A German manager was sent to Honduras to monitor a factory for his company.
Every single day, the factory workers showed up a half-hour late.
He held a meeting with the workers and brought this issue up, expecting to see some changes.
Nothing.
He created an incentive for being on time, offering a raise at year’s end to those who were punctual.
Nothing.
He implemented a sliding scale of punishment for tardiness, with a three-strike rule.
Nothing.
He laid down the law and fired a worker who was exceptionally late on a regular basis.
Still, the next day, workers did not punch in on time.
No matter how often he insisted that they be punctual, nothing changed.
He complained to his Honduran co-manager about this issue, and she shrugged, saying, “They may be late, but at least they show up. That, in and of itself, is rare.”
This is where monochrons and polychrons butt heads, and the frustration is very real.
Last week, we touched on the differences between monochronic and polychronic cultures.
This post will go into deeper detail about what to expect from monochronic employees or managers.
What to Expect from a Monochron
As the above example shows, monochrons – whose cultures are prominently found in Northern Europe, North America, and parts of Asia – are time-sensitive.
Time is strictly divided: there is a time for fun and a time for work.
As Project Management Institute describes it, monochrons treat time as:
“a commodity of high value, as necessary as or perhaps even more important than satisfaction, good work, and relationships.”
Time is as tangible as any other commodity, as the phrase, “Time is money,” suggests.
Time can be wasted. It can be saved. It can be killed. It can be lost. It can won.
This perspective of time results in monochrons having a stricter and more stressful relationship with the clock and, as such, they try to use their time effectively, often focusing on completing one task at a time.
As studies show, doing so is actually a more productive use of time than multitasking.
Studies indicate that multitasking is less efficient because we are less focused, resulting in shallower learning and lower achievement and productivity.
In fact, one study showed that only 2.5 percent of people are effective multitaskers.
The fact that monochronic cultures eschew multitasking for a more focused approach indicates that they are instinctively making the most effective use of time.
A monochron’s linear thinking and proclivity to strict schedules, with a focus on one event following another (think a timetable or meeting agenda, etc.), exemplifies this.
Get It Done
Monochrons emphasize getting things done.
Punctuality. Precision. Productivity.
These are the keys to success in a monochronic culture.
Managing time to use it more efficiently results in greater productivity and, thus, greater success.
So, here’s a pro tip if you are attending a meeting with an international colleague: understand their time perspective and meet their expectations.
If they are from a monochronic culture, arrive early, be prepared, and adhere to the agenda.
Success Across Cultures 