Feedback enables individuals to grow and develop in their careers, but at times, cultural barriers prevent leaders from truly understanding their employees and how best to present feedback.
As businesses become more global, with 75% still adopting a hybrid working model1, leaders who are unable to recognise these differences risk their message being misunderstood.
With this in mind, the experts at Country Navigator have shared their tips on communication styles, fostering relationships, and navigating the delivery of feedback to an international team.
Chris Crosby, CEO and co-founder at Country Navigator, comments: “Giving feedback to teams is integral for growth and progression in the workplace, but the way it’s delivered can have a different impact depending on the cultural context.
“In order to be a great leader, it’s important to develop cultural intelligence, as this will allow you to be far more successful at navigating and motivating international teams and avoiding any miscommunications. Below, I’ve listed my top five tips for those looking to level up their feedback approach.”
Understand direct vs. indirect communication styles: “Every country has its own communication style, and this is something to be aware of when dealing with international teams. For example, in countries like the U.S., Germany, and the Netherlands, feedback tends to be quite formal and direct. Whereas overseas in Japan or other parts of Southeast Asia, criticism may be delivered subtly. Be sure to adapt your tone when dealing with these different factions so that feedback is clear without offending.
Consider attitudes towards hierarchy: “Again, attitudes towards senior team members differ from culture to culture. In places with a strong respect for hierarchy, employees may feel unable to challenge managers or to express concern about mistakes. Therefore, it’s important to create a culture in the workplace where feedback is encouraged and discussed so team members feel able to respond.
Balance criticism with relationship building: “In some workplace cultures, before offering criticism, it’s important to establish a bit of rapport and trust first. Be sure to take the time to show appreciation when success happens in order to make constructive feedback be received more smoothly.
Private vs public feedback: “Discussing performance more openly in a group setting may be common in some workplace cultures, but this isn’t universal. Some employees may be embarrassed or even find it disrespectful. Be sure to communicate what could be perceived as private or sensitive information on a 1 to 1 basis to prevent any misunderstandings.
Make sure your message is understood: “What might seem clear to you might get lost in translation, and cultural differences can influence how a message is interpreted. When delivering feedback, be sure to encourage employees to share their perspective to ensure you leave the conversation fully aligned with one another.
Chris Crosby finalises by saying: “Cultural intelligence isn’t about memorising rules for every country. Instead, I would say it’s about developing an awareness and flexibility to adapt your communication style depending on who you’re dealing with. When a leader does this well, the relationship with your team is all the more rewarding, where feedback can become a powerful tool for performance across all teams.”