Reputation Starts With Hello

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There is a small, overlooked moment at the beginning of many professional encounters—the greeting. It is a few seconds of sound and posture, but those seconds carry meaning. In some countries, people exchange first names with instant warmth; in others, formality is the norm and titles like “sir” or “ma’am” signal courtesy and respect. For leaders who move between cultures—whether across cities or continents—how they open a conversation is already part of the brand they are building. It is a quiet declaration of intent that shapes first impressions, expectations and the tone of every relationship that follows.

Consider how this plays out in practice. In many Indian boardrooms and corporate settings the use of “sir” and “ma’am” is habitual and sincere, expressing deference to experience and hierarchy. In the United States and much of northern Europe, using first names flattens status and invites candid exchange. In Japan and Korea the use of appropriate honorifics signals respect for position and age. Elsewhere, in parts of Latin America and southern Europe, using an overly formal title can feel distant or even cold, whereas a warm first-name greeting conveys trust. None of these approaches is inherently superior; each is meaningful within its cultural logic. The wise leader understands that the rules change with the room.

That understanding is central to modern personal branding. A personal brand is not only a projection but also a perception. The first words you choose say something about how you operate: whether you prefer formality or informality, whether you lean toward hierarchy or openness, whether you seek closeness or distance. For an entrepreneur pitching overseas, a misread greeting can awkwardly set the tone for an entire meeting. For a CEO hosting a multicultural team, a failure to adapt can quietly erode trust and engagement. The micro-behaviour of address compounds into macro consequences for reputation.

Practically, leaders can apply three simple habits to align greetings with brand intent. First, default to curiosity. If you are unsure, ask: “How would you like me to address you?” That single question signals cultural intelligence and respect — two traits that strengthen influence more than any polished bio. Second, mirror local cues. Observe what the hosts or senior colleagues do and follow their lead; mirroring builds rapport faster than asserting your own preference. Third, be consistent with your wider behaviour. If you invite first-name familiarity but then correct people publicly or behave autocratically, your brand will feel inconsistent; authenticity requires alignment between tone and action.

The business implications are immediate. Clients prefer to work with people who make them feel culturally seen; teams perform better when members feel understood. These are not abstract niceties; they affect referrals, retention and the speed of decision-making. In a negotiation, a counterpart who senses cultural awkwardness may withhold trust. In a pitch, an investor who feels culturally ignored may pass. Over time, smart leaders convert these small relational advantages into durable reputational capital.

This is particularly relevant for organisations that operate across markets. Training leaders on cultural address is low-cost but high-impact: role-play greetings, document local norms, and encourage leaders to share their preferences in advance of meetings. At a minimum, standard operating practice should include a brief moment at the top of cross-border calls where participants state how they prefer to be addressed. These micro-rituals reduce friction and demonstrate care, and care is a differentiator in crowded markets.

Finally, remember that titles are never a substitute for character. A title may earn you an initial deference, but only consistent respect, composure and empathy turn that deference into lasting influence. The words you choose to begin a relationship are only the entry point; what matters is the integrity you display thereafter. When a leader’s manner on the ground matches the promise in their profile, trust deepens and brands strengthen.

And if you are a business owner or senior leader preparing for a global stage, this is where personal branding becomes more than an idea — it becomes a practice. My upcoming course is designed to help leaders like you refine these small but decisive behaviours so that your reputation speaks clearly, no matter the culture or context. Let’s connect https://sprect.com/pro/divyaaadvaani

(The author is a personal branding expert. She has clients from 14+ countries. Views personal.)