Tone of Voice in Executive CVs

Cultural Communication Styles & CVs

~ by Elle Bradshaw, B.A. (UK), and Mike Edwards, M.B.A. (UK)

Tone of voice is not a stylistic preference. It is an executive skill that signals cultural intelligence and strengthens your ability to operate across borders. When you combine relevance to selection criteria with a tone calibrated for multinational audiences, you position yourself as a leader who can work confidently with global stakeholders while maintaining the professionalism expected in the UK market.

Why tone of voice matters at senior level

A CV or LinkedIn profile is not only assessed for content. Senior stakeholders subconsciously assess tone. To write persuasively for these audiences, you must combine relevance to selection criteria with an understanding of cross-cultural expectations:

• alignment with their communication norms
• indicators of leadership style, judgement and humility
• signals of cultural adaptability
• perceived ease of collaboration
• credibility when operating across global markets

At this level, tone affects how your accomplishments are read. A phrase that appears confident in one culture may read as overstatement in another. Conversely, understatement valued in the UK can appear hesitant to a linear-active American or overly sparse to a multi-active Latin European.

Writing an executive CV for multinational audiences

The structural requirements remain the same. Your CV must be relevant to the selection criteria, logically organised and ATS friendly. Within that structure, your tone needs calibration.

Understanding the Lewis Model

The Lewis Model groups communication styles into three broad patterns:

• Linear-active cultures: task focused, structured, direct and data driven. This includes the UK, USA, Germany and the Nordics.
• Multi-active cultures: relationship oriented, energetic, conversational and comfortable with emotion. This includes Southern Europe, India, the Middle East and Latin America.
• Reactive cultures: reflective, courteous, indirect and attentive. This includes Japan, Korea and parts of China and Southeast Asia.

Many UK employers combine these influences. Boards often include American investors, European parent-company executives, Middle Eastern shareholders or Asian colleagues. This mix influences how your written tone is interpreted. For example:

Linear-active readers

British, American or Northern European readers expect clarity, precision and a logical flow. They want measurable accomplishments and direct language that avoids unnecessary flourishes. For this audience:

• keep action verbs clean and specific
• quantify results whenever possible
• maintain an understated but confident tone
• avoid conversational phrasing

Multi-active readers

Southern European or Latin American readers prioritise relationships and narrative context. They want to understand how you influenced people, built coalitions and managed diverse stakeholders. For this audience:

• balance metrics with interpersonal impact
• give brief context for major accomplishments
• emphasise negotiation, influence and trust building
• allow slightly more warmth in phrasing while keeping the CV concise

Reactive readers

Japanese or Korean readers value respect, thoughtfulness and quiet authority. Over-stating achievements can be counterproductive. For this audience:

• use balanced and measured phrasing
• avoid claims that imply personal triumph
• highlight steady delivery and long-term outcomes
• demonstrate care for organisational harmony

Writing application documents for foreign-owned employers

Cover letters and supporting statements reveal more about tone than a CV. They must remain concise, structured and relevant, yet flexible enough to reflect cultural nuance.

For linear-active decision-makers

A British, American or Northern European board expects a letter that demonstrates:

• alignment with strategy
• understanding of commercial pressures
• clear evidence of leadership impact
• tone should remain professional, restrained and factual.

For multi-active decision-makers

Southern European or Latin American readers expect more warmth and human connection. A well-judged application can include:

• brief examples of collaboration and stakeholder engagement
• references to relationship outcomes
• a slightly more expressive tone while retaining professionalism

For reactive decision-makers

Japanese or Korean readers expect diplomacy and balance. An application should:

• demonstrate respect for organisational heritage
• emphasise listening, reflection and careful decision-making
• avoid any phrasing that appears confrontational or overly assertive

Optimising LinkedIn for an international audience

LinkedIn is both public and culturally neutral, yet the senior-executive audience is global. Your tone must work across all three Lewis categories.

• Keep the structure concise and data led for linear-active readers.
• Add human context and relationship impact for multi-active readers.
• Maintain balance and measured confidence for reactive readers.

Executive recruiters often check for consistency between your CV, your application documents, and your digital presence. A shift in tone can raise questions about authenticity or authorship.

Practical guidance for senior executives

Use the following steps whenever writing for a foreign-owned employer.

1. Establish ownership : Identify who owns the company and where the key decision-makers sit.
2. Examine the board : Review LinkedIn profiles of directors, senior leaders and investors to understand likely communication norms.
3. Calibrate tone : Adjust assertiveness, warmth or restraint according to the dominant cultural pattern.
4. Maintain relevance : Ensure every document aligns with the employer’s strategic and operational selection criteria.
5. Stay consistent : Keep the tone aligned across CV, cover letter, LinkedIn and any supplementary documents.
6. Prioritise clarity : Avoid jargon, avoid Americanisms unless the employer is American, and favour clean, direct phrasing.

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About the authors