What are some communication differences in global teams and how can you navigate them?

Language barriers, differing work practices, and varying managerial styles can hinder effective collaboration and the team's overall productivity. Building trust and cohesion in virtual teams can be a significant challenge for international teams, especially when team members never have the chance to physically gather.

From studying in a conservative state like Missouri, to experiencing the corporate landscape in cultural melting pots like New York, Sydney and Johannesburg, I observed that understanding cultural dimensions is essential to building strong relationships with clients, colleagues or just about anyone. In working with deal teams I observed that, in negotiations parties usually understand the commercial terms, but they often don’t understand each other. Negotiations yield much positive results when people feel like you “get them” and when you feel like they “get you.” The only way for everyone to “get it”, is by being observant, respectful and considerate. These are universal traits that people respond positively to across the globe.

When we look at these differences and similarities, it is important to realize that we might be stereotyping. The models used are often created from a Western perspective during a time when Western culture was being seen as superior. Caution with the models is critical here. They help give a perspective but are not to be taken as the ultimate truth regarding the person you might be dealing with.

The article provides valuable insights into the importance of effective communication within global teams, emphasizing the significance of cultural dimensions in this context. Understanding the variations in cultural values and communication styles is crucial for successful collaboration across different cultures, languages, and time zones. It's essential for team members to be aware of their own cultural dimensions and those of their colleagues, as well as to avoid making assumptions based on their own norms. Tools like Hofstede Insights and the Trompenaars Model can be invaluable in helping teams navigate these differences and enhance their communication.

I observed this when I was working for a global firm especially on deals involving the ASPAC region, the Americas and Europe and Middle East. Even where everyone has a common commercial goal there are definitely cultural nuances and differences in approach. In this regard it is important not only to observe these but also to be self aware and approach with respect, humility and assertiveness.

I think we have to walk a mile in other's shoes as a regular practice. This takes a little in-the-moment awareness but sets up teams to be most effective and aligned.

When communicating across language hurdles in multinational teams, it is critical to be precise and straightforward. Use plain language, eliminate slang and jargon, and use visual aids when needed. Listen actively to your team members and request clarification when necessary. Encourage open communication and create a friendly environment in which team members can seek for clarification or voice their opinions.

Studying the temperament of of each team member will go a long way in helping one communicate effectively without being misunderstood or judgemental. The language barrier, time zones and multi cultural differences are challenging enough. The least you can do to ease communication is to at least communicate on the same level as your team member to aid progress as well as productivity.

Language barriers It is not a complicated issue from my point of view There are basics and rules that must be agreed upon to select an employee or worker before starting any project or job 1 The conditions, rules, and requirements of the project or job and the extent of the employee’s proficiency in the language according to his job description 2 In the event that there is a rehabilitation program for employees and experienced workers with special circumstances, immigration, or disciplinary enrollment and punishment, here lies the necessity of having a linguistic executive homeless person to assist in accordance with a linguistic and cultural rehabilitation program. 1/2

When we work across time zones with multiple teams, let's make sure not to always plan meetings to benefit the same time zone but also be considerate that some time zones might be constantly stretching themselves.

When dealing with time differences in global teams, it is important to be flexible and considerate. Establish clear expectations, find common meeting times, and utilize asynchronous communication tools. Prioritize proactive communication and foster a culture of flexibility and adaptability.

The team of psychologists for my online mental health care organization lived across several continents: Europe, Asia, North and South America. We explicitly used the advantages of the time zones to easily treat patients in the evenings, for example. We also always joked during our team meetings to wish Eline from Singapore good evening, Manon in London good afternoon and Miriam in Boston good morning. All at the same time :-)

One very important communication difference is the perception of time. In some countries being an hour late is OK, whereas in most, it is not. If in doubt, be there early, test the equipment to ensure it is working, and log into the meeting. If in your country time is not important, do not assume that this is the case for others. In the same way, it is important to communicate that being any more than 5 minutes late will be disruptive and that in that case a colleague can attend instead.

3 Some people only need some evaluation and assistance, in the beginning, to introduce the profession or job in terms of language. After a brief documentation, it is tested and followed up on whether there is compatibility with the work, whether it must be placed in an appropriate place, or if we have to replace it functionally. In the end, the issue of language is not an obstacle. It should not be thought of as a complex issue if there is a guidance and guidance system within the organization rules concerned with appointing employees who are not linguistically qualified to work.

Not everything is linked to culture. It might be just a different personality type. While there are different communication styles such as low-context and high-context, realizing that in the end, it is people who connect puts the focus on positive intention, curiosity and openness.

It is critical to be versatile and compassionate while dealing with communication styles in global teams. Encourage inclusive communication, actively listen to team members, and offer a safe space for everyone to voice their thoughts and opinions.

Let's again be careful from which perspectives these models are viewed. Feedback practices such as Direct and Indirect feedback are just different. There is no right or wrong. What seems 'diplomatic' to one culture might need to be more direct to another and might come across as not honest enough. Constructive in 1 culture is considered destructive in another. When one works across different cultures, being able to code-switch the feedback patterns helps to avoid a wrong 'feeling of comfort' or creating a disengaging team due to giving feedback in one's own cultural style. Listening carefully to upgraders and downgraders can be learned and helps to pick up the style used.

It is critical to be respectful, constructive, and open-minded when it comes to feedback procedures in multinational teams. Create a feedback culture and a safe space for offering and receiving feedback. Respect cultural variances in feedback preferences by adapting your approach. Encourage both positive and negative comments in order to improve collaboration and individual growth.

Working with global teams across different contexts, it is crucial to be sensitive about the situation unfolds in different parts of the world. The way that people approach to the conversation, challenges and solutions might not be the same but it is important to have a collective discussion to be inclusive and make sure that everyone feels that their voices are being heard.

Patience and respect is key when working globally. I found listening and building rapport were crucial as well as factoring in time. When you work with wonderful people where English is their 2nd or 3rd language you have to allow them time to process information. As they are often thinking in one and translating in another.

We've learned a lot during the corona crisis. Then all kinds of online team building activities became possible, which I also used in my organization that had employees on different continents. We just didn't have drinks, because 7 am is quite early for a glass of wine for colleagues in the United States. :-)

Interacting with employees in other countries is similar to paying attention to our own teams' diversity. If we can bring an attitude of caring, curiosity, and respect to the table, even unintended infringements can be easily corrected.