Incompetence, Lack of Respect or Just Cultural? How Cultural Expectations Can Make You Misjudge Your Team Member’s Work

As a global team manager, have you noticed how your team members can see basic things like reporting differently from you? This can easily lead to serious problems if you end up misjudging their competence, motivation or intentions. 

We often believe we understand the "right way" to do things at work. But what does that indeed imply? Typically, it means you are familiar with the standard practices of your profession and the usual methods within your team that usually work in your cultural surroundings. It's understandable for you to expect your team to adhere to these norms. 

However, it's crucial to communicate your expectations to them, especially when your team members have different cultural backgrounds. It's easy to overlook that the "right way" can vary significantly based on cultural context.

If you desire your team to operate in a specific manner, it's essential to reflect on the following:

Have you effectively communicated and clarified your expectations to your team members? And have you considered how these expectations might diverge from what they're accustomed to?

While this might initially feel like bearing an undue burden for the actions of other professionals, especially if some team members aren't meeting your expectations, it's vital to remember the global context. Given our diverse backgrounds, varied expectations, and unique workplace experiences, there can be multiple perceptions of what constitutes "the right way" to do things.

It's easy to misinterpret specific actions of the team as incompetence or disrespect, but the underlying reasons might differ from your initial assumptions. With cultural competence, you can learn to spot these discrepancies and rectify the situation so that you and your team feel great about working together in ways that work for everyone.

Discrepancies in understanding the "right" way to handle tasks can result in missed opportunities, decreased efficiency, and unforeseen tensions within a team. This article will highlight a reporting-related scenario viewed from multiple cultural perspectives. By recognizing these potential pitfalls, you'll be better equipped to bridge gaps in expectations and guide your team towards a unified understanding of the "right way" to approach their work.

Why asking for a report can lead to different results in different cultures (Examples of cultural differences)

If a manager and team member both follow their own practices and ideas, this can lead to misinterpretations.

How it looks depends on the cultural perspectives involved. Let’s look at an example of a team member reporting to a manager from two sides of the equation. 

Example 1: Suresh, a team member with a background in a hierarchical working culture, reports to Sarah, an international team leader with a background in an egalitarian working culture.

Suresh meticulously gathers the requisite data for the quarterly report. He believes it's his duty to present these figures 'as is' to his manager. 

In his culture, the role of the subordinate is clear - provide the data. With a broader perspective and decision-making power, the manager will analyse this data, draw conclusions, and decide the next steps. For Suresh, it's not his place to add his own interpretations or suggestions to the superior in the hierarchy.

Sarah is perplexed when she receives the data from Suresh. She is used to her subordinates not only providing the raw data but also drawing conclusions and suggesting action items. She feels that those closest to the data often have the best insights. Feeling frustrated and disappointed, she wonders if Suresh fits his role.

What to take away from this interaction? First, our misinterpretation of intentions and expectations can have grave consequences for team members unless we discover the cultural differences at play. 

Second, it takes cultural competence to realise that when a team member from a hierarchical culture presents information, they operate from a place of respect and duty. For them, giving raw data without personal analysis can be a sign of trust in your decision-making capabilities as a team leader.

But what if the roles and cultures are reversed? Let’s run through that scenario next.

Example 2: Matt, a team member with a background in an egalitarian culture, reports to Mr. Lee, an international team leader with a background in a hierarchical working culture.

Matt believes in a collaborative approach. When preparing his report, he compiles the relevant figures and includes an in-depth analysis and conclusion, outlining potential strategies and actions. He believes in proactive problem-solving and sees himself as an equal contributor to the team.

Mr. Lee feels slightly affronted when he reviews Matt’s report. In his cultural context, conclusion and decision-making are reserved for those at the top. To him, Matt's proactive suggestions appear to overstep boundaries. He doubts whether Matt understands his place within the team hierarchy, which decreases Matt’s value in his eyes.

What to take away from this interaction? In contrast to the first example, a team member from a non-hierarchical background is equally trying to be respectful and professional when they offer conclusions or suggestions. They're actively participating in shared responsibility, aiming to offer as much value as possible.

As a team leader, your challenge (and opportunity) lies in recognising these nuances and guiding each member to a middle ground where everyone feels valued and understood while getting the input you need. 

Here's What You Can Do:

Be open to different perspectives: Instead of assuming that your multicultural team members approach tasks your way and judging them according to your cultural standards, be open to different approaches. 

• Engage Actively: Initiate dialogues with your team members. Understand their cultural perspectives and set clear expectations for the tasks.

Set a Uniform Reporting Format: While valuing individual cultural nuances, establish a format that best serves the purpose. Perhaps it blends both approaches – raw data coupled with preliminary analysis.  Clearly conveying both the 'what to do' and 'how to do it' is crucial for effective communication. While defining the task or objective is important, guiding the approach or methodology often leads to better alignment, understanding, and successful execution.

Educate Yourself on Cross-Cultural Leadership: Training sessions or consultancy can offer beneficial tools and techniques for you and your team in handling specific cultural challenges.

• Stay Adaptable: The global landscape and your team are ever-changing. As you understand more, be ready to iterate on your strategies.

Remember, irrespective of their cultural background, each team member looks up to you for direction. In a global team, culturally biased assumptions and expectations of what is the “right way to think and do things” often lead to friction and poor performance. 

That is why you should spend more time communicating work practices and expectations than with a mono-cultural team. Though this might initially seem like an added challenge, well led international teams have the potential to outperform all other teams. 

What to do next? Simply reading this article won’t achieve any lasting results in your team, but you don’t have to try to do everything yourself. 

Don’t hesitate to reach out if you need a deeper dive into specific challenges or strategies tailored to your unique team or are looking for a framework for how to support them. Let's work together to create a cohesive, efficient, and truly global team.

Contact me directly for a focused consultation, and let's ensure your team's success across all borders. Send an e-mail to [email protected] .

Other articles that might help you in your journey:

• Beyond the Façade: Navigating the Silent Nuances of Collectivist Workplaces 
• How to Build Interpersonal Trust Within Your Team: 14 Core Tips for International Team Leaders