Navigating Cultural Differences

Valeria, a successful consultant from Argentina, had recently joined Global Partners a prestigious international firm. She had always been confident in her ability to lead, but working with a diverse team from Germany, the U.S., India, and Japan quickly challenged her approach.

During her first major project, Valeria had to present a strategy to a European client. She preferred a flexible and conversational style, focusing on building relationships before discussing business. However, the first meeting did not go as planned.

Hans, her German colleague, expected a rigid agenda with every detail outlined. He believed in doing things by the book and was frustrated by any subtle changes to the plan. Sarah, the American, was fast-paced and results-driven, pushing for immediate decisions. Raj, from India, was polite and deferential, rarely disagreeing openly. Kenji, from Japan, carefully chose his words, avoiding direct confrontation.

Valeria noticed how each person interpreted the deadline differently. Hans saw it as non-negotiable, expecting everything completed well in advance. Sarah viewed it as a goal, focusing on efficiency. Raj and Kenji were more adaptable, waiting to see how the process unfolded before making firm commitments.

Realizing she needed to distinguish herself as a leader, Valeria adjusted her approach. She structured meetings more clearly for Hans and Sarah while creating space for Raj and Kenji to contribute comfortably. She also learned to be more direct when necessary, ensuring that everyone’s expectations aligned.

By the end of the project, Valeria gained the team’s respect. Hans, who initially doubted her approach, told her, “You are more precise than I expected. Well done.” It was a small compliment, but she knew it meant she had successfully adapted to the complexities of an international team.