Dealing with the daily realities of managing global teams is a challenge most leaders today grapple with. To shine as a leader and unlock teams’ full potential, understanding the nuances of running diverse teams is critical. Dr. Tsedal Neeley, a professor at Harvard Business School and expert in organizational behavior, shares 6 effective strategies leaders can take pointers from.
1. Prioritize Cultural Understanding
Leaders often underestimate the importance of understanding local preferences, considering them mere details. This couldn’t be further from the truth. As Dr. Neeley explains, when considering something as simple as communication tools, individual countries might have varied tools of preference. For instance, in Germany, WhatsApp might be the go-to, while in China, WeChat reigns supreme. This isn’t about picking a communication tool; it’s about valuing individual preferences and aligning tools with the local culture.
2. Be Explicit About Work Preferences
Cultural nuances play a pivotal role in work preferences. While some cultures value direct communication, others might prefer a more indirect approach. Recognizing these nuances can be the difference between a successful project and a miscommunicated mess. As leaders, Dr. Neeley advocates for the need to be explicit about these personal and cultural work preferences. This clarity reduces ambiguity and increases team alignment.
3. Recognize the Role of Digital Spaces
The world of work is no longer confined to physical spaces. Digital workspaces are transforming how teams function and collaborate. Dr. Neeley’s research underscores the fact that a “digital mindset” is crucial in this age. This mindset demands that leaders not only be tech-savvy but also understand the nexus between data, technology, and organizational design. Simply put, it’s about weaving technology into the fabric of organizational processes, not merely bolting it on.
4. Appreciate Individual Variation
No two individuals are alike, even within the same culture. Dr. Neeley emphasizes the significance of accommodating these idiosyncratic preferences. It’s not about generalizing a region or culture but understanding the individual variations within them. These subtle differences can significantly impact the effectiveness of a global team.
5. Equip and Train
A leader’s role isn’t just to direct but also to equip. Dr. Neeley outlines the example of Spotify’s finance group, which trained its non-technical employees in using robotic process automation tools. The objective? To drive out recurrent, less valuable tasks and focus on mission-critical ones. This example isn’t about a specific tool but the larger theme: equip your teams with the tools and training they need to be effective in their roles.
6. Communicate with Precision
When interfacing with digital teammates, such as bots or AI agents, precision in communication is paramount. This need for precision isn’t about micromanagement but clarity. Machines don’t interpret; they execute. Understanding this difference is vital, as it directly affects the output of tasks.
Global teams bring a wealth of perspectives and ideas, making them a treasure trove of innovation. However, unlocking this potential demands an intentional and nuanced approach, one that values individual and cultural differences while staying anchored in the core organizational values.