Cross-Cultural Teams

A few years ago, I was in a high stakes meeting with colleagues from Japan. I presented my points confidently, thinking I was making a great impression. But as I scanned the room, I saw blank expressions. No nods. No engagement. Just silence. I panicked. Had I said something wrong? Was my idea unconvincing? After the meeting, one of my Japanese colleagues pulled me aside and said, “Sumit, we really want to understand you, but you speak too fast.” That was my light bulb moment. For years, I assumed that mastering English and business communication was enough to build strong global relationships. But the real challenge wasn’t just the language - it was the rate of speech! Most of us don’t realize that speaking speed varies drastically across cultures. Here’s an eye-opener: ·      In India, we typically speak at 120–150 words per minute. ·      The global standard for clear communication is around 60–80 words per minute. ·      In Japan, where English is not the first language, this rate drops even further. So, what happens when we, as fast speakers, communicate with someone who is used to a much slower pace? Our words blur together. The listener struggles to process. And instead of making an impact, we create confusion. We often assume that if people don’t understand us, we need to repeat ourselves. But the truth is, we don’t need to repeat - we need to slow down, simplify, and pause. If you work in a multicultural environment, here are three things that can dramatically improve your communication: a.   Control your pace: Consciously slow down when speaking to an international audience. What feels “normal” to you might be too fast for them. b.   Use simple language: Smaller sentences. Easier words (vocabulary). c.    Pause & check for understanding: Don’t assume silence means agreement. Ask, “Does that make sense?” or “Would you like me to clarify anything?” I’ve seen professionals struggle in global roles - not because they lack expertise, but because they fail to adjust their communication style to their audience. I’ve also seen leaders who thrive across cultures, simply because they master the art of respectful, clear, and paced communication. If you want to succeed in a global workplace, rate of speech is not just a skill - it’s a strategy. Have you ever faced challenges due to differences in speaking speed? Let’s discuss. #GlobalCommunication #CrossCulturalLeadership #EffectiveCommunication #SoftSkills #CareerGrowth #WorkplaceSuccess #HR

Speaking English as a second or third language is a big deal. It means a person has worked hard, often over decades, to learn a language other than their mother tongue. Multilingualism takes skill, passion, and dedication. Sometimes, multilingualism even takes courage. According to research by Curtin University, non-native English speakers outnumber native English speakers (understood as anyone who speaks English as a first language) by 3 to 1 globally. Yet, non-native English speakers face massive discrimination in the workplace worldwide. Linguistic racism takes many shapes. It is often based on accent, dialect, and speech patterns, and it has damaging effects on people, causing them to lose confidence not just in their ability to speak English, but in their ability to perform professionally in general. If you work with someone who is a non-native English speaker, here are some things you can do to help ensure linguistic inclusion: Adjust your language: ✅ Speak clearly and slowly. ✅ Avoid using slang, idiomatic expressions, or examples that rely on cultural knowledge. Instead, use neutral language that is easy for anyone to relate to and understand. ✅ Be direct. And, if the answer is NO, say so clearly. Indirect responses are polite in the English-speaking world but are often confusing to non-native speakers who may not yet be equipped to read between the lines. ✅ Supplement your words with gestures. Nonverbal communication can help non-native English speakers better decode what you are saying if they are having a hard time understanding you. 🛑 Whatever you do, do not turn “their English” into a problem. Communication is a two-way street. So, if you’re communicating with a non-native English speaker, you share responsibility for that communication’s success or failure. Let’s stop thinking of multilinguals as having a “language barrier” and instead start acknowledging their superpower to see the world through the lens of more than one language and culture. ❤️ #multingualism #English #language #communication

🌍 New Series: "Mind the Gap – PR & Communication Across Borders" Ever tried launching a PR campaign in another country and thought, “Wait… why did that land like a lead balloon?” You're not alone. As someone who's navigated international communication for a while, I’ve seen firsthand how cultural nuance can make—or break—a message. So I’m kicking off a new series exploring how PR and communication differ around the globe. 👉 First up: Germany vs. the USA U.S. Communication: Enthusiastic, emotional, and yes—peppered with exclamation marks!!! Storytelling is king. Personal anecdotes and a strong “why” lead the way. Positivity sells. Even problems get rebranded as “growth opportunities.” German Communication: Direct, precise, and suspicious of unnecessary fluff. Facts first. Then more facts. Then a few more, just to be safe. Understatement rules. If a German says something is “not bad,” it might be worthy of an award. Example: An American press release might open with: “We’re thrilled to announce our exciting new partnership that will revolutionize the industry!” A German version? “Company A and Company B have entered a partnership effective May 15. Objectives include market expansion and product development.” Both are correct. Neither is wrong. But the context is everything. Takeaway: If you're crafting messages across borders, remember—it’s not just about what you say, but how it’s heard. ✨ Stay tuned for more posts comparing global comms styles—from Japan’s silence-as-a-power-move to Brazil’s beautifully fluid approach to formality. Have you run into cultural communication quirks in your PR work? I’d love to hear them! Chris Prouty, tell us about your experience as a US PR pro, please. #PR #Communication #CrossCulturalCommunication #Germany #USA #GlobalMarketing #Storytelling #Localization #InternationalBusiness

In the West, trust often begins with capability: “Show me what you can do, and I’ll believe in you.” But in Japan, it starts with character: “Let me understand who you are, then I’ll trust what you do.” At monoya, we’ve felt this difference deeply. When we first started engaging with Japanese partners, we expected our portfolio and success stories to do the talking. They didn’t. Meetings were polite but reserved. Decisions moved slowly. Then we shifted gears—less pitching, more listening. We invested in relationships. We showed up consistently. We respected silence and patience. Over time, trust started to build—not because we talked about our work, but because we shared our values. One moment that stands out: a partner told us, “What mattered wasn’t your proposal—it was how you carried yourself.” That stuck with us. In Japan, trust isn’t built in the boardroom—it’s built in the in-between moments: over dinner, during shared silences, through consistent follow-ups. It’s relational, not transactional. For global teams entering Japan, remember: trust here is earned slowly, but it’s rock-solid once it’s there. Have you experienced this cultural shift in trust-building? I’d love to hear your thoughts. #Trust #JapanBusiness #CulturalInsights #monoya #CrossCulturalLeadership

In multiracial institutions I often tell folks that conflict is often experienced like something "wrong" is happening. Instead, I feel like we need to distinguish between conflict and tension AND we have to look at both as places where we can get strategically better. I built a thing called the conflict quad. The quad explores broken commitments, differing beliefs, differing styles, and differing roles. Those are the four places I see us not make great distinctions. 90% of the workplace conflict I mediate has to do with two people trying to make each others beliefs the same by hook or crook OR a belief that a commitment has been broken that was never made but implied as a result of differences in definitions of a thing. Not just these weeks, but in the next years, institutions will have to make their core beliefs clear. That way, folks in partnership with you know what they are signing up for. In addition to core beliefs, you will want to be really specific on beliefs around money, violence, capitalism, professional partnership, pace of change, information, decision making rights, access to decision makers, privacy - just a litany of prevalent issues and have them as a part of your foundational documents. In their absence, everyone in a professional partnership makes up their own perception of those beliefs based off their own point of view. That messiness is either paid before or during the course of working with people.

“I spend a big part of my time solving cultural gaps between members of my team." A global leader said to me. “That’s the reality many global leaders face”, I replied. Leading globally is not just about driving results or setting direction across cultures. It also requires you to become a MEDIATOR within your global team and resolve tensions that may arise. To mediate effectively, leaders need to develop cultural neutrality - the ability to see situations through multiple cultural lenses without taking sides. For example, leaders can help their team mediate communication differences: 🔸When some team members complain that others are “too direct,” leaders can explain that they are not trying to hurt anyone - they simply value clarity and efficiency. 🔸When others feel that some colleagues are “hiding information” or “avoiding the real issues,” leaders can clarify that they are trying to avoid causing offence and maintain harmony. And that’s not easy! Because leaders are also shaped by their cultural backgrounds. So here are my 3 quick tips for leaders who want to develop greater cultural neutrality at work: 💡 Gain a broader perspective in EVERY situation and avoid prioritising any single culture 💡 Recognise cultural patterns at play and know the research behind what you see 💡 Propose creative solutions to bridge the gaps EARLY, as this can prevent tensions from escalating into conflicts that would later require mediation. Have you ever found yourself acting as a “cultural mediator” in your team? What helped you navigate that role? Share your experiences in the comments below! #culturalmediator #globalmindsets #globalleaders

Silence is not the absence of thought or engagement. It is often the incubator of great ideas. As someone who is naturally more reserved and quiet, I've often stumbled to speak in meetings, especially early on in my career. The louder voices tend to dominate the room, creating an intimidating environment where contributing feels akin to entering a yelling contest. Over time, I moved past this by developing my own strategy including preparing points beforehand, gathering my thoughts before speaking, writing detailed notes and sending them out after meetings, and asserting myself in a calm manner that felt natural to me. I wanted to write this post as a reminder for those who often hold the metaphorical microphone, to make room for the quieter voices in meetings. These individuals, often younger or part of minority groups typically bring unique observations, shaped by their distinct experiences. You can make meetings more inclusive by: 1. Establishing Company Meeting Norms: This can involve setting expectations for how meetings are conducted, including scheduling, setting agendas, participant list, rules of engagement and making it a must to distribute relevant information in advance, allowing everyone to come prepared. This also makes them more efficient ;) 2. Assigning a Facilitator: It's useful to have a designated person for each meeting to ensure smooth operation. They take on this role to ensure different opinions are heard, notes & action items are taken, and overall, that the meeting runs both efficiently and effectively. This role alternates between meeting attendees, and creates a collective sense of responsibility. 3. Creating Space for Silence: Instead of rushing to fill every moment with words, allow moments of silence after prompts and issues/challenges are presented. This gives people a chance to process information, formulate their thoughts, and contributes to a less pressured environment, often allowing for a more conclusive conversation. How do you include quieter voices in your meetings/team discussions? Share your strategies below! 👇🏼

“Let’s celebrate our differences!” — easy to say when you’ve never actually had to WORK through real differences. Here’s the thing: Real differences don’t feel like a celebration. They feel messy, uncomfortable, even threatening. 🧠 Our brains are hardwired to detect difference as potential danger. When someone thinks, works, or communicates differently than we do, our first instinct isn’t to embrace it—it’s to resist it. Recently, I worked with a team trapped in conflict for years. The problem wasn’t competence or commitment. It was cognitive diversity they didn’t know how to handle. 👉 One part of the team was task-focused—eager to get to the point and skip the relational aspects of collaboration. 👉 The other part was relationship-driven—prioritizing emotional connection and dialogue before diving into action. Celebrate their differences? Not likely. 🚫 The task-focused group saw the others as emotionally needy attention-seekers. 🚫 The relationship-driven group saw their counterparts as cold and disengaged. So, what changed everything? Not a shallow celebration of their diversity, but finding their common ground. 🚀 I used my D.U.N.R. Team Methodology to transform their conflict into collaboration: 1️⃣ D – Diversity: we explored their differences without judgment and recognized the strengths in both approaches. 2️⃣ U – Unity: we found their shared purpose—every one of them cared deeply about the team’s success, just in different ways. 3️⃣ N – Norms: we co-created practical norms that guided their interactions and set clear expectations. 4️⃣ R – Rituals: we introduced rituals to honor both styles while reducing friction and fostering collaboration. The real breakthrough? Not pretending their differences were easy, but building bridges through shared values. My honest take: If you’ve truly worked through real differences, you know it’s not about celebrating them—it’s about navigating them with care and intentionality. 💡 Celebrate your common ground first.  That’s how you unlock the power of team diversity. What’s your experience with managing real differences on a team? 🔔 Follow me for more insights on inclusive, high-performing teams. ___________________________________________________ 🌟 If you're new here, hi! :) I’m Susanna. I help companies build an inclusive culture with high-performing and psychologically safe teams.

„Companies spend millions on antibias training each year in hopes of creating more-inclusive—and thereby innovative and effective—workforces. Studies show that well-managed diverse groups perform better and are more committed, have higher collective intelligence, and excel at making decisions and solving problems. But research also shows that bias-prevention programs rarely deliver“, schreiben Joan C. Williams und Sky Mihaylo in der Harvard Business Review. Statt auf ineffiziente Programme fokussieren die Autorinnen auf Möglichkeiten, die einzelne Führungskräfte in der Praxis haben, um Vorurteilen entgegenzuwirken und Diversität zu verwirklichen. Es beginnt für sie damit, zu verstehen, wie sich Voreingenommenheit im Arbeitsalltag auswirkt, wann und wo ihre verschiedenen Formen tagtäglich auftreten. Das Motto: „You can’t be a great manager without becoming a ‚bias interrupter‘.“  Ihre Empfehlungen gliedern Williams und Mihaylo in drei Hauptpunkte. ▶️ Fairness in hiring: 1. Insist on a diverse pool.  2. Establish objective criteria, define “culture fit” (to clarify objective criteria for any open role and to rate all applicants using the same rubric), and demand accountability.  3. Limit referral hiring.  4. Structure interviews with skills-based questions.    ▶️ Managing Day-to-Day:  Day to day, they should ensure that high- and low-value work is assigned evenly and run meetings in a way that guarantees all voices are heard. 1. Set up a rotation for office housework, and don’t ask for volunteers.  2. Mindfully design and assign people to high-value projects.  3. Acknowledge the importance of lower-profile contributions.  4. Respond to double standards, stereotyping, “manterruption,” “bropriating,” and “whipeating (e.g., majority-group members taking or being given credit for ideas that women and people of color originally offered). 5. Ask people to weigh in. 6. Schedule meetings inclusively (they should take place in the office and within working hours). 7. Equalize access proactively (e.g., if bosses meet with employees, this should be driven by business demands or team needs).   ▶️ Developing your team: Your job as a manager is not only to get the best performance out of your team but also to encourage the development of each member. That means giving fair performance reviews, equal access to high-potential assignments, and promotions and pay increases to those who have earned them. 1. Clarify evaluation criteria and focus on performance, not potential.  2. Separate performance from potential and personality from skill sets.  3. Level the playing field with respect to self-promotion (by giving everyone you manage the tools to evaluate their own performance).  4. Explain how training, promotion, and pay decisions will be made, and follow those rules. „Conclusion: Organizational change is crucial, but it doesn’t happen overnight. Fortunately, you can begin with all these recommendations today.“ #genderequality #herCAREER

We all have our unique communication style. And this can sometimes be a problem… At my core, I am naturally direct—I prefer getting straight to the point and value concrete solutions. This direct approach was perfectly acceptable in my country, Ukraine. But it was not as well received in England, where I moved at the age of 21. Gradually, I adapted to my new environment. “I think you are wrong” transformed into “with all due respect,” and “Your idea is bad” evolved into “Could we consider other options?”. The experience of working in an international context, with people from all over the world, has taught me that: 1️⃣ There’s no universally “good” or “bad” communication style; what’s effective in one culture might not be in another. 2️⃣ The greatest skill lies in knowing when to pivot between directness and subtlety, especially in multicultural settings. 3️⃣ Adapting your style doesn’t mean sacrificing your core identity; it’s about building bridges across borders. For a deeper dive into cross-cultural communication, I recommend reading “The Culture Map” by Erin Meyer, where she deciphers how culture shapes communication styles. To learn more about my personal journey in this realm, check out my latest speech on the topic at the International Geneva Toastmasters. 👇 #CommunicationSkills #CulturalIntelligence #communication #CrossCulturalCommunication #CulturalAwareness