Those who mastered English gained more respect\u2026<\/strong><\/h2>\n\n\n\nOur analysis of 249 French-based multinational teams in an organization that uses English as their official language reveals that team members grant higher status to those who are more fluent in English. They are treated with more respect and admiration for example. Furthermore, we found that even when other potential variables were considered \u2013 such as gender and personality traits \u2013 team members still granted more respect and esteem to \u2018fluent\u2019 colleagues.<\/p>\n\n\n\n
To corroborate that our findings were not unique to this organization or to France, we conducted several other experiments. First, we conducted a study with German-English bilinguals. Participants role-played as multinational team members and received a voice message from a supposed new team colleague from Germany, using the voice of an actor. The actor recorded two versions of the same message where he introduced himself to the study participants as their new team colleague, one in perfect English, the other integrating mispronunciation and errors. Again, participants exposed to the flawless English version perceived the colleague as \u201chigher in status\u201d compared to those who listened to the error-laden version.<\/p>\n\n\n\n
To check whether our findings were unique to English or whether they could be generalized to other official corporate languages, we then repeated our previous experiments this time in Spanish . We recorded two introductions in Spanish (again with the help of a voice actor from USA) and presented them to a group of Spanish participants (who were not bilingual). The fluent Spanish message was once again rated higher in terms of status.<\/p>\n\n\n\n
Across these studies, we also found that participants who were granted greater respect and admiration due to their higher language fluency had more influence within their team. Specifically, they were given more time to provide ideas, the ideas they pitched were seen as higher quality, and they were more likely to emerge as informal team leaders.<\/p>\n\n\n\n
Underutilized talents<\/strong><\/h2>\n\n\n\nAlthough our results reveal that language fluency can enrich multinational teams, we also uncovered some potential challenges. For instance, less fluent speakers may feel sidelined during team discussions, meaning that they may not participate equally, or their skills and talent may be underutilized. This is a critical challenge as good ideas can come from any member, not just the fluent ones.<\/p>\n\n\n\n
Less fluent members may potentially censor themselves fearing ridicule for not being able to express themselves correctly<\/a>. Over time, less fluent members who continuously stay silent may be seen as less competent, which may hinder their future career opportunities<\/a>.<\/p>\n\n\n\nOn top of these challenges for individuals, there are also challenges for teams. Language differences can create divisions within teams, with cliques forming according to fluency. Similarly, language barriers may lead to misunderstandings and slower decision-making processes. Such issues can therefore negatively impact team performance.<\/p>\n\n\n\n
Fortunately, there are several ways companies and organizations can use our findings to enrich teams and overcome such challenges. Multinational teams need to realize that good ideas can come from any member, not just from fluent speakers. Therefore, all members should have opportunities to share their ideas. Creating an environment where every team member feels valued and heard is crucial.<\/p>\n\n\n\n
Beware of glottophobia in the workplace<\/strong><\/strong><\/h2>\n\n\n\nThis involves recognizing and addressing any language-related biases that may exist, such as discriminating against members with certain accents. Organizations can fight against glottophobia\u2014discrimination against other accents\u2014with different strategies such as, cultural sensitivity training, implementing language inclusive policies, and by encouraging leaders with non-standard accents to serve as role models for other employees.<\/p>\n\n\n\n
Another potential avenue to explore is the use of translators or technology, so members can communicate in the language they prefer while the rest of the team listen in a language they can understand. Encouraging team members to share their thoughts in whatever language they are comfortable with can help to foster an inclusive atmosphere. However, if such tools are adopted, they should be accompanied by a change in the organizations\u2019 culture. This implies creating an environment where patience and understanding are paramount, ensuring everyone can contribute fully without being marginalized for their language skills.<\/p>\n\n\n\n
In the meantime, and until organizations can create a supportive language culture, HR services and departments should provide their workforce with training and continued language support so that all members can become more fluent speakers of the organizations\u2019 official corporate language.<\/p>\n\n\n\n
Language fluency is not just a practical necessity but a strategic asset in multinational teams, shaping team dynamics and performance. Recognizing and managing language diversity can therefore boost team performance and provide a competitive advantage.<\/p>\n\n\n\n
\n\n\n\nFelipe A. Guzman<\/a>, Associate Professor in Management, I\u00c9SEG School of Management<\/a><\/em><\/p>\n\n\n\nThis is a translated version of an article originally published on The Conversation France<\/a>.<\/p>\n\n\n\n![\"The](\"https:\/\/counter.theconversation.com\/content\/230231\/count.gif?distributor=republish-lightbox-advanced\")
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\n\n\n\nJanuary 2026: Please note that Felipe Guzman no longer works at IESEG. This article\/video was published during his time at the School.<\/p>\n","protected":false},"excerpt":{"rendered":"
Although our results reveal that language fluency can enrich multinational teams, we also uncovered some potential challenges. For instance, less fluent speakers may feel sidelined during team discussions, meaning that they may not participate equally, or their skills and talent may be underutilized. This is a critical challenge as good ideas can come from any member, not just the fluent ones.<\/p>\n\n\n\n
Less fluent members may potentially censor themselves fearing ridicule for not being able to express themselves correctly<\/a>. Over time, less fluent members who continuously stay silent may be seen as less competent, which may hinder their future career opportunities<\/a>.<\/p>\n\n\n\n On top of these challenges for individuals, there are also challenges for teams. Language differences can create divisions within teams, with cliques forming according to fluency. Similarly, language barriers may lead to misunderstandings and slower decision-making processes. Such issues can therefore negatively impact team performance.<\/p>\n\n\n\n Fortunately, there are several ways companies and organizations can use our findings to enrich teams and overcome such challenges. Multinational teams need to realize that good ideas can come from any member, not just from fluent speakers. Therefore, all members should have opportunities to share their ideas. Creating an environment where every team member feels valued and heard is crucial.<\/p>\n\n\n\n This involves recognizing and addressing any language-related biases that may exist, such as discriminating against members with certain accents. Organizations can fight against glottophobia\u2014discrimination against other accents\u2014with different strategies such as, cultural sensitivity training, implementing language inclusive policies, and by encouraging leaders with non-standard accents to serve as role models for other employees.<\/p>\n\n\n\n Another potential avenue to explore is the use of translators or technology, so members can communicate in the language they prefer while the rest of the team listen in a language they can understand. Encouraging team members to share their thoughts in whatever language they are comfortable with can help to foster an inclusive atmosphere. However, if such tools are adopted, they should be accompanied by a change in the organizations\u2019 culture. This implies creating an environment where patience and understanding are paramount, ensuring everyone can contribute fully without being marginalized for their language skills.<\/p>\n\n\n\n In the meantime, and until organizations can create a supportive language culture, HR services and departments should provide their workforce with training and continued language support so that all members can become more fluent speakers of the organizations\u2019 official corporate language.<\/p>\n\n\n\n Language fluency is not just a practical necessity but a strategic asset in multinational teams, shaping team dynamics and performance. Recognizing and managing language diversity can therefore boost team performance and provide a competitive advantage.<\/p>\n\n\n\n Felipe A. Guzman<\/a>, Associate Professor in Management, I\u00c9SEG School of Management<\/a><\/em><\/p>\n\n\n\n This is a translated version of an article originally published on The Conversation France<\/a>.<\/p>\n\n\n\n January 2026: Please note that Felipe Guzman no longer works at IESEG. This article\/video was published during his time at the School.<\/p>\n","protected":false},"excerpt":{"rendered":"Beware of glottophobia in the workplace<\/strong><\/strong><\/h2>\n\n\n\n
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