Three things every foreign hire should do in week one

Most of what’s written for foreign professionals starting a job in the US focuses on the big stuff: visa, taxes, healthcare, where to live. Those matter. But the thing that shapes how you’re read in year one isn’t any of that. It’s a handful of small defaults you set in week one that your colleagues will quietly notice and quietly interpret.

Three things, specifically, that tend to misfire.

1. Calibrate the directness dial

Americans in an office setting are direct by the standards of most places, and indirect by the standards of a few. If “direct” in your home culture means Germany-direct or Netherlands-direct, you will sound blunt to your American colleagues. If “direct” in your home culture means Japan-direct or Korea-direct, you will sound so soft that you’ll be underestimated.

The US corporate default is: direct about facts, softened about people.

You can say: “the numbers don’t support that conclusion.”

You do not usually say: “you are wrong.”

Same information. Different read. The first lands as careful analysis. The second lands as a personal attack, and in an American office, people don’t recover from being called wrong in a room. They remember.

The move in week one is to listen for the specific pattern your team uses. When a senior person disagrees with something, how do they phrase it? When someone pushes back on an idea, what words do they use? Copy the cadence for the first month. You can find your own voice once you’ve learned the default.

One phrase worth memorizing: “I want to make sure I’m reading this right — are we saying…?” It’s the American way of politely asking someone to restate or defend a position. Buys you time and signals engagement without signaling disagreement.

2. Decide on names before the first introduction

In many cultures, using a senior person’s first name is jarring. In the US, first names are the default up and down the org chart, including with executives. You might meet the CEO on day three and be expected to call him “Steve” thirty seconds into the conversation.

That will feel wrong the first few times. Do it anyway. Using “Mr. Chen” or “Dr. Patel” to a US-raised colleague who is used to first names can actually make them uncomfortable — they feel like they’re being treated as older or more senior than they want to be.

The one exception: very senior external clients, older clients, and clients in certain industries (law firms, some banks, traditional consulting firms) may still expect last names on first meeting. Take the cue from how others on your team address them.

If you genuinely prefer to be called by a specific name or pronunciation, correct people once, kindly, the first time. “Actually, it’s pronounced Ah-jay, not Aj-ay — no worries.” Set the expectation once, then stop correcting.

One small thing that pays off: put the pronunciation in your email signature if your name gets mispronounced regularly. “Ajay (Ah-jay)” saves you a month of awkward meetings.

3. Use small talk as a real tool, not a tax

In many cultures, the first minute of a meeting is business. In the US, it’s usually two to four minutes of something else. Weather, weekend, sports, a shared complaint about traffic. Then business.

If you skip this and try to drive the meeting to the agenda in the first thirty seconds, it reads as cold or even rude. Even if nobody tells you. Especially if nobody tells you.

Small talk in an American office isn’t wasted time. It’s the trust warm-up. You don’t have to be good at it. You just have to participate.

• Have two or three ready lines about your weekend. “Took my kids to the park, it was perfect weather. How about you?” costs nothing and buys you a chunk of goodwill.
• Watch the local news headlines once a week. Not because you need political takes. Because you want to recognize references. “Did you see the Jets game?” lands differently if you can say “I didn’t — what happened?” vs. staring blankly.
• Don’t ask questions that feel normal at home but are considered personal here. How much you earn, how much rent is, whether a colleague is married — save all of those for much later, or never. Safe topics: weekend plans, food, sports, travel, weather, TV.
• If you don’t drink, say so early and briefly. “Sparkling water for me, thanks” is all it takes. Americans don’t ask follow-up questions about this.

A bonus thing: the apology gradient

A separate small tell: Americans apologize for much smaller things than most cultures. “Sorry, I’ll be two minutes late.” / “Sorry, one quick follow-up.”

If you are from a culture where apologies are reserved for real offenses, American-office “sorry” will feel like excessive self-deprecation. It is not. It’s a social lubricant with almost no literal content.

The reverse is also true: if your home culture uses apologies heavily, you may apologize more than American colleagues, and it can read as uncertainty or low confidence. Watch a senior person for a week. Count the *“sorry”*s. Match the rate.

What to not overcorrect on

Don’t try to “become American” in week one. You can’t. The attempt reads poorly. Your accent, your cadence, your cultural frame of reference will all be there for years. That’s fine. The goal is not to disappear — it’s to remove small friction points where the cost is zero and the benefit is real.

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The pattern across all three is the same: pay attention to what your colleagues actually do, not what your home culture taught you “professional” looks like. Two weeks of close observation gets you 80% of the way to fitting in without performing. Stay yourself; just learn the specific frequencies the room is broadcasting on. That’s the entire skill.

For the broader etiquette pattern, see office etiquette. For the communication baseline — email vs. Slack — see should you send an email or a Slack?.