We Don’t All Think the Same
President Trump’s recent frustration with Iran reflects a challenge that has confounded every U.S. administration since the 1979 Islamic Revolution: the assumption that Iran’s leaders think and negotiate the way Western policymakers do.
Time and again, American presidents have believed that sufficient pressure, incentives, or diplomacy would change Tehran’s behaviour. Instead, they have discovered that Iran operates according to a fundamentally different political and ideological logic.
The lesson extends well beyond geopolitics. Whether in diplomacy, business, or international partnerships, one of the costliest mistakes is assuming others share our values, priorities, and decision-making processes. Often, they do not.
The same principle applies in business.
Understanding Regional Business Practices Matters
One of the biggest mistakes companies make when expanding internationally is assuming that good business is universal.
It isn’t.
Around the world, businesses negotiate differently, build trust differently, make decisions differently, and define success differently. Companies that overlook these differences often discover that their greatest challenge isn’t competition—it’s misunderstanding.
Business is shaped by culture. In some regions, speed and efficiency drive negotiations; in others, relationships and trust come first. Some organisations value rapid decision-making, while others favour consultation and patience. Even communication styles differ—what sounds direct in one country may seem abrasive in another, while a polite “we’ll consider it” may actually mean “no.”
There is no single “right” way to do business. Successful international companies adapt without compromising their core values. They recognise that while integrity and professionalism are universal, the way they are expressed often depends on local expectations.
Even Australia and America Do Business Differently
These differences aren’t confined to vastly different cultures. They also exist between countries that appear remarkably alike.
Australia and the United States share a language, similar legal systems, and close economic ties, yet their business cultures differ in important ways.
American business often rewards confidence, speed, and decisive action. Self-promotion is accepted, networking happens quickly, and negotiations tend to move at pace. Australians, by contrast, generally favour humility, practical competence, and relationship-building. Trust is earned over time, hierarchy is less pronounced, and consensus often carries greater weight than individual ambition.
Neither approach is better. They simply reflect different cultural expectations. What an American views as confidence, an Australian may see as over-selling. What an Australian considers thoughtful and collaborative, an American may interpret as overly cautious.
The lesson is straightforward: success in international business isn’t about assuming everyone thinks—or works—the same way. It’s about understanding local cultures while remaining true to universal principles such as integrity, quality, and respect.
In an increasingly connected world, cultural intelligence is no longer a soft skill—it is a competitive advantage. The companies and leaders who succeed internationally are those who remember a simple truth: we don’t all think the same.