How to Help Diverse Teams Thrive: 5 Strategies for Leading with a Multicultural Lens

Lately, while facilitating workshops at companies, I’ve noticed a common theme: frustrated employees and overwhelmed managers. Workers tell me, “I wish my manager would understand me better & take the time to learn more about me and my cultural background.” By the same token, managers are having a hard time even knowing how to start these conversations.

We’re in a precarious, changing environment with weekly news of corporate layoffs. Globally, over half of employees have expressed some level of intent to leave their jobs. Add in the fears that managers have when leading diverse teams—such as being afraid of offending their employees by saying something inappropriate—and it’s clear that leadership is more complicated than ever. 

In order for a diverse team to thrive, it’s crucial that managers understand how to lead with cultural fluency. And this means demonstrating the critical skill of meeting your team members where they are.

Here are 5 ways to help you lead adaptively in an increasingly multicultural workplace.

1. Recognize that most leaders tend to operate from a default mode.

We assume that people are like us and therefore respond as we do in the workplace. When you work with people who have been socialized in a different cultural setting or national culture, they may have a different mindset or an alternate conflict approach to solving a problem.

2. Assume that differences exist.

The first step to being adaptive is to approach each situation as an opportunity to examine how you lead. Flexing is the art of switching between leadership styles to work more effectively with people who are different from you. It’s recognizing when you need to adapt your style in a situation so that you can motivate them effectively. Assuming that there are differences that need to be better understood by both parties will help you practice that adaptive ability, rather than assuming commonality.  

3. Start by identifying your own cultural biases and be willing to adapt your approach.

Work on increasing awareness about your cultural preferences before asking others to examine their own. If you have a more direct, explicit communication style and you’re not getting the response you expect from workers outside of the US (or multicultural workers domestically), consider that some may prefer a mitigated style.

Demonstrate empathy and lead with a willingness to create shared meaning. Along those lines, refrain from labelling the other party’s communication approach until you’ve done some homework to understand the person’s context.

4. Practice the art of inquiry and really listen to feedback.

When in doubt, ask a question and listen to the response. Here’s an example:

“I’ve noticed in the last 2 conference calls that our counterpart from X country office asked for additional detail in our report. How might our team prepare differently for the next update?”  Aim to understand their goals and provide feedback in a nonjudgmental way, and if possible, identify alternative solutions together. And it’s often better to provide feedback in a one-on-one conversation.

Scott, a P&L leader of a global consumer products company, shared with us how a small shift in his relational approach built trust with his country heads: “When I was appointed to lead in the Asia/Pacific region, I used to do everything virtually, including my staff meetings. This backfired when our businesses were blindsided by attrition and morale issues in the local offices. I realized the importance of getting to know each of my country heads individually. I had to re-think my idea of what efficiency meant as I became more adaptive in my behaviors.” He realized that there were no short-cuts to building relationships in the region.

5. Leading across differences requires ongoing practice and intentionality.

Leading across differences takes practice—there is no such thing as a one-size-fits-all solution. Adopting a learning mindset can help you practice and try out different approaches. Working with a coach can help you understand your cultural preferences and how it affects others on the team. When coaching executive MBA students to self-reflect and examine their cultural preferences in multicultural settings, we have seen remarkable, immediate impact in their ability to shift behaviors with their teams.

The Bottom Line

Most of us have a hidden bias for people who are similar to us, and when we make quick decisions, we tend to tap into that bias. This can keep us from seeing the potential of those who employ a different style. When making critical decisions about people, it’s best to remain curious.

Not only is there a significant monetary cost for the failure to engage your people, but you miss out on their latent contributions.

As you navigate this uncertain business environment, these principles will help you strengthen your capacity to lead effectively by building teams that productively engage differences, not suppress them. Whenever you want innovation from a global team, you need to determine how to move the hearts of people in a way that they understand.

Jane Hyun is an interculturalist and leadership strategist for Fortune 500 companies. She is the author of Leadership Toolkit for Asians and Breaking the Bamboo Ceiling, and co-author of Flex/the New Playbook for Managing Across differences. www.hyunassociates.com.

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