Looking back at my journey, there were several cultural barriers I had to overcome to succeed in American workplaces. Transitioning between professional cultures requires more than just technical skill; it requires a fundamental shift in mindset. I am sharing these lessons for anyone currently navigating a similar transition.

1. Rethink How You Give and Receive Feedback

In many cultures, including India, feedback can sometimes feel like a personal challenge or a criticism of your worth. In the US, the professional standard is that feedback is about improving the work, not judging the person. Learning to separate your identity from your output is a vital step toward growth.

2. Know the Difference Between Feedback and Gossip

If you would not say it directly to someone, do not say it about them to others. In US corporate culture, backchanneling is often viewed as toxic and can damage your professional reputation. Direct, respectful communication is the primary way to build trust.

Additionally, focus on your own sphere of influence. If a colleague arrives late, it is generally not your business unless it directly affects your customer or your specific responsibilities.

3. Don't Just Raise Problems—Propose Solutions

Stating problems without context or potential solutions rarely lands well in an American boardroom. Always ask yourself:

• What is the actual impact of this issue?
• What is the desired outcome?
• What do I recommend as the next step?

Be mindful that stating the obvious without providing a strategic path forward can sometimes work against you.

4. Detach from the Outcome

You can provide the best possible advice and still have it ignored. That is part of the process. Your professional obligation is to communicate clearly and provide your expertise; you do not have to control the final decision. Building resilience to this reality prevents burnout.

5. Adapt Your Message for Your Audience

This is not about being inauthentic; it is about being effective. The same truth can be framed in different ways depending on whether you are speaking to a peer, a client, or an executive. Learn to read the room and adjust your approach for maximum impact.

6. Own Your Achievements

This is often the most difficult shift for those raised in cultures where humility is the primary virtue. In the US, leadership teams and boards expect you to clearly state your accomplishments. If you do not advocate for yourself, it is likely no one else will. This is not boasting—it is professional survival. You can be both authentic and visible.

7. Be Direct About Compensation

Discussing money is uncomfortable for most, but it is necessary. If you are unsatisfied with your compensation, you must mention it. Your manager often needs your help to understand the full scope of your contribution to the company's bottom line so they can advocate for your raise or promotion. Stating that you deserve more based on your performance is a professional negotiation, not a negative reflection on your character.

These shifts do not mean abandoning your values. They mean learning to navigate a different system while staying true to who you are. What cultural adjustments have you found most challenging?