while maintaining authenticity (What AI can't do by the way!). And this understanding comes not from books or theories, but from real experiences, including failures and successes. And I also learnt that the most successful global leaders are those who understand that cultural differences are neither good nor bad - they are simply different, and in this simple truth emerges their transformative power.
Lesson of the Day: "Would You Like More Cheese, Mate?"
The future of international business belongs to those who can bridge cultural divides with empathy, understanding, and adaptability. My personal journey from French industry leadership to Australian business innovation demonstrates that successful cross-cultural leadership requires more than just business acumen - it demands personal growth, cultural humility, and the ability to build genuine connections across cultural boundaries.
The scars from my early mistakes have become valuable lessons that I now share with others. Through my role at the French Australian Chamber of Commerce and various business ventures, I work to create understanding between these two distinct business cultures. My mission is to help others navigate these waters more smoothly than I did, turning potential cultural clashes into opportunities for growth and success.
In a time when French politic leaders seek to reconnect with the foundational principles of our Republic, they seems fitting to recall Charles de Gaulle, a leader who understood both the complexity and strength of French identity. His famous observation: "How can anyone govern a nation that has two hundred and forty-six different kinds of cheese?" speaks not just of France's diversity, but of the broader challenge of managing differences. His words remind us that cultural complexity is not a barrier but a source of richness. In 2025, our success lies not in eliminating these differences, but in learning to appreciate and navigate them with wisdom and humility.