Does each of your employees trust your decision and evaluate your company with your own mind and heart? What about those employees who work overseas? Building enough trust between employees is critical to the success of any aspiring business. But when you want to feel your presence on a global scale, things get a bit more complicated. Effective methods in the United States do not work in India, and vice versa. However, given the opportunities in the global marketplace, companies and brands must find a way out.
It's more difficult to build relationships with cross-cultural teams because it's easy to misunderstand intentions and make false assumptions in the absence of virtual clues. The first difference is the way of communication. In some parts of the world, people like to socialize before they do business. Time, trends, political views, living standards and market behavior further complicate matters. So how do leaders of multinational/multicultural teams seek to leverage diversity to take advantage of them without facing challenges?
Create a successful structure for team building
According to Dr. Richard Hackman, a popular organizational behavior scholar, the ideal way to ensure successful cross-cultural team building is to create initial conditions. This means that the entire team has a compelling and clear direction. The organization should share all resources and information across geographies to fill each employee's agenda on the board. People with ideal technical skills should make greater use of global flexibility and build cultural wisdom. It is also important to build a flexible, curious, considerate and emotionally stable employee. Online training and courses will be part of today's journey.
Understanding cross-cultural composition
To be an effective leader in cross-cultural teams, you need to understand every "fault line" caused by language, thinking and cultural differences. An unsuspecting team of Germans, Koreans and Americans will definitely become a net! Although the Germans are willing to accept and accept direct negative feedback, this may be a disaster for Koreans. As a leader, you should be prepared for these tensions and resolve them quickly.
In addition to cultural differences, it is also beneficial if the leader also understands the differences in personality, age and gender. You can't expect Indian employees to adapt to Germany's longer working days immediately.
Formulate clear specifications and stick to it
Cross-cultural teams can have both assets and liabilities because they bring a variety of ways of working. Adding personal preferences can be confusing. Team leaders must clearly define the norms that everyone must follow – regardless of personal preferences. In other words, it's best to consider what works best for the entire team, rather than impose your own personal choices and ways of working. For members who are difficult to take care of the storm due to cultural inclinations, some additional meetings, additional communication and suggestive training will be the answer. Regular in-stream calls, video conferences, email updates and board discussions will bridge the gap between teams.
Try to establish personal contact
No research is needed to find that the best tool for combating cross-cultural differences and conflicts is to establish personal connections between team members. However, different cultures have different views on building relationships. Brazilian employees can become friends overnight, but it takes a lot of time to win the trust of the British team. Therefore, it is necessary to cultivate rapport at each stage and daily work. Finding opportunities for communication is the job of the leader. Perhaps an employee is also passionate about photography and wants to show his work on the website. This type of social activity can help communicate better and introduce cross-cultural team members to each other. These benefits directly affect productivity.
Then resolve the conflict
Conflicts, especially in the context of cross-cultural teams, do not need to be closed and preserved in the cellar. While disagreements are inevitable when you work with such a large team, you should also ensure that the argument does not grow to unmanageable quantities. Leaders should be a cultural bridge and be prepared to conduct frank group discussions and listen to everyone. At the end of the day, there should be no drama! At the same time, everyone is treated equally while everyone wins democratic leadership.
Sometimes, you need to have a long lunch to understand someone, sometimes it's a desert choice, which will open up a path. The brand name is the only common thing in a cross-cultural team. Cross-cultural employees need to be honored to join your brand. Sometimes there is a real benefit to having your vigilance to establish cross-cultural relationships, especially when seeking to make the most of emerging markets. This relationship is like insurance for the quality of work of overseas teams. No one wants to lose credibility and friendship!
Online and in-house training and discussion can pilot a plan that helps everyone on the same page. If you visit another Burger King store in another country, you will expect the same taste, employee assistance and workflow as your home. Well, this is not possible until the Burger King management follows the same guidelines. However, it needs motivation to make things work and put people under the same umbrella. A successful brand is an advantage that makes it easy to take advantage of cultural diversity, not a brand that strives to mitigate challenges.
Orignal From: Believe in the secret of building an intercultural team
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