A local friend just struck a major deal with a big media company here. As a friend and possible participant in some of his projects, I was invited into a couple of the meetings. It was fascinating to observe because the method of how to pitch an idea here is the exact opposite of the way Westerners typically do it.
In the West, we make sure our research and proposal is in order, then we might do a small pilot project and try to build things from the ground up and to provide a demonstration. We do the research and detailed prep first and that’s how we get the credibility and approval to go official. It’s a process rooted in meritocracy. Here, you meet with the important potential patron first, gain their trust relationally, then once they give you the go ahead, you go and figure the details out. You can’t begin your research until someone with some societal clout has given you permission to do so. It’s a process rooted in patronage.
A few years ago I visited a ruined Christian monastery with a local friend. I was curious about what the locals in the nearby town knew about this historic site. I had stumbled upon some recent archaeological research claiming that this was a monastery and citadel built around the year AD 500 and destroyed about five hundred years later. First, we visited a local religious leader, an important mullah. Even though his mosque was just down the road from this site, he knew very little about it. Most locals believed it to be an old Zoroastrian or Islamic site. The mullah did know that a few years previously a team had dug up two bodies which had been buried facing Jerusalem, not Mecca. He said that strengthened the case for it being a Christian or Jewish site.
Next we paid the mayor of this small town a visit. With it being a sleepy summer afternoon, I didn’t think anything of dropping by this government office to introduce ourselves, have a cold cup of water, and ask a few friendly questions. After all, my friend and I were respectable English teachers, an honorable profession in this part of the world. The mayor knew even less about the site than the mullah did, but we had a seemingly friendly conversation nonetheless. Still, it amazed me that the leaders of this community had no idea about the important historical site that sat right next to their town. I indicated that I hoped to do more research on the site in the future.
Upon leaving, the mayor motioned to us,
“Let me give you some advice. The next time you go around asking questions, make sure you have an official letter saying that you are approved to do so.”
His comment caught me off-guard. Approval to ask questions? Isn’t it my right to ask questions and do research and hold off on the approvals until I’m actually ready to commit to something? Not in Central Asia. Here you have to get permission to even ask the questions.
I saw this same dynamic working out this week as my friend met with this company’s CEO. Once he earned his trust and gained approval, the sky was the limit. He had secured a patron, so my friend wasn’t concerned about cost or details. There was abundant time now to figure that out. The most important piece was in place – the relationship with the CEO.
My friend’s team, a motley crew of very young and diverse Westernized locals, were nervous about the lack of detail. Interestingly, they had assimilated enough to global culture to understand the steps of the process to be backward – as I had with the monastery. But having gone through that experience with the mayor and run it by a good many locals for understanding, I was able to calm the team down. My friend and the CEO were operating in a tried and true Central Asian process, almost a dance, where a potential patron and a client explore forming a new working relationship. That relationship now agreed upon, the cornerstone for all the other work was now in place.
Now, they had their “letter.” The patron had been assured of their loyalty and of the potential for them to do good work. He had promised them his full backing. So now, they could go get to work on the details.