From usted to tú: Better communication with Latino employees

Strong teams grow from strong communication, but communication is about far more than simply speaking the same language. Claudio Pasián, associate professor emeritus at Ohio State University, challenges growers and greenhouse managers to think beyond vocabulary lists and translation apps.

His message centers on a simple but powerful idea. Building meaningful communication with Latino employees requires understanding culture, behavior and perspective just as much as learning Spanish.

Many employers recognize that learning Spanish is valuable. Pasián agreed, noting that English remains the language of commerce and science across much of the world. Even so, making the effort to learn the language spoken by much of the workforce demonstrates respect, strengthens relationships and removes many of the everyday barriers that slow productivity.

Learning even basic conversational Spanish can make a noticeable difference on the greenhouse floor. Employees are more likely to ask questions, seek clarification and report problems when they know their supervisor is making an effort to communicate in their language. That effort builds trust, even when conversations are imperfect. Fluency is certainly helpful, but willingness often matters just as much.

Still, language alone only scratches the surface. Pasián emphasized that effective communication means understanding both what is being said and what is not being said. People communicate through facial expressions, body language, gestures, tone of voice and countless other nonverbal signals. Words carry meaning, but behavior often reveals intention.

Communication also includes symbols, signs and actions that may be interpreted differently depending on someone’s cultural background. A simple nod, a pause before answering or avoiding direct eye contact may carry one meaning in one culture and something entirely different in another. Without recognizing these differences, misunderstandings can develop even when everyone involved speaks the same language.

One of the strongest recommendations is to immerse yourself in the culture you hope to understand. Reading books and attending workshops provide useful information, but genuine understanding develops through experience. Spending time with employees, asking respectful questions, attending community events and learning about traditions all matter.

Cultural immersion also helps managers recognize the values that shape behavior. Rather than assuming everyone approaches work in the same way, supervisors gain insight into why employees respond differently to certain situations. That understanding makes communication more flexible and far more effective.

Of course, every workplace must also establish clear expectations. Pasián noted that there are times when personal beliefs or cultural traditions may conflict with workplace policies or safety requirements. Knowing where to draw the line is important.

Respecting cultural differences does not mean abandoning company standards. Safety rules, legal requirements and professional expectations apply equally to every employee. The goal is to explain those expectations clearly while remaining respectful of cultural perspectives. Open conversations usually accomplish far more than assumptions.

Another important topic is stereotyping. Pasián described stereotypes as mental models that everyone develops. Human beings naturally organize information into categories because doing so helps simplify an increasingly complicated world. The problem arises when those mental shortcuts become substitutes for getting to know individuals.

Every workforce contains people with different personalities, experiences and perspectives regardless of their cultural background. Assuming someone will behave a certain way simply because of where they were born limits communication before it even begins. Strong leaders recognize stereotypes when they appear and deliberately look beyond them.

One employee may be naturally outgoing while another prefers quiet observation. One worker may embrace new technology while another prefers familiar routines. Those differences often have more to do with personality than nationality.

Pasián also explores how different cultures understand time. In the U.S. and much of northern Europe, time is generally viewed as linear. Schedules move in a straight line. Meetings begin at specific times. Deadlines are treated as fixed commitments. Productivity often revolves around efficient scheduling and careful planning.

Many cultures throughout Latin America approach time somewhat differently. Rather than viewing time as a rigid sequence, it is often understood in a more flexible or circular way where relationships and circumstances sometimes take priority over strict schedules. Neither approach is inherently right or wrong. They simply reflect different cultural values.

These differing perspectives influence workplace behavior in subtle ways. Managers who expect every conversation to move quickly toward a conclusion may become frustrated when employees prefer additional discussion. Employees who value relationship building may view rushing through conversations as impersonal or dismissive.

Understanding these different approaches helps reduce unnecessary conflict. Supervisors can still maintain schedules and expectations while recognizing why communication styles may differ. Likewise, employees can better understand why punctuality and deadlines receive such strong emphasis in many American workplaces.

Personal space represents another area where cultural differences influence communication. Every culture develops unwritten rules regarding how closely people stand together during conversations. These expectations often go unnoticed until two people with different assumptions interact.

Someone accustomed to standing relatively close during conversation may unintentionally make another person uncomfortable. Conversely, someone who naturally prefers more distance may appear cold or unfriendly.

Neither person intends to create discomfort. Both simply follow the social norms they’ve learned. Recognizing these differences helps supervisors avoid misinterpreting body language as aggression, disinterest or disrespect.

Nonverbal communication extends beyond physical distance. Hand gestures, facial expressions, posture and even silence all communicate information. A pause before answering may indicate careful thought rather than hesitation. Limited eye contact may reflect respect instead of dishonesty. Animated gestures may demonstrate enthusiasm rather than confrontation.

The more managers understand these cultural patterns, the less likely they are to misread employee behavior. Better interpretation leads to better conversations, fewer misunderstandings and stronger working relationships.

Pasián also discussed one small but meaningful aspect of Spanish that often escapes beginning language learners. Choosing between the pronouns tú and usted requires more than simply memorizing grammar rules. The decision reflects respect, familiarity and social relationships.

Generally speaking, tú is used in informal situations among friends, family members or coworkers with established familiarity. Usted expresses greater formality and respect, particularly when speaking with someone older, someone in a position of authority or someone you’ve only recently met.

Using the appropriate form demonstrates cultural awareness and professionalism. While many Spanish speakers readily understand that learners make mistakes, making an effort to choose the correct form shows thoughtfulness and respect. As relationships develop, employees may even invite supervisors to switch from usted to tú, reflecting increased familiarity.

Perhaps the most valuable lesson is that communication requires humility. Effective communicators recognize that misunderstandings happen. Rather than assigning blame, they ask questions, seek clarification and remain open to learning.

Managers who demonstrate curiosity instead of certainty often uncover the real reasons behind communication challenges. An employee may have misunderstood instructions because of unfamiliar vocabulary rather than lack of attention. A hesitant response may reflect uncertainty rather than unwillingness. A different communication style may simply reflect cultural habits rather than poor work ethic.

Successful greenhouse operations increasingly depend on diverse workforces with employees bringing valuable experiences from many different backgrounds. As labor shortages continue across horticulture, the ability to communicate effectively across cultures becomes more than a leadership skill. It becomes a competitive advantage.

Organizations that invest in communication often experience better employee retention, stronger teamwork, improved safety and higher morale. Employees who feel respected and understood are more likely to contribute ideas, ask questions and remain committed to their workplace.

Pasián reiterated that communication is not about achieving perfect pronunciation or flawless grammar. It is about building genuine human connections. Learning Spanish matters. Understanding culture matters even more. When employers combine language skills with cultural awareness, they create workplaces where communication flows more naturally and misunderstandings become opportunities for growth rather than sources of conflict.

In today’s increasingly diverse ag industry, the strongest conversations begin with respect. From understanding nonverbal signals to recognizing different views of time, personal space and formality, every small effort builds stronger bridges between managers and employees.

by Enrico Villamaino