Cross-Cultural Virtual Leadership

I share the following as an open reminder to...me. I hope it proves helpful to you as well. "Harmony is when words connect instead of collide" Your US directness with your LatAM teams is often being misread as rudeness and yet, it is possible to adapt without losing clarity. What you see as "cutting to the chase," your LatAm team might experience as jarring abruptness. After observing dozens of cross-cultural teams, I've noticed a pattern: The very communication style that US leaders prize for its efficiency often creates unexpected friction with LatAm colleagues. Here's what's happening beneath the surface: 🤝 Relationship context matters first In many LatAm cultures, establishing connection before diving into tasks isn't optional—it's foundational 🎭 Direct feedback feels like public shaming What US teams view as "straightforward feedback" can feel like deliberate humiliation when cultural context is missing 📝 "Just the facts" communication removes essential social cues Purely transactional exchanges strip away the relationship signals LatAm professionals use to interpret meaning I recently watched a US tech leader transform her team interactions with simple adjustments: What she changed: 👋 Added 2-3 minutes of genuine connection at the start of every interaction. Replaced "That won't work because..." with "I see your thinking, and I'm wondering about..." 📱 Moved critical feedback to voice/video rather than text-only channels (although written praise is valued even higher than personal delivery) 🌉 Created explicit team agreements about communication preferences What happened: 💡 Misunderstandings decreased dramatically 🚀 Implementation speed actually increased 🗣️ LatAm team participation in discussions grew substantially 🌐 Innovation improved as diverse perspectives emerged 💡 The key insight? You don't need to abandon directness—just sandwich it between connection moments. Question for leaders: What small adjustments to your communication style might help your cross-cultural teams interpret your intent more accurately? #GlobalTeams #Leadership #CrossCulturalCommunication #RemoteWork #LatAm

Tell me what’s wrong with this picture: ➡️ An expat CEO initiates a handshake to welcome a new Emirati colleague. ➡️ The same CEO then asks to schedule a meeting with a Saudi client on a Friday at 12 PM. ➡️ Then, this CEO speaks in a direct and confrontational way to a Filipino team member. ➡️ And then, this CEO declines to meet an Indian team member’s family that was passing by the office quickly. If reading these scenarios triggered you; imagine what the person on the receiving end is experiencing. The interesting thing is, is that if you were to remove the cultural references - These scenarios would seem innocuous. CQ, or what is also known as Cultural Intelligence, is the ability to relate and work across cultures while understanding and embracing cultural differences. Today, a lack of cultural awareness is why many senior leaders are losing the respect of their teams and damaging their reputations. CQ encompasses four key components: 1️⃣ Cognitive CQ (Knowledge) - Understanding cultural norms, practices, values and beliefs. 2️⃣ Metacognitive CQ (Strategy) - Being aware of differences and adjusting your behaviour and thinking. 3️⃣ Motivational CQ (Drive) - Demonstrating an interest in learning about other cultures. 4️⃣ Behavioural CQ (Action) - Exhibiting respectful verbal and non-verbal actions when interacting with others. All four components are necessary if you want to be known as someone who respects and encourages diversity, and understands the subtle nuances that exist between cultures. By approaching cultural differences with curiosity and humility, and genuinely asking team members to share more about their cultures and preferences - You’ll create a more inclusive work culture that fosters respect, empathy and trust. #BestAdvice #Culture #Leadership

How I Saved a Regional Sales Expansion by Coaching Across Cultures The managing director was frustrated. His Southeast Asian sales team had reached 30% of its target after six months. “They’re polite—maybe lazy,” he said. I knew better. The problem wasn’t effort. It was culture. My diagnosis revealed six silent disconnects: 1. His individualist rewards clashed with their collectivist values. 2. His task focus ignored their relationship-building needs. 3. His flat hierarchy confused their hierarchical expectations. We rewired his approach in four weeks using IAC Coaching Masteries: He built trust by admitting, “You know your market better than I do.” He listened to subtext, not just words. He clarified intentions, replacing assumptions with questions. He created systems that honored local rhythms. Results? Revenue hit 95% of the target. Deal cycles shortened by 22%. Morale soared. The lesson: Your “efficient” method may be a cultural barrier for them. Are you leading with questions—or imposing answers? #CrossCulturalLeadership #GlobalSales #CoachingMastery #SalesTransformation #LeadershipDevelopment

Bridging markets is easy. Bridging cultures, that’s where leadership gets tested. When I moved from Barcelona to the U.S., I thought I understood the differences. After all, I’d worked with global teams, placed leaders in both regions, advised clients on cross-border expansion. But living it, leading across it, was something else entirely. In Europe, relationships are built slowly. You earn trust through consistency, credibility, and time. In the U.S., you can land a coffee with a CEO next week but that doesn't mean you have their trust. You have to deliver fast, speak directly, and signal value immediately. I’ve seen countless European leaders underestimate this. They land in New York or Chicago with a strong track record, but their cadence is off. They wait too long to assert vision. They communicate with more context than clarity. They lead politely, not urgently and that gap shows up fast. On the flip side, U.S. leaders entering Europe often expect speed and access they haven’t earned yet. They try to move the system before understanding the nuance. They assume energy equals influence. Neither is better. But both require adjustment and humility. As someone who has lived and built a business on both sides, I’ve learned that leading across the Atlantic isn’t about being fluent in geography. It’s about being fluent in expectation. Knowing when to slow down, when to push, and when to listen twice as hard. So if you’re building cross-border teams, especially in FMCG, it’s not enough to translate strategy. You need leaders who can translate trust. I’d love to hear from others working across U.S.–Europe lines: What’s the cultural mismatch that surprised you most? #FMCGLeadership #ExecutiveSearch #CrossCulturalLeadership #USvsEurope #LaurenStiebing #ConsumerGoods #GlobalTeams #TalentInsights

𝗜𝘁’𝘀 𝗻𝗼𝘁 𝗶𝗺𝗽𝗼𝘀𝘁𝗲𝗿 𝘀𝘆𝗻𝗱𝗿𝗼𝗺𝗲. 𝗜𝘁’𝘀 𝗰𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗱𝗶𝘀𝘀𝗼𝗻𝗮𝗻𝗰𝗲. Western leaders misdiagnose what many Asian leaders actually experience. A senior executive I coached in Hong Kong had built a remarkable career across continents. British and American elite education. A global leadership role in a top firm. Respected. Accomplished. Admired. Yet privately, he felt inauthentic, as if he didn’t fully belong in either culture. His story reveals a deeper truth: In Hong Kong, feelings of “not enough” don’t always stem from self-doubt… They often come from clashing values. 1️⃣𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝗼𝗻 𝘃𝘀. 𝗴𝗿𝗼𝘂𝗽 𝗵𝗮𝗿𝗺𝗼𝗻𝘆 His global HQ celebrated individual stars. His local team and family honoured collective success. 🛠 His shift: → Framed achievements as team outcomes → Credited predecessors before claiming innovation ✅ Result: Engagement soared. His team felt seen. 2️⃣𝗗𝗲𝗰𝗶𝘀𝗶𝘃𝗲 𝗮𝗰𝘁𝗶𝗼𝗻 𝘃𝘀. 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝘁𝗿𝘂𝘀𝘁 His Western training prized speed. His Hong Kong roots valued trust before action. 🛠 His shift: → Built strong relationships before key decisions → Created safe spaces for unspoken concerns ✅ Result: Faster implementation, less resistance His breakthrough wasn’t in choosing one style over the other. It came when he stopped seeing the tension as a problem and started treating it as a leadership asset. Western leaders in Hong Kong often feel their instincts don’t land. Hong Kong leaders in global firms feel fake when forced to self-promote. The solution isn’t assimilation. It’s 𝗮𝗱𝗮𝗽𝘁𝗶𝘃𝗲 𝗶𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲: the capacity to hold both truths at once. 👉 Could your quiet discomfort be a sign of deeper cross-cultural fluency? ------------------------------------- This post is part of an ongoing effort to bring more culturally complex leadership stories into the spotlight, especially those that challenge dominant narratives. ♻️ Share this with a leader navigating global complexity. 👉 I'm Josianne Robb (ICF PCC), coaching APAC leaders navigating complexity, culture, and change.

Direct ≠ Clear: The #1 Cross-Cultural Leadership Mistake Your 'Clear' communication is confusing half your team The biggest mistake most leaders make with cultural communication: Direct isn't always clear. The 'get-to-the-point' style that works in NYC could be damaging trust in Tokyo. Here's the key: 1. Direct vs. Contextual → Western: 'The project is delayed.' → Eastern: 'We're facing some interesting timing considerations…' Both say the exact same thing. One maintains harmony. One values efficiency. 2. Silence Speaks → Nordic cultures: Comfortable with pause → Latin cultures: Fill the space → Asian cultures: Use silence strategically Your discomfort with silence might be rushing others' best thinking. 3. Brevity vs. Relationship → US/UK: Get to the point → Middle East: Build connection first → Southeast Asia: Weave context carefully The quickest message isn't always the clearest. Power Move: Learn to switch styles. Don't just default to your norm. 💡 Quick Adaptation Guide: → Notice response patterns → Mirror their pace → When unsure, ask preferences → Build buffer time for different styles The most successful global leaders aren't the most direct— they're the most adaptable. What communication differences have you noticed in your global work? Share your experience below 👇

When you facilitate internationally, here’s a question worth asking: How much of the decision is actually being made in the room? 🌐 I’ve facilitated in 30 countries, and across borders, I’ve found the real variables aren’t always the method or the agenda. They’re things like: • How important is silence? • How direct are your participants willing to be? • How direct do they expect you to be? Edward T. Hall’s framework of high-context vs. low-context cultures has its criticisms (too general, static, eurocentric) but I occasionally use it with others to make sense of the patterns I observe: 🌏 In much of Asia, hierarchy and silence will often say more than words. Some of the most important shifts I’ve seen happened after the session, in quiet reflection or follow-up conversations. 🌍 In southern Africa, humour has been my greatest asset: laughing with the room opens it. 🇪🇺 In the Netherlands and across northern Europe, bluntness still sometimes catches me off guard, but I’ve learned it’s rarely meant to be rude. In Southern Europe we love to be expressive (and talk with our hands, or at least I do 🤌) but we can be quite indirect: context and relationships will shape the conversation Cross-cultural facilitation isn’t just about the tools you bring. It’s about knowing when to lean in, when to let silence do its work, and when your carefully-worded question needs... a second draft. Curious: Have you ever used Hall’s context theory in your own work, or found that it didn’t quite match your lived experience? What other frameworks can you recommend to read and understand the different cultures in which you facilitate? #Facilitation #CrossCulturalLeadership #LeadershipDevelopment International Association of Facilitators (IAF)

Today we're tackling the million dollar question. We all know that developing our cultural intelligence (CQ) is important. In my earlier posts I established that CQ is linked the success of orgs and individuals, which begs the question: How do we integrate CQ into our programs and culture for the most impact? Here's the bullet point answer: ✅ Embed CQ in leadership training – Move beyond “check-the-box” cultural awareness modules. Tie CQ to decision-making, conflict resolution, and performance management so leaders model it daily. ✅ Design experiential learning – Role plays, case studies, and simulations help employees practice CQ skills instead of just hearing about them. ✅ Measure what matters – Track CQ through engagement surveys, peer feedback, and retention data across diverse groups. Then connect the dots between higher CQ and business outcomes. ✅ Link to career paths – Make CQ competency part of promotion criteria and succession planning. If it influences advancement, people will prioritize it. ✅ Close the loop – Celebrate wins and share stories where CQ improved collaboration, innovation, or client relationships. Nothing reinforces learning like real-world proof. What does it look like in practice? Unilever has woven Cultural Intelligence into its global leadership fabric through programs that anchor CQ within onboarding, leadership training, and talent progression. Early-career participants in initiatives like the Unilever Future Leaders Programme (UFLP) gain exposure to diverse markets and cultures through rotational assignments and mentorship with an emphasis on developing empathy, global perspective, and inclusive leadership skills. For leadership, their workshops, called “Unleash," focus on cultural dimensions such as individualism vs. collectivism and power distance. These sessions are designed to deepen leaders' awareness and to enhance collaborative behaviors. 85% of participants report increases in creativity and cross-team collaboration thanks to these immersive CQ experiences! Unilever’s CQ integration also includes formal governance and accountability structures. Its Inclusive Leaders Programme equips managers with tools to champion equity, psychological safety, and anti-bias behaviors across teams, while a Global Diversity Board steers progress and reviews inclusion metrics quarterly. These programs and other internal initiatives show how Unilever embeds CQ into both the development and the strategic infrastructure that sustains inclusive, high-performance leadership. So what to do? Start small. Pick a goal to start and keep building. Soon you'll see the benefits of a workforce with great CQ. A strength that Unilever states helps them “understand and meet the needs of consumers, identify new commercial opportunities for growth and innovation, and attract, retain and develop the very best global talent.” #CulturalIntelligence #DiversityEquityInclusion #GlobalLeadership #TalentStrategy #OrganizationalCulture

Bridging Direct and Indirect Communication Styles in Global Teams: A Leader's Guide 🤝 🌏 Have you ever sent what you thought was a clear message, only to realize it was interpreted completely differently by team members across the globe? You're not alone. 💭 Imagine a Dutch supervisor giving feedback on a Brazilian team member’s proposal: "This proposal needs significant work." The Brazilian colleague, however, walks away feeling disheartened. 💔 Neither intended for this disconnect—both simply wanted to produce great work. 🎯 Here are four tested strategies I've seen transform global team communications: 1️⃣ Create a "Communication Charter" 📝 Work with your team to document and share each culture's typical communication patterns. Make it explicit: "In Germany, direct feedback is a sign of respect" or "In Japan, suggestions often come wrapped in careful language." 2️⃣ Use the "What I'm Hearing" Technique 👂 When receiving indirect feedback like "Maybe we could consider..." or direct feedback like "This isn't working," practice restating: "What I understand is..." This simple practice reduces misunderstandings in global teams. 3️⃣ Establish Multiple Feedback Channels 💬 Some team members may never speak up in meetings but will share brilliant insights via email or one-on-one chats. Give your team options – it's not about changing their style but creating space for all voices. 4️⃣ Model Flexibility 🔄 As a leader, demonstrate switching between styles. With direct communicators, be clear and concise. With indirect communicators, provide context and be attentive to subtle cues. Remember: The goal isn't to make everyone communicate the same way, but to build bridges between different styles. The most innovative solutions often emerge when diverse communication styles meet in the middle. 🌉 What communication challenges have you encountered in your teams? Share your experiences below. 👇 #GlobalLeadership #CrossCulturalCommunication #DiversityAndInclusion #TeamManagement #GlobalBusiness ______________________________ 💡 Turn Cultural Differences into Your Team’s Competitive Advantage! Ready to build a culturally competent team? Let’s work together to turn cultural differences into strengths! 🌐 Learn more about how Mastering Cultural Differences can help your organization thrive. 🎁 Click the link on my profile to book a complimentary session and discover how we can empower your team to thrive globally.