{"id":1615,"date":"2021-12-15T15:35:08","date_gmt":"2021-12-15T14:35:08","guid":{"rendered":"https:\/\/www.judithhornok.com\/?p=1615"},"modified":"2021-12-15T15:35:08","modified_gmt":"2021-12-15T14:35:08","slug":"interview-with-judith-hornok-in-the-austrian-start-up-magazine-brutkasten","status":"publish","type":"post","link":"https:\/\/www.judithhornok.com\/en\/interview-with-judith-hornok-in-the-austrian-start-up-magazine-brutkasten\/","title":{"rendered":"Interview with Judith Hornok in the Austrian Start-Up magazine \u201eBrutkasten\u201c"},"content":{"rendered":"
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Original interview in german:<\/strong><\/p>\n

Interview mit Judith Hornok im \u00f6sterreichischen Start-Up Magazin “Brutkasten”<\/a><\/strong><\/p>\n

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Here is a translation:<\/strong><\/p>\n

\u201cMindset\u201d and \u201cHinderer\u201d: Judith Hornok’s study for the Arab market<\/strong><\/h3>\n
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In order to open up foreign markets for your company, you not only need bare figures, a quick trip and an empty suitcase for the money. CEOs and Managers need the ability to identify specific “country codes” of behavior and adapt their “mindset” accordingly. <\/strong><\/p>\n

A conversation with author and company coach Judith Hornok, who researched entrepreneurship in the Arab world for 15 years, and has tips ready, that also cover the emotional level.<\/strong><\/p>\n

Foreign markets, foreign customs – this is a simplified way of summarizing the hurdles that can arise when expanding one’s own company into other markets. Political faux pas, social misconceptions, prejudice or carefree behavior that is recognized in western latitudes or tolerated with a shrug of the shoulders can cause irritation in other parts of the world and cause a desired business to collapse.<\/p>\n

Judith Hornok, author of the book “The Arab Business Code” experienced all of this and created a concept in which she reveals the so-called “Emotional Hinderers”. She calls it “The Concept of The Emotional Hinderers by Judith Hornok” and at the same time reveals which cost-intensive and business-damaging hurdles Western businesspeople can encounter when they turn their eye to the Arab world. She researched the issue for a long time in the Middle East and from there has received great praise for her \u201cEntrepreneur Guide\u201d.<\/p>\n

\u201cWhen I read this book, I found myself fascinated with the way issues were illustrated; Hornok\u2019s long experience in the Arabian Gulf allows her to go deep inside the cultures. I think with the concept every businessman who seeks success worldwide could develop a plan,\u201d says A. Latif Al-Mahmoud, CEO of the media company \u201cDar Al Sharq Group\u201d owned by Sheikh Khalid bin Thani Al Thani, a member of the Qatari royal family.<\/p>\n

Foreign codes<\/strong><\/p>\n

Specifically, the textbook for business travelers in the Arab world deals with \u201ccodes\u201d that exist in every society. \u201cIt is important to recognize and interpret them,\u201d says Hornok. \u201cThe Arab Codes, that is, the modes of behavior in the Arab world, are often alien to the western world or are ignored by foreign businesspeople. However, in order to have successful business relationships, one should know the most important ones.”<\/p>\n

She sees the concept of \u201cThe Emotional Hinderers\u201d as an approach to identify negative emotions and feelings in one’s own behavior at an early stage and to manage them successfully. The former Formula 1 journalist always had human-intensive jobs, as she calls them. In addition to reporting on the premier class of motorsport, she worked in the hotel industry and also as a company coach.<\/p>\n

In her latest work, the author processes her experiences of how culture and the associated style of communication – the code of this culture – shape the mutual image and understanding of the interlocutors.<\/p>\n

Seven types of emotional hurdles<\/strong><\/p>\n

\u201cIn a culture that was initially completely foreign to me, with completely different communication styles, I discovered the seven \u201cEmotional Hinderers\u201d and found that they are universal and not tied to any specific culture. They therefore apply everywhere,\u201d explains Hornok. It is important to her to emphasize that these are not abstract structures, but that in her work she also depicts those factors graphically, as playful, in order to bring them to life.<\/p>\n

There are seven types: “The Aggressive Inner Critic”, “The Bloated Ego”, “The Frustrated Expectation”, “The Insatiable Greed”, “The Relentless Judgment”, “The Incensed Anger Rascal” and “The Paralyzing Fear\u201d.
\n\u201cI consciously use a visual language so that this \u201cEmotional Hinderer\u201d can be accessed and managed,\u201d she explains. “To make it easier to analyze them.”<\/p>\n

With this access to those negative and aggressive emotions, Hornok would like to analyze the encounters between those who apply them \u2013 those who \u201cfeel\u201d these so called “hinderers” \u2013 and who raise these feelings to another level. One, where becoming aware of inner attitudes and feelings that can stand in your way (especially in a business sense) does not present itself as a negative experience. “Humor is important”, says Hornok, “Laughing at something leads to a better approach”.<\/p>\n

Suitcase Manager and empty purse<\/strong><\/p>\n

In this context, the coaching expert calls startup founders \u201cgreat presenters\u201d who, as experienced founders, can also be victims of such \u201cEmotional Hinderers\u201d. Above all, the type called \u201cThe Frustrated Expectations\u201d plays a bigger role in the scene, as one of her examples shows.<\/p>\n

\u201cI have seen characters in a wide variety of cultures, but especially in the Arabian Gulf, who prefer to show up with empty bags, so-called\u2019 Suitcase Managers\u2019, to have them filled with money. You’d like to close deals in a day. Cash is king,\u201d recalls Hornok.<\/p>\n

That this often fails doesn’t seem to come as a great surprise. However, taking a look at the mechanics, which factors were decisive in preventing the \u201calmost finished deals\u201d, can lead to an Aha! experience.<\/p>\n

Hornok: “The Insatiable Greed\u201d character is seductive”<\/strong><\/p>\n

“Talks were held, presentations given, and money was also talked about,” summarizes Hornok. \u201cIt was clear that an investment would be made. But then the investor begins to ask and then unrest sets in. You think, what’s the point now. And everyone in the room feels the changed behavior. \u201cThe Insatiable Greed\u201d is seductive. This character says: \u201cI finally want the money. Everything has been agreed.\u201c<\/p>\n

Another example, which is not geared so much at greed, but at “The Bloated Ego” character – in the sense of “I know everything” and do not need to find out about the country in advance – is provided by Hornok with a story about the Expo in Dubai, which caused additional costs and stress for those involved. Italians had a David statue by Michelangelo for their stand to give their appearance an artistic touch.<\/p>\n

\u201cA nice idea, actually, but the statue could be seen in its entire nakedness. The Italians were astonished that the installation was refused. It was against the laws of Dubai. So, they had to invest money again to cover the work of art,\u201d she recalls. “But this story turned out well.”<\/p>\n

The King of Qatar?<\/strong><\/p>\n

Other anecdotes from her research served the protagonists more as \u201cvaluable learnings\u201d, since business failed there. For example, when the businesspeople asked about the welfare of the King of Qatar instead of that of the Sheikh, and distributed folders with half-naked images included.<\/p>\n

\u201cOr even brought a soccer ball, with the state flag depicted on it, to Saudi Arabia as a present. What they did not know, the flag must not be placed on a product that you step on with your foot,\u201d said Hornok. \u201cThis is then no longer entertaining but damaging to business and in the end expensive. The ‘code’ of these people was hurt.\u201d
\nIn all of her examples, Hornok continues, are those \u201cEmotional Hinderers\u201d which are based on poor preparation. What works in one’s own surroundings has to be approached differently in others, according to the lesson the author provides with her work.<\/p>\n

The other \u201clearning\u201d that businesspeople can take with them is what Hornok calls \u201cThe Relentless Judgement\u201d. One of these prejudiced attitudes is that residents of a Muslim state \u201care all the same\u201d – and oppress women. Hornok herself had a different experience during her research and basically didn\u2019t have real issues, as she says.<\/p>\n

Special man-woman relationships?<\/strong><\/p>\n

\u201cThere is a guide that I follow. You have to know where you are going and whom you will meet. The key word is good preparation. I need to know who my business partners are, because not all of them suit me. There are those who live more conservatively, some don’t shake hands with a woman. But not because they reject women, it comes from their culture. It’s a question of respect and awareness between a man and a woman.”<\/p>\n

Her view becomes clearer in another anecdote when she was in the middle of her initial research in the city of Dubai.<\/p>\n

At the \u201cDubai World Cup\u201d, a horse race that has been held since 1996, she was supposed to meet one of the most sought-after businesspeople in the country. When Hornok was shown to the VIP box, that businessman suddenly looked at the ground and would not look at her directly again.<\/p>\n

“I was shocked and asked myself what I did wrong”, reminisced Hornok. “The Inner Critic\u201d immediately came up telling me you are not good enough. I was then led to the side. And when I stood there, my contact person explained that he was looking at me from a distance. It was a slow approach to getting to know each other. This is how communication came about. That sounds strange to us at first, but it is part of the local cultural ‘codes’.”<\/p>\n

Different techniques for the mindset<\/strong><\/p>\n

For Europeans and others who are interested in the Arab market, it is important to develop strategies in this context in order to recognize codes and always be aware that their own balanced mindset is a must at the beginning of successful negotiations. You have to have emotions under control. She calls this the “From Inside To Outside Technique” (FITO).<\/p>\n

\u201cArabs can read facial expressions and gestures very well,\u201d Hornok continued. \u201cIf someone is not convinced, if they just want the money and nothing else, the business will not strive. Finding techniques to communicate better is important. Because ‘getting to know each other better’ is the investment of the 21st century.”
\nImportant tips are to keep a constant balance when pitching, not to become too intrusive and not to lose yourself completely, but always pursuing your goals. A successful deal in the Arab market is comparable to entering a car. With which Hornok leads on to a second method, which she calls the “gas-shift-brake technique”. “You step on the gas once, you press the clutch, look around and shift down a gear in order to perceive your surroundings”.
\nIn detail, she advises businesspeople to first find out what they expect from the target market in order to anticipate \u201cThe Frustrated Expectations\u201d. Then ask yourself what you know about the country in question and whether you even want to do business with the people there.<\/p>\n

The world is a club<\/strong><\/p>\n

\u201cI’ve had people who didn’t want Arabs or Chinese. If you already have this inner attitude, then you are aggressive and have to question yourself, in the sense of \u201cThe Incensed Anger Rascal\u201c character, whether the chosen market is the right one. Because once I’m there, I have to myself,” she says.<\/p>\n

When businesspeople finally have the ” Emotional Hinderers” under control, can manage expectations and are curious about the market, then a first step has been clarified. According to her advice, one can forge the first introductions in the Arab region through the Chamber of Commerce and build networks out of Austria. Establish relationships slowly.<\/p>\n

\u201cThe Expo is also a nice place to start with. If you are prepared and know the ‘codes’, that is a good basic requirement for later success. The people there know each other. It’s like a kind of private club where there are also family ties across borders. If you get to know someone there and cultivate the relationship, you will also be recommended,\u201d says Hornok.<\/p>\n

And she adds: \u201cThe family code is extremely important in the Arab world. It’s a lot about reputation and \u2018passwords\u2019 that make the other person realize you understand them. And it is these ‘codes’ that I was able to identify that ensure an equal level of understanding. But first you have to identify and manage The Emotional Hinderers, only then will it work.”<\/p>\n

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# # #<\/center><\/p>\n
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Information for editors:<\/strong><\/p>\n

You can find more information about Judith Hornok on www.judithhornok.com<\/a><\/p>\n

For questions:<\/p>\n

E-Mail: htp@aon.at<\/a> <\/p>\n

Tel: + 43 650 768 46 46\n<\/p><\/div>\n<\/div>\n

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