Understanding ‘We Will Do Our Best’: A Cultural Nuance in Chinese Business, According to Thomas Hoon

In a recent LinkedIn post, Thomas Hoon delves into a common phrase in Chinese business interactions that once caused him considerable confusion: “We will do our best.” Hoon, who has lived and worked in China for 13 years, shares his journey from misinterpreting this statement as a sign of weak commitment to understanding its deeper cultural and practical implications.

The Evolution of Understanding a Key Phrase

Initially, upon hearing “We will do our best” during business discussions in China, Hoon admits to feeling uncertain about the status of deals. He perceived the phrase as vague and non-committal. However, his extensive experience living and working in the country has led him to a profound realization about its actual meaning.

“After 13 years living and working in China, I’ve realised I completely misunderstood it.”

Thomas Hoon explains that in many Western business contexts, the sequence of building a deal often follows a pattern of Contract → Performance → Trust, where delivery precedes the establishment of trust. This is in stark contrast to what he often observes in China.

Trust Precedes Performance in China’s Business Landscape

Hoon highlights a fundamentally different approach prevalent in Chinese business relationships, where the sequence is frequently Trust → Performance. He elaborates on how business relationships often commence with sustained interactions, such as shared meals, extensive conversations, and introductions through mutual connections. By the time a contract is formally signed, a pre-existing relationship is usually in place. The contract, in this scenario, serves to formalize the existing relationship rather than establish it.

“Business relationships frequently begin with repeated interactions: meals, conversations, introductions through mutual contacts. By the time a contract is signed, the relationship already exists.”

This foundational difference in relationship building provides context for the phrase “we will do our best.” Hoon argues that in a business environment characterized by layers of uncertainty—including approvals, supply chain complexities, evolving regulations, and shifting policies—this phrase takes on a new significance.

Acknowledging Complexity and Protecting Face

According to Hoon, stating “we will do our best” is not an evasion of responsibility but rather an honest acknowledgment of the inherent complexities and uncertainties within the operational landscape. It serves to protect “face,” a crucial concept in many East Asian cultures, by allowing for flexibility should circumstances change, without negating the commitment to try.

“Saying ‘we will do our best’ acknowledges that reality while protecting face value if circumstances change.”

As Thomas Hoon points out, many behaviors that might initially seem puzzling to those unfamiliar with Chinese business culture begin to make sense when viewed through the lens of the environment in which companies operate. He suggests that trust, communication strategies, and overall business approaches evolve distinctively within one of the world’s most competitive markets.

The Impact of Intense Competition

Hoon, who is Singaporean and has spent over a decade in China, emphasizes that the intense domestic competition within China shapes companies in ways that prepare them for global challenges. Understanding these nuances, such as the meaning behind “we will do our best,” is key for effective cross-cultural business engagement.

“It isn’t avoiding responsibility. It’s recognising complexity.”

His insights offer valuable lessons for international businesses seeking to navigate and succeed in the dynamic Chinese market, underscoring the importance of cultural intelligence and adapting one’s understanding of communication and commitment.