Skip to 0 minutes and 6 seconds So if I look at advice perhaps in terms of managing multicultural meetings where you’re not all in there in the same location. If you’re all in the same location, it is much easier to pick up on body language and things that are on the nonverbal communication now having said that these days with technology and video conferencing it is easier to actually be able to pick up on on some of those cues so obviously where possible if meetings can be held using video conferencing that makes a big difference but that alone doesn’t necessarily address the the issues that you can have.
Skip to 0 minutes and 48 seconds One of the things I think that’s important to do is in these discussions is to make sure that each participant is given time to actually talk and express themselves. Active listening as well making sure that that points are taken on board you enable people to participate and you don’t just assume that people aren’t participating because they’re disinterested or they have nothing to say. Because often in multicultural teams that that isn’t the case there are some cultures that are very direct and are quite happy to be very involved in some in some of these meetings but don’t necessarily see that that there are other cultures that don’t quite operate in the same way.
Skip to 1 minute and 37 seconds A lot of people make adjustments to try and and conform to what they feel is the norm in terms of whatever meeting they’re in but the language dimension I think actually creates a that additional barrier is so it’s all about trying to take all that into account and make sure you you create space for people to talk
Skip to 2 minutes and 14 seconds One of the ways we do of course is we employ local staff overseas. So, that actually we are embracing the culture there but at the same time then working very closely with colleagues within the UK so any staff that we have overseas for example would be directly line managed by somebody within the UK. We have regular visits to sites overseas and our staff from overseas will come over to the UK and and so building that team approach and obviously the wonders of technology were able to do that in all sorts of different ways without getting on an aeroplane as well. I suppose the question I’d be asking my leader and my immediate superiors would be what is it they want?
Skip to 3 minutes and 10 seconds Because some organisations will scale and move where they take their recipe and what they tend to do is to roll it out across the world, and the recipe is as uniform as you can get independent of geography why they might do that is because their organisational culture might be particularly strong, it might be the basis of their competitive advantage.
Skip to 3 minutes and 33 seconds So what the senior leadership team might be looking for is the extrapolation of that culture across a bigger geographical footprint so if I know that’s what I’m going to do then that might be how I would then take my role forward in the different cultural setting conversely the view might be that the recipe needs to be different in a different organisational cultural setting because that society is fundamentally different.
Skip to 4 minutes and 4 seconds So I think the first thing is what is it my leaders are looking for me to do are they looking for me to extend the core culture to a different geography or are they looking for me to create an enterprise the beats to the drum of the prevailing culture for whatever reason I think one of the one of the things that is really is to embrace diversity. What I mean by that is really have the sort of curiosity to learn about the different cultural values. Learn about the different cultures that you have in your organisation.
Skip to 4 minutes and 43 seconds So I think if you have that kind of interest in learning about it yourself and you work with people in your organisation and talk to people in your organisation about their different cultural values, that actually helps. You can show empathy you can get a lot more out of people if from both perspectives, in fact you you get a better understanding of each other and how your cultural values affect how you interact with others and and how you work with others.
How do you manage a team when you are not based in their country?
What issues might you encounter when managing a team based in another country and how can you overcome them or prevent them entirely?
Watch Chris Isotta, Magi Hoppit and Simon Haslam talk about their experiences of managing teams based in different countries.
What three bits of advice would you give to a new manager whose team is not based in the same country? Share your thoughts below.
Read through several of your fellow learners’ comments. Pick a piece of advice that one of them has given and explain why you find it useful.