Canadian Culture

Business Culture


  • Tardiness reflects badly in a professional setting, so make sure to arrive on time or slightly early. If you’re chairing the meeting, it’s more important to begin punctually.
  • People usually introduce themselves by their first name and exchange business cards afterwards.
  • There is generally a period of small talk before getting to business, but it does not tend to last very long.
  • You may find Canadians to be initially reserved, but they usually warm up as conversation proceeds. You can expect them to be polite, easy-going, relatively informal and organised during meetings.
  • They often begin meetings with an open and honest preamble about their position.
  • During your response, they will likely listen very politely and attentively, assessing the pros and cons of the opportunities you present with you.
  • All who are present at a meeting are generally welcome to give his or her opinion regardless of age or business .
  • Interruptions are not preferred but are generally accepted in order to create an environment where everyone feels free to contribute.
  • They will usually wait until you have finished stating your position to fully understand all options.
  • They want sensible discussion during business and negotiate calmly and reasonably, seeking a compromise for a win-win outcome. Considering this, they will not be enticed by hard tactics or tough bargaining pressures.
  • It’s best to keep a simple, straight-forward dialogue as they do not like lofty rhetoric or dialogue that appeals to status for leverage. Furthermore, they are generally suspicious of exaggerated claims that sound too good to be true. Appeal to common sense during negotiations and be clear about your intentions rather than talking about your feelings. Support your goals with facts and figures, being careful not to make any statements that you cannot support or demonstrate.
  • Canadians do not like wasting time but also do not appreciate being hurried into decisions. Agreement is usually sought from everyone in the room as a unanimous consensus is ideal, but a partial one may satisfy interest if all the key players and managers are in agreement.
  • Canadians usually leave meetings with an immediate plan of action in mind. Once a decision has been made, its implementation is often rapid.


  • While building rapport is important, Canadians tend to make professional friendships with their colleagues instead of building personal relationships out of them. They value their privacy and thus like to keep a line between those they do business with and those they socialise with outside of the workplace. Over-sharing one’s personal life with them can make Canadians feel uncomfortable, especially if you expect ask them about their personal lives as well.
  • There is no definitive of age or gender in Canada, but it is generally accepted that those who are older have more experience and thus will usually hold more managerial roles than their younger peers.
  • Younger employees are expected to be active participants in the organisation in order to grow professionally. Their ideas or expression of opinions may be limited by the structure of the business, but they should still try to be as innovative as possible in their contributions.
  • Those in middle management, along with supervisors, often act as a filter for ideas before they reach higher management. Therefore, one should always refer to their immediate manager before someone of a higher rank.
  • Employees are expected to be able to carry out tasks with minimal direction and supervision.
  • is fairly common in small family-owned businesses and can be excused in larger organisations if the family member’s employment goes through the human resources protocol. However, special privileges must still seem fair in the eyes of other employees as well. It is expected that people are given jobs and promotions based on their qualifications, experience and merit.
  • Disputes should always be settled in a discrete and non-confrontational manner before. seeking intervention from a manager to settle the conflict.
  • Canadians are motivated by money to a degree, but rewards and benefits for hard work are still likely to encourage good results in employee productivity.
  • On the (2017), Canada ranks 8th out of 180 countries, receiving a score of 82 (on a scale from 0 to 100). This perception suggests that the country’s public sector is somewhat clean from corruption.

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