The art of borderless networking

1. To begin with, could you introduce yourself and tell us about your background and what led you to become a networking expert?

My name is Daniela Casetta, I am Brazilian, and I arrived in Geneva 15 years ago without family, friends or connections, and I did not speak French at the time. Starting from scratch in Geneva was really difficult. After two years working as a nanny and in a few odd jobs, I finally found a position as a receptionist in a trading company. It was the opportunity I had been looking for. With several years of experience in the cruise industry, I knew I could work as a receptionist or in administration, and that's what I did! That's where my career began. 

From reception, I moved on to become assistant to the managing director, then to another trading company, before joining a private bank in Geneva. A few years ago, I took over the management of the Executive & PA Network association, which aims to promote the role of administrative assistants. Together with my co-chair, we created a community that has grown from a handful of assistants to nearly 200 members, with around 30 events per year, sponsors and partnerships. It was then that I realised that my networking skills came naturally to me, but that this was not the case for everyone. I found my passion: sharing my expertise and showing that networking is above all a change of mindset, and that anyone can develop this skill.

2. In your opinion, what are the main cultural differences that influence how to create and maintain an international network?

Cultural differences play a major role in how to create and maintain an international network. For example, in some countries, such as those in Asia or Latin America, trust and personal relationships are essential, and it is necessary to take the time to build relationships before discussing business. On the other hand, in more direct cultures, such as those in the United Kingdom or the United States, speed and efficiency are prioritised, with fewer formalities. 

Communication styles, punctuality, negotiation techniques and ways of showing loyalty also vary greatly from country to country. It is therefore important to be flexible, attentive and adaptable in order to build strong relationships around the world.

3. How can you adapt your communication style when you want to establish professional relationships in very different cultural contexts?

To adapt your communication style to very different cultural contexts, you must above all be attentive and flexible. This means learning about local customs, such as the level of formality, how to greet people or how to broach sensitive subjects. In Switzerland, for example, it is often appreciated to be polite, reserved and to prioritise the quality of relationships over speed. In some countries, it may be necessary to be more direct and expressive, but in Switzerland, it is better to take the time to build mutual trust by remaining discreet and professional. 

It is also essential to listen carefully, ask questions to better understand their expectations, and observe how they communicate. By being adaptable, you show respect for their culture, which facilitates the creation of strong and lasting professional relationships.

4. What are the most common mistakes you see professionals making when trying to develop a network abroad?

The most common mistakes made by professionals seeking to develop a network in Geneva are often linked to a lack of cultural adaptation. For example, they may be too impatient, fail to take the time to build personal relationships, or lack patience when faced with differences in communication styles. 

They may also overlook the importance of politeness and respect for local customs, or try to impose their methods without taking cultural norms into account. Finally, not listening or being open-minded can hinder the creation of reliable and lasting relationships.

5. Can you share a specific example where understanding intercultural codes made all the difference in the success of a partnership or collaboration?

I don't have any specific examples to share with you, but throughout my career, I have seen how understanding intercultural codes can make all the difference in the success of a partnership or collaboration. For example, in international environments, respecting differences in communication, expectations or even negotiation styles often helps to avoid misunderstandings and build trust. 

This shows that taking the time to learn about your partners' culture, practising active listening, being authentic and demonstrating flexibility are essential elements for successfully establishing harmonious and lasting collaborations.

6. Finally, what advice would you give to a leader or executive wishing to strengthen their presence and influence in an international professional environment?

I would advise leaders and executives to develop strong listening skills and cultural curiosity. They must strive to understand the values and codes of the different cultures they work with. Adapting their communication style and demonstrating humility and respect are essential. 

It is also important to build long-term relationships based on trust, by being patient and showing genuine interest in others. Finally, I recommend remaining flexible and continuing to learn, as the international environment is constantly changing. These qualities will strengthen their influence and credibility.