Laid-Back or Lazy? Understanding Australian Work Culture

One of the first areas where the French and Australians often find themselves at odds is in their approach to formality. In France, there’s a strong emphasis on formality, hierarchy, and protocol. Titles and professional boundaries are respected, and there’s an expectation of a certain decorum in the workplace. In contrast, Australians are known for their egalitarian approach. Here, it’s not uncommon to see the CEO and the cleaner addressing each other by their first names, and the concept of a rigid hierarchy can feel almost arrogant and elitist.

To the French, this informality can be mistaken for a lack of respect or seriousness. They might see Australians as being overly casual, not just in dress or speech, but in their approach to work itself. On the other hand, Australians might view the French emphasis on titles and formalities as unnecessarily rigid, or worse, as pretentious.

I recall one particular instance during our workshops when a French manager mentioned how perplexed he was when his Australian counterpart greeted him with a hearty “G’day, fella!” The French leader, used to a more formal “Bonjour, Monsieur,” wasn’t quite sure how to respond. Was this Australian trying to undermine his authority, or was he simply being friendly? This small, seemingly insignificant exchange was a perfect microcosm of the broader cultural differences at play.

Communication styles are another area ripe for misunderstanding. Australians are known for their direct, concise and very informal style of communication. They tend to say what they mean and mean what they say, peppered with humour and colloquialisms, with little room for ambiguity. This straightforwardness can be jarring for those from cultures that value a more nuanced or elaborate way of expressing ideas.

For the French, communication is often an intellectual exercise. Discussions are expected to be thorough, debates are welcomed, and a certain level of eloquence is appreciated. This can be misinterpreted by Australians as being overly complicated or even antagonistic. To them, it might seem like the French are more interested in the debate itself than in reaching a practical solution.

During our workshops, one French participant recounted how a meeting with his Australian team had left him feeling frustrated. He had prepared a detailed presentation, complete with in-depth analysis and several possible scenarios. Yet, the Australians seemed to dismiss his hard work with a quick, “Let’s just get on with it.” What he had intended as a thoughtful exploration of options was perceived by the Australians as unnecessary waffle.

It was in moments like these that I found myself stepping in to mediate, to explain that what one culture views as thoroughness, another might see as overthinking. The challenge was not to change these deeply ingrained communication styles but to gain an understanding of where each side was coming from.

When it comes to rules and procedures, the French and Australians once again find themselves on opposite sides of the spectrum. The French (from an Australian perspective) are often seen as sticklers for rules, with a strong adherence to procedures and a clear understanding of the importance of following them to the letter. Australians, on the other hand, tend to favour flexibility. They’re more likely to view rules as guidelines rather than strict directives, and they often value practicality over rigid adherence to protocol.

This difference in approach can lead to significant frustration. For the French, the Australian attitude can come across as slapdash or careless. For Australians, the French focus on rules can feel stifling and overly bureaucratic.

I remember a particularly heated discussion in one of our sessions, where a French project manager expressed his exasperation at what he saw as the Australians’ cavalier attitude towards risk management and reputation. In his view, the Australians were taking unnecessary risks by not following the procedures to the letter. The Australians, on the other hand, argued that they were simply being pragmatic, adapting the rules to fit the situation at hand.

This clash of perspectives is a perfect example of how cultural differences can manifest in the workplace, leading to misunderstandings that can escalate if not addressed. It’s not that one approach is right and the other is wrong; rather, it’s about recognising that different cultures have different ways of achieving the same goal.

Another point of contention is the decision-making process. Australians are known for their pragmatic, can-do attitude. Decisions are often made quickly, with an emphasis on getting things done. This contrasts sharply with the French approach, which tends to be more deliberative and hierarchical. In France, decisions often involve multiple levels of approval and a thorough consideration of all possible outcomes.

This difference in pace can be a source of frustration for both sides. The French may see the Australian approach as rash or lacking in due diligence, while Australians may view the French process as slow and overly complicated.

One of the French participants in our session shared his experience of a project meeting where, after a lengthy discussion, the Australians had made a decision and moved on before he felt all the important points had been fully considered. To him, this felt like a lack of thoroughness; to the Australians, it was simply a matter of keeping the project on track and avoiding unnecessary detail.

These differing approaches to decision-making can create tension, but they can also complement each other if managed well. The key is to strike a balance between the need for speed and the need for careful consideration – a balance that can only be achieved through cross-cultural understanding, a respect for each other’s cultural norms, and most importantly, setting mutually agreeable expectations around what I refer to as ‘the unwritten rules of how we do things around here’. In other words, rather than following the norms of either culture A or culture B, what can we agree on as our “third culture” while we work together on this project?

Work-life balance is a topic that’s close to the heart of many Australians, and it’s one of the few areas where there’s some common ground with the French. Both cultures value the importance of time away from work, but they approach it in different ways.

In Australia, there’s a flexible approach to work hours. It’s not uncommon for people to leave early to catch a surf or spend time with family, with the understanding that they’ll make up the time later. Australians also tend to take shorter, more frequent holidays. Unfortunately, this can often be at the expense of meeting critical project deadlines which of course can lead to endless frustration for their foreign team mates.

In France, work-life balance is also highly valued, but there’s a more rigid approach to working hours and holiday time. The French tend to have longer holidays, and there’s a clear distinction between work and personal time. This can be seen as a lack of commitment by Australians, who may view the French approach as inflexible.

One French participant in our session expressed his surprise at the number of Australians who seemed to clock off early or take long weekends, even during critical stages of the project. To him, this was a sign that they weren’t fully committed to the project. The Australians, meanwhile, were puzzled by the French insistence on sticking rigidly to their work hours. However, my observation is that the French have a stronger priority than Australians on delaying their time-off-work when a project demands extra effort.

This difference in approach to work-life balance can lead to misunderstandings, but it’s also an opportunity to learn from each other. The Australian flexibility can be a welcome relief to those used to a more rigid system, while the French emphasis on protecting personal time can serve as a reminder of the importance of not letting work encroach too much on life.

By the end of our two-day workshop, the mood in the room had shifted. Where there had been frustration and confusion, there was now a sense of understanding. The French participants were beginning to see that the Australian approach to work wasn’t about laziness or a lack of commitment; it was simply different. And as an Australian, I was better able to appreciate the French dedication to thoroughness and structure.

This isn’t to say that all the cultural differences disappeared overnight – far from it. But with a greater awareness of where these differences stem from, the French participants were better equipped to navigate the ensuing conversations they needed to have with their Australian team mates. They left the workshop with a new set of tools: not just practical strategies for working together, but a deeper cultural curiosity that would serve them well in the future.

In the end, cross-cultural misunderstandings are an inevitable part of working in a global environment. But they don’t have to be a source of frustration. With a little patience, empathy, and a willingness to see things from another perspective, they can be an opportunity for growth, both personally and professionally.

So, the next time you find yourself working with Australians and wondering why they seem so relaxed or why decisions are made so hastily, remember: it’s not about laziness or a lack of initiative. It’s just a different way of doing things—a way that, with a bit of understanding, can lead to a successful and rewarding collaboration.

Australia-based Craig Shim, a collaborator with Birdwell Communication & Cultures (BCC), recently delivered a cross-cultural training program on behalf of BCC for a team of French nationals working in Australia.