Performance &
Communication Bias
"He's a bit quiet." "She lacks drive." Decoding the cultural mismatch in performance reviews.
The Western workplace values assertiveness, self-promotion, and direct eye contact. Many Islamic cultures valye humility, deference to authority, and group harmony. This causes a "Promotion Gap".
1. The Humility Trap
Islam teaches that arrogance (Kibr) is a major sin. Self-promotion ("I did a great job on that project") can feel like arrogance.
The Result
Your Muslim employee waits for you to notice their hard work, rather than pointing it out. When you don't notice, they feel undervalued. When they don't speak up, you think they lack ambition.
Fix: Dig for data. Don't rely on self-assessments. Ask specific questions: "What was your specific contribution to deal X?"
2. High Context vs Low Context
Low Context (UK/US): "This report is bad. Fix it."
(Direct).
High Context (Asian/Arab/Muslim): "Maybe we could
look at the report again if you have time?" (Indirect).
A manager using Direct feedback can seem aggressive/rude to a High Context employee. An employee using Indirect feedback can seem vague/weak to a Direct manager.
3. Deference to Elders/Authority
You want them to "Challenge upward" and push back. They have been raised to respect authority and not contradict the boss in public.
Unlocking Innovation: Explicitly give permission to challenge. "I need you to tell me three flaws in my plan. It is your job to find the flaws." Frame it as a duty, not a conflict.