We’ve looked inside of our processes, and — just like we identified our values — have identified our top three challenges. The first? Asking for help.

We all know someone who has trouble asking for help (and if you don’t, you’re likely that person!). We asked ourselves to identify what holds us back from asking for help, and the answers were interesting.

So often, asking for help is associated with failure — admitting to a lack of knowledge or confusion around a certain topic. To ask for help means to fail the expectations we’ve set for ourselves, or the ones we perceive others having set for us. We feel shame and judgment when we don’t “know it all.” Internally and externally-motivated fear and anxiety hold us back from asking for help, and that’s fair! It’s not easy to change our gut reactions. While asking for help is a challenge, we’re trying to get better at it. Here are some of our tips.

The first step of asking for help is accepting the fact that we need it. Being overwhelmed with due dates and work loads, feeling out-of-your-element in terms of subject matter, or simply not feeling confident with a project are all valid reasons to phone a friend. The second step is understanding what type of help we need. We’ve identified two types: There’s the kind that requires doing, and the kind that requires thinking. If something needs to be done quickly, you need someone’s immediate time and attention. If there’s something you’re working to understand better — like a process or a skill set — we consider that a thinking task, which can be accomplished over time.

We need to be honest with ourselves, and do some internal reflection. When we ask for help, why do we relegate ourselves to feeling shame? Why do we feel our efforts aren’t “good enough”? These answers may differ from person to person, which is why we all need to do our own reflecting. Allowing ourselves to be vulnerable means understanding why we don’t already feel comfortable embracing vulnerability — despite vulnerability being one of our most powerful tools. We need to unlearn unhelpful habits and practice more confident, effective ones.

Once you’ve established what kind of help you need, you can figure out what kind of real-world application would be most effective. If you have too much on your plate, don’t feel bad delegating it to teammates — there will be a time when you can support them, just as they’re supporting you. Use Slack to get on people’s radars. If you have a non-urgent question, consider posting it in a group channel on Slack. You could also send an email, book a call, or create a Confluence page. So long as you’re getting the right help from the right people, the vehicle isn’t important.

When organizing a help session, clarify which type of help you need. For example, you could name the session, “Help Type: Thinking,” if you need training on certain processes and procedures. This will help both you and your teammates categorize your help sessions.

Another organizational tool we’ve been loving? ManicTime. This app helps both individuals and teams organize time, tools, and workflow, and makes it easy to keep track of deliverables.

No matter how or why you’re asking for help, it’s important to be patient with yourself. Learning something new takes time and effort, and isn’t always seamless. Embrace the process, and you’ll get more out of it. And, when in doubt, ask your peers and managers for help.

Asking for help isn’t always easy, but you can start with us. Think we can help you? Don’t hesitate to reach out. Connect with us here.

Japan is a country steeped in tradition and below the surface there are many hidden cultural niceties. And while your Japanese business associates probably don’t expect you to know and follow all these unspoken rules, it never hurts to try to meet them where they stand. Here are a few simple tips, from one non-Japanese to another, on how to have smoothly written correspondence with your Japanese contacts and colleagues.

Tip 1: Always Start with a Greeting

In Japan, the seasons are particularly important. So much so that most formal business letters or emails start with a special greeting that matches the time of year. Take a look at the examples below.

Most letters will start off with something like “Wishing you well at the beginning of the plum blossom season” or “I hope you are in the best of health as the rainy season comes to an end.” These are set phrases that even have their own special menu in Japanese Microsoft Word so that they can be inserted automatically.

Even if you do not use a seasonal greeting, it is bad form to jump straight into your message without some sort of pleasantry. A Japanese professor of mine in graduate school said that one of the things that had taken her the longest to get used to in the United States was how students would jump right into the point of their email without any precursors. She found it extremely jarring.

Tip 2: Organize Correctly for Quick Comprehension

There is a specific format for Japanese business letters and emails. This allows the reader to know instantly what is important and what is just fluff added to preserve the niceties of politeness. Here is a basic diagram.

By following this simple format, your Japanese reader will be able to quickly glean what you are writing about. Keep in mind that as a non-native English speaker anything that you do to make comprehension easier for them will be highly appreciated.

Tip 3: Formality Matters

Japan has formality built into the grammar and form of its very language. A business letter will inherently follow the rules of formality. While you may be on very good terms with your Japanese counterparts, maintaining this formality in any official correspondence is not only culturally correct, but also good manners. Being too informal, even in private emails, may seem a bit unnatural to your Japanese friends. To read more about formality in Japan check out this post.

These tips can help you with your English-speaking contacts, but what about translation? Japan has its own special challenges when it comes to going from English to Japanese and visa verse. If you need assistance with your Japanese translation projects, contact us to find out more.

By now, you’ve learned a bit about what we value at Chillistore, and how we prioritize our principles. Continuous Improvement and Clear Communication are the first two on our list. The third? Being There for Each Other.

When you consider your co-workers, what comes to mind? Do you operate on separate planes and only cross paths when necessary? Do you know what they leave behind when they come to work? Are you aware of their strengths and weaknesses, and do you know how to communicate with them?

So often, we consider “being there” something we reserve for family and friends — we lend helpful hands, offer shoulders to cry on, and provide positive words of encouragement. What if we were willing to extend the sentiments behind these actions to our professional lives? At Chillistore, we believe that a supportive team is a well-functioning one. Creating an environment where people feel free to share, collaborate, and listen openly is our third most important feature, and something we work to achieve daily.

We consider our teams to be “relay teams.” No, we’re not sprinting and passing batons on an Olympic track; but we are working hard to move forward, passing along ideas and creative inspiration as we go. If there’s anything we can’t get enough of, it’s the inspiration that comes from free-flowing knowledge exchanges. You know about one subject and someone else has expertise in another? Grab lunch. Schedule a Zoom meeting. Pick each other’s brains. There will always be someone who knows more than you on a specific topic, and you’ll always know more than someone else — why not share the knowledge?

Another key factor to being there for each other is being brave enough to admit what you don’t know, and not judging others for their knowledge gaps. There’s no room for unhealthy competition or insecurity when it comes to building a strong team. We try to make people feel equally comfortable saying, “Hey, I don’t know about this, could you explain?” and, “I know all about this! Let me explain.” If you need help, ask for it. If you can help, offer to.

Taking time during our busy work days to really be there for each other may seem daunting; but it’s more about small efforts than major ones. For example, if you’re feeling overwhelmed, start by prioritizing your own work. If there’s anything you absolutely can’t add to your plate, reach out for a helping hand. Similarly, if you recognize you can take something off of someone else’s plate, do it — the support won’t go unnoticed. Even a simple Slack message like, “I noticed you’ve been working extra late – anything I can do to help?” is enough to start the collaboration process and make your teammates feel seen and understood. 

At Chillistore, we believe in a strong work-life balance. This means working hard, but having time for personal things that matter. We don’t pride ourselves on burning out — in fact, we do everything we can to avoid it. We encourage people to notice when they or their peers are working late hours, or too many hours in a day or week. We want our employees to feel comfortable reaching out to their peers or manager, to express concern or ideas for improvement. We want people to be compassionate with each other, and compassion for others stems from compassion for yourself. Take care of yourself, and you’ll be able to help care for others. It’s the Chillistore way. 

Last year, we identified “Continuous Improvement” as the first of three pillars that define our company’s approach to work and culture. As we enter 2022, we’re thinking more than ever about who we are, how we work, and what we need to move forward. Our second pillar? Clear Communication.

What comes to mind when you hear “clear communication?” Maybe it’s speaking slowly and audibly. Maybe it’s how you approach things with your children or significant other. Or, perhaps it sounds like some therapy mumbo jumbo. (If that’s the case, you’re probably not practicing it!)

At Chillistore, “clear communication” means transparency. It means being realistic, honest, and upfront about our availability, capacity, and skills — both as individuals and as a team. We all have that one friend who commits themselves to ten work projects, six social events, and a bunch of community service before noon on a Monday. We love that friend, but we don’t want to be that friend.

In order to practice realistic transparency, we have to first establish close relationships with clients and stakeholders. The fastest way to get to know someone is to put yourself in their shoes, and that’s what we aim to accomplish. We want to know what challenges you (the client), perplexes you, and frustrates you. In practical terms, this means asking you for more details when we need clarification; for feedback when we need forward movement; and for patience as we work to understand you and your needs. 

Internally, we have a streamlined set of approaches we work to fulfill when it comes to dealing with clients and vendors. For example, we encourage our Quality teams to create Statements of Work (SOW) and Service-Level Agreements (SLA) with their linguists and experts. Clearly outlining the needs and goals of the vendor helps us understand the project and limits room for miscommunication. 

As an LQA company, we of course pay special attention to the language of our communications. We take a “We cannot do that, but we can…” approach when we cannot commit to a request. Here’s a simple example of what this might sound like in the real world:
“Hi, can you walk my dog today?”
“I can’t walk your dog today, but I can walk it tomorrow.”

The communication is clear, and while the dog won’t be walked today, it will be walked tomorrow. Both parties leave the conversation with a happy-medium solution. 

We do our best to respond to anyone and everyone ASAP. However, if we need clarification on something, we’ll take a pause, tell our requesters we’ll “get back to you soon,” and seek out the necessary information, rather than hurriedly sending out incorrect information. We may ask the Quality Strategy Solutions Team to help establish a survey and/or plan for a project. Or, if we’re dealing with linguists, we might seek out a Chilli Linguists Advocate to help navigate the linguist’s specific needs. Our experts are experts for a reason, and we treat them as such.

Additionally, knowing with whom to communicate is just as important as knowing how to communicate. You don’t need to have the answers, but you should know where to find them. Our Chilli Quality Department, Managers and other peers are all available to lend a hand, and we encourage each other to seek help and guidance when necessary. After all, we’re a team. The more, the spicier!

We’ve released our first official Chillistore video, and we’re excited to share it with you all! Chillistore’s Director of Quality & Creative Solutions, Mariana Rolin, brings our services to life with her adorable cartoons. How is Chillistore different from a Language Service Provider (LSP)? How do we address translation issues and make sure clients are sending the intended messages to their audiences? And, how do we avoid “translation fails”? Watch our Chillistore Chilis explain.

Interesting news in Podcast Land! Argos’ CEO Véronique Özkaya joined host and Senior Marketing Manager at Venga Stephanie Harris on her podcast, “Global Ambitions.” The topic? Unconscious Bias.

Having worked in companies big and small, Véronique has seen how important diversity is in growing and evolving an organization. Also, as a female entrepreneur with daughters, Véronique understands firsthand how difficult it can be to rise to the top within largely cookie-cutter industries. Why? Well, unconscious bias can often be to blame. Véronique explains the importance of understanding what it is, how it arises, and how to identify it.

Raising awareness among teams is a huge first step, as is ensuring people in leadership positions lead by example. Those in charge of hiring should actively search for candidates who are different from them, and who can add something unique to the table. Véronique also suggests taking “implicit association tests,” which can help individuals identify biases that exist within them (many of which might come as a surprise). Only through looking within can we help promote diversity across organizations.

Listen to the full podcast, or read the transcript.