In an exclusive interview with CanadianSME Small Business Magazine, John Edward McGraw, a multicultural workplace expert and founder of Hiyaku Coaching, shares his valuable insights on how Canadian businesses can build more inclusive and high-performing teams. With years of experience in intercultural communication, John helps organizations integrate international talent and reduce culture-based miscommunication. In this conversation, he discusses the importance of understanding Canadian workplace values through frameworks like SHAPE, SPEAK, and LEAP, and how leaders can address cultural misunderstandings to foster a more collaborative environment. John emphasizes that true inclusion begins with curiosity and humility, and offers actionable advice for businesses seeking to navigate cultural differences and create a workplace where everyone can thrive.
Interview By Maheen Bari
John Edward McGraw is a Multicultural Workplace Expert, Inclusive Communication Specialist, and Human Connection Speaker. He is the founder of Hiyaku Coaching, an intercultural communication consultancy that helps Canadian organizations integrate international talent and reduce culture-based miscommunication. After fifteen years teaching in Japan and Canada, John learned that speaking the same language does not guarantee shared meaning. He equips leaders and teams with simple tools that name Canadian norms out loud so everyone can succeed.
John holds an ICF coaching credential and has partnered with JVS Toronto, the Workplace & Immigrant Network in Waterloo, and Simcoe County Economic Development to strengthen cultural fluency and retention. He is known for three practical frameworks: SHAPE for Canadian workplace values, SPEAK for clear inclusive communication, and LEAP for navigating unfamiliar situations with curiosity and insight. Toronto-based. @JohnEdwardMcGraw
You often reference the SHAPE framework—Sociability, Harmony, Acceptance, Privacy, Efficiency—as core Canadian workplace values. Which value do newcomers most often misinterpret, and how can leaders address this early on?
Privacy is the SHAPE value most often misinterpreted by newcomers. In Canadian workplaces, there’s a clear separation between personal and professional life. While many newcomers come from cultures where deeper personal connections are built quickly and workplace relationships naturally extend beyond the office, Canadians often take more time to build trust. As a result, newcomers may find Canadians distant, while Canadians might misread openness as intrusive.
Leaders can address this early through onboarding by explicitly discussing boundaries: what’s considered appropriate to share or ask in a Canadian context. It’s helpful to normalize the pace at which relationships develop and explain that while friendliness is common, close personal bonds often take time. Creating structured social opportunities, like coffee chats or team lunches, within accepted norms can ease the transition and model how socializing happens at work.
Equally important is coaching teams to interpret cross-cultural behaviours with curiosity, not judgment. When leaders frame these differences as part of building an inclusive environment, they reduce misunderstandings and foster stronger connections across cultures.
Even fluent English speakers can struggle in Canadian workplaces. What have you found to be the most persistent culture-based misunderstandings, and how do your practical tools (SHAPE, SPEAK, LEAP) help close this gap?
Cultural fluency is different from linguistic fluency. Even native English speakers can struggle when working in a different cultural context. In Canadian workplaces, common stumbling blocks include how direct communication should be, when it’s appropriate to speak in meetings, and how feedback is given and interpreted. One example is hedging—softening criticism—which can confuse those from more direct cultures or newer team members unfamiliar with these cues.
This is where the SPEAK and LEAP frameworks help. SPEAK supports inclusive communication: Simplify, Pause and listen actively, Enunciate and pace your speech, Ask and clarify, and Keep respect at the centre. These practices help avoid idioms, reduce misunderstandings, and foster clarity without losing empathy. LEAP provides the mindset: Let go of assumptions, Engage with curiosity, Assess possibilities, and Perform with insight. LEAP is critical when team members react in ways we don’t expect.
Leaders can reinforce clarity by asking gentle check-ins like: “What’s your main takeaway from this conversation?” If the message wasn’t received as intended, it opens a chance to reframe. Teams that use these tools become more attuned to cultural nuance, which prevents miscommunication and builds psychological safety regardless of language fluency.
Unwritten rules are a source of confusion for many international hires. What are some essential norms managers should make explicit from the very first day? Can you share an example where naming a norm transformed an onboarding experience?
“Common sense” isn’t actually common—it’s culture-based. Many workplace norms Canadians take for granted, such as speaking up in meetings or asking for help, may be unfamiliar or even feel inappropriate to international hires.
From day one, managers should explicitly name key expectations such as when and how to ask questions, whether it’s OK to say “I don’t know” and how meetings flow (turn-taking, action items, and disagreement etiquette.)
I’ve worked with international hires from cultures with strong hierarchical norms, where junior employees avoid speaking unless invited. In Canadian companies, this silence was misread as disengagement. But once leaders named the norm, “We expect you to share your ideas and questions proactively” new hires began to adjust. It didn’t happen overnight, but it unlocked confidence and helped them integrate more successfully.
Treat cultural onboarding like tech onboarding: Don’t assume people will “just pick it up.” Explain expectations clearly, especially when they’re invisible. Doing so prevents miscommunication, reduces turnover, and helps diverse talent thrive.
In your experience, what are the simplest things small and mid-sized businesses can do this week—especially in their team communications and feedback—to avoid costly culture-driven misreads?
Small actions can prevent big misunderstandings. For small and mid-sized businesses, even modest shifts in communication can dramatically improve clarity and inclusion.
Start meetings with a simple “clarity check” question: “Are there any terms or ideas we should clarify before moving forward?” This invites dialogue early and reduces the risk of confusion. After meetings, follow up with clear written summaries. This helps everyone, especially those processing English as an additional language, to stay aligned on expectations.
Foster a culture where questions are welcomed, not judged. Replace blame-laden phrases like “Why didn’t you understand?” with “What do you need to move forward?” This creates psychological safety and encourages proactive communication.
Also, normalize pauses. In some cultures, thinking before responding is respectful. But in fast-paced Canadian workplaces, silence is often filled too quickly. The SPEAK framework reminds us: Pause and listen actively. Let people process without rushing.
Finally, create a company-specific onboarding glossary or communication cheat sheet. Define expectations and common workplace terms. These small steps—asking for clarity, encouraging questions, providing written support, and using SPEAK—signal that everyone belongs. And they cost next to nothing.
You have coached and trained countless newcomers and organizations. What final piece of advice would you offer to leaders and teams who want to build more inclusive, high-performing workplaces in Canada?
Inclusion doesn’t start with a policy. It starts with curiosity and humility. The most effective leaders I’ve worked with regularly ask themselves “What assumptions am I making right now?” or “What might I be missing?” We all make assumptions because it’s part of being human. But unchecked cultural assumptions lead to preventable misunderstandings and lost potential.
Real inclusion isn’t just about celebrating surface-level culture through potlucks or festivals. It’s about unlocking the deeper value that diverse employees bring: new ways of thinking, problem-solving, collaborating, and innovating. When people feel safe to contribute their ideas and experiences instead of just “fitting in” they elevate the entire organization.
Many newcomers feel pressure to stay quiet and conform. But when leaders create space for people to bring their full selves, they don’t just participate. They lead, innovate, and drive performance. Inclusion isn’t about lowering standards, it’s about unlocking exponential potential.
So my challenge to leaders is: become bridge builders. When you create a culture that embraces difference below the surface, you gain more than diversity. You gain insight, loyalty, reputation, and a competitive edge. That’s the true power of inclusion.
Disclaimer:
The views and opinions expressed in this interview belong solely to the interviewee and do not necessarily reflect those of CanadianSME Small Business Magazine. Our mission is to share authentic stories and insights to inspire and empower Canada’s small business community while promoting diversity, equity, and inclusion in the workplace.
