By Teri Arvesu
I’ve spent my career straddling cultures—100% American, 100% Latina, and often feeling like I’m riding two horses with one seat. It’s taught me a lot about the invisible threads that hold people, teams, and businesses together. One of the biggest is trust.
But here’s the catch:
Not every culture builds trust the same way.
Some cultures build trust through reciprocity—you do your part, I do mine. Others build trust through relationships—the bond we share is the guarantee.
Understanding the difference isn’t just academic. It’s the difference between closing the deal… or sitting in meeting after meeting wondering why things aren’t moving forward.
Trust Through Reciprocity: The Low-Context Lens
In places like the U.S., Germany, or Scandinavia, trust often sounds like this:
“I trust you because you keep your word.”
“We have a contract. That’s enough.”
“Results matter more than relationships.”
These are low-context cultures. Clarity, rules, and fairness are king. Trust is transactional and built through repeated, reliable performance.
I’ve seen this firsthand working in corporate America. Deals happen with people you’ve only met on Zoom—because delivering on commitments speaks louder than any dinner or handshake.
Trust Through Relationship: The High-Context Lens
But travel to China, Mexico, Saudi Arabia—or talk to many in our Latino community—and it’s different. Trust sounds more like this:
“I trust you because I know you.”
“Who introduced us?”
“Let’s share a meal first.”
These are high-context cultures. Here, business is deeply personal. Relationships come before transactions. A contract might be signed only after trust is woven through conversation, family stories, and mutual friends.
In our Latino culture, this resonates deeply. We ask about your family, where you’re from, and whether we have someone in common. It’s not small talk—it’s the groundwork for trust.
Neither Is Right or Wrong—But They’re Very Different
Both ways are valid. And both can lead to strong partnerships. But confusion happens when people mix the signals.
I’ve watched Americans fly to Latin America, eager to close deals in one meeting, only to leave empty-handed. No relationship, no business.
And I’ve seen Latino leaders struggle in U.S. corporate settings because they assume personal relationships will protect them—even when reciprocity (results, deadlines, fairness) is what actually matters.
For more on how to navigate these conflicts. see below
If you would like to book The TAG Collab to conduct a more indepth exercise, presentation or keynote you can Contact the tag Collab here.
Where Tensions Arise
Here’s where it gets real. When leaders from low-context and high-context cultures try to work together, friction is almost inevitable.
Here are common tensions I’ve witnessed—and sometimes lived myself:
1. Speed vs. Relationship-Building
Low-context leaders: “We have a contract. Let’s execute and move fast.”
High-context leaders: “Slow down. We need trust and personal connection first.”
Tension: Low-context sees delays as inefficiency. High-context sees rushing as rude, disrespectful, or suspicious.
2. Directness vs. Indirectness
Low-context: “Your proposal won’t work because the costs are too high.”
High-context: “This idea is interesting, but let’s revisit it later…” (meaning “No.”)
Tension: Low-context leaders find indirectness confusing or deceptive. High-context leaders find bluntness aggressive or humiliating.
3. Contract-Driven vs. Relationship-Driven Commitments
Low-context: “It’s in the contract. That’s the commitment.”
High-context: “A contract is secondary. The relationship is the real commitment.”
Tension: Low-context relies on legal terms for accountability. High-context may ignore or reinterpret contracts if relationships shift.
4. Information Sharing Styles
Low-context: Transparent. Detailed. “Just give me the facts.”
High-context: Selective. Shared only with trusted insiders.
Tension: Low-context views selective sharing as secretive. High-context sees blunt disclosure as naive or risky.
5. Role of Socializing
Low-context: “After-work drinks are optional.”
High-context: “Social events are crucial for building trust.”
Tension: Low-context leaders may skip dinners or personal conversations, unaware they’re missing the real negotiations. High-context leaders see this as cold or disrespectful.
6. Negotiation Styles
Low-context: Linear: identify issues, negotiate terms, close deal.
High-context: Holistic: build rapport, discuss family, circle around issues until trust is firm.
Tension: Low-context may push prematurely for closure. High-context may stall negotiations to test trustworthiness.
7. Conflict Handling
Low-context: “Let’s address problems openly.”
High-context: “Keep face. Avoid direct confrontation.”
Tension: Low-context sees silence as agreement. High-context sees silence as maintaining harmony while disagreeing internally.
8. Decision-Making Hierarchies
Low-context: Decisions can be delegated to lower managers.
High-context: Decisions often require senior or family-level approval.
Tension: Low-context leaders think they’re negotiating with decision-makers. High-context leaders might say “Yes” in meetings but lack authority to finalize the deal.
How to Navigate the Divide:
Here’s what I’ve learned:
In low-context cultures (reciprocity matters):
Be clear. Deliver on promises.
Don’t expect personal connection to outweigh results.
Contracts and timelines carry real weight.
In high-context cultures (relationships matter):
Slow down. Invest time in getting to know people.
Understand family, history, and shared networks.
Don’t push for immediate business. Trust comes first.
The Sweet Spot: Bicultural Brilliance
If you, like me, live in between cultures, there’s incredible value in being able to code-switch between these worlds.
I know when a contract seals the deal—and when a cafecito matters more.
I’ve learned that in some rooms, my slide deck builds trust. In others, it’s my story.
And that’s the opportunity for all of us in global business today: to understand how trust works differently, and flex accordingly.
Because the reality is:
Trust isn’t just about what you do—it’s about how the other person defines it.
My Duality—and My Questions
This is the reality of being bicultural: Sometimes I’m high-context. Sometimes low-context.
So, how do I stay aware of which part of me is showing up—and when I need to flex?
Here are the questions I’ve learned to ask myself:
1. What’s the Goal of This Interaction?
Am I trying to build a relationship… or get something done right now?
Do I need connection first—or do I already have the trust to move forward?
2. Who’s in the Room (or on the Zoom)?
Are they from a high-context or low-context culture?
How do they typically show trust—through words and documents, or through time spent and personal connections?
3. How Is Silence Being Used?
Is silence agreement (low-context) or polite disagreement (high-context)?
Do I need to read between the lines or take words at face value?
4. Is My Directness Helping or Hurting?
Am I being clear… or coming across as rude?
Should I soften my message, or is this a culture where candor is valued?
5. Am I Comfortable with Ambiguity Right Now?
Can I sit with the discomfort of not having a clear answer yet?
Or do I need to push for clarity because timelines depend on it?
My Takeaway
Living biculturally is a gift—but also a constant calibration.
Sometimes my Hispanic side leads, helping me build deep, genuine connections. Other times, my American side gets the job done with speed and precision. The magic is knowing which hat to wear—and when to change it.
A Thought for You:
If you’re bicultural—or working in diverse environments—pause and ask yourself:
“Right now, am I in a high-context moment… or a low-context one?”
It can be the difference between a thriving partnership and a misunderstanding.
About the Author
Teri Arvesu Gonzalez is the founder of The TAG Collab, a consultancy that helps mission-driven companies align purpose, brand, and strategy from the inside out.
With a Master’s in Management and Leadership and more than 25 years of experience leading newsrooms, launching initiatives, and driving transformation across Miami, Chicago, and national corporate teams, she brings deep expertise in storytelling, culture-building, and operational alignment.
Also find me on:
Podcast: on Apple Podcasts and Spotify The TAG Collab
Instagram: https://www.instagram.com/the_tag_collab/
Facebook: https://www.facebook.com/profile.php?id=61576206521962
Linkedin: https://www.linkedin.com/in/teriarvesu/
Share this post