Managing a cross-cultural team
Kommunikations-experte KEN TAYLOR wirft einen Blick auf die Fähigkeiten und Sprachkenntnisse, die in der modernen Arbeitswelt unabdingbar sind.
Globalization means we have to interact with customers, suppliers and colleagues from around the world. It also often means working in a team with people who have different backgrounds. Team members might speak different languages, come from different cultures and be used to different work ethics. A cross-cultural team manager helps the team function without these differences causing friction. Look at the conversation below and highlight the words and phrases you might find useful when discussing cross-cultural teams.
Colin has been asked to manage an international IT development team. He is discussing his new assignment with Lena, a more experienced colleague.
Lena: Congratulations on your new role! It looks really interesting. Colin: Thanks. I must admit I’m a bit nervous. I’m not sure I have all
the right attributes to be an international team leader.
Lena: I’m sure you’ll be fine. You’re very open-minded and flexible
in your approach.
Colin: The team is a real mixture of people from Latin America, the US, Europe and Asia. I expect there’ll be language problems and huge variations in working practices.
Lena: One of the most important things is building trust. Take time at the beginning to talk about how the team should function. Create some common rules together.
Colin: I was also thinking of talking about my style as a team leader
– being open about my expectations.
Lena: And check whether your expectations match those of your team members. Then use that as a platform to discuss any differences.
Colin: I think it’s important to be self-aware and to recognize your
own biases, too.
Lena: I agree. You can always use me as an unofficial mentor if
you need someone to talk to.
Colin: I’d really appreciate that. It would be good to get your outside-in perspective on any problems I run into.
Lena: You’re a perceptive and sensitive guy. And you’re curious about people. For me, these are the key attributes of a good cross-cultural team leader.
Colin: I sincerely hope so. I’ll keep you posted about how things
work out.
GOOD TO KNOW
Building trust is a slow, continual process – and it takes
even longer in a virtual team. You can speed the process up by doing the following:
1. Include cultural awareness activities in your team meetings. This helps to identify cultural differences and develop greater cultural sensitivity.
2. Establish clear norms of behaviour with your team. Then remind people to stick to the agreed rules and procedures.
3. Address any conflict immediately. As team leader, you need to act as a cultural bridge to bring people together. Discuss and sort out differences.
4. Make sure that everyone understands the common goal of the team and their roles and responsibilities. One common cause of conflict in a team is when people step on each other’s territory.
5. Communicate clearly. Model the type of straightforward language that works best internationally. In team meetings, speak with emphasis, slowly and clearly. Avoid slang and colloquialisms.
6. Use your meeting management skills to make sure that everyone has a chance to express their ideas. Create an atmosphere in which anyone can voice an opinion.