This document outlines an agenda and presentation on building trust and managing cultural differences in global teams. The presentation covers key challenges in virtual teams like lack of non-verbal cues and difficulty establishing trust. It discusses how trust is built through competence, integrity and concern for others. Cultural dimensions like time orientation and communication style are reviewed, and how they impact trust. Tools for addressing cultural differences like cultural due diligence, mentoring, dialogue and style switching are presented. The document concludes with a team challenge activity and Q&A.

1. © 2017 Berlitz Corporation
Rotary Business School: Trust and
Credibility – A Global Perspective
Presented by Shonda Rae Kohlhoff, MA
Date: June 13th, 2017

2. © 2017 Berlitz Corporation
AGENDA
• Introductions and Cultural Competence
• Trust: A major team challenge
• Building Trust: Why and How?
• When do you lose trust?
• How does culture play a role in trust?
• Four Cultural Dimensions that affect trust
• Tools to address cultural differences and build trust
in teamwork?
• Teamwork Challenge
• Wrap-up and Q & A

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THE JOURNEY OF CULTURAL COMPETENCE

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TOP VIRTUAL TEAM CHALLENGES
In a study of over 30,000 employees the top five challenges
for virtual team members were:
1. Inability to read non-verbal cues (94%)
2. Not enough time during virtual meetings to build relationships
(90%)
3. Absence of collegiality (relationship) among virtual team members
(85%)
4. Difficulty to establish rapport and trust (81%)
5. Managing conflict is more challenging (73%)
Source: UNC Kenan-Flagler Business School and RW3

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TRUST AND RELATIONSHIPS
• How well do we have to know each other in order to work or do
business together?
• How much does our relationship count compared to other business
criteria?
• What is the role of personal trust?

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ACTIVITY: BUILDING TRUST
Trust promotes an effective work environment
Partner Discussion: How have you built trust in your
previous teamwork?
(2 minutes for each person)

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REFLECTIONS ON PARTNER DISCUSSION

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TRUST DEPENDS ON THREE FACTORS
1. Performance Competence: Develop and display Competence
Example:
• Continue reading and learning about new skills, processes, and methods.
2. Integrity
Example:
• Ensure that your actions are consistent with your words. If not, explain the “why”.
3. Concern for the well-being of others
Example:
• Assign mentors to new team members for orientation
• Take time to develop relationships and involve everyone
• Self awareness is key. Know how your preferences and work style impact others
• Ask for feedback
Source: Duarte, Deborah, and Snyder Tennant Nancy, Mastering Virtual Teams.

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One: Performance Competence
• Giving and receiving FEEDBACK. Recognize differences (private or
public) since this can be uncomfortable at times.
• Go DIRECTLY to your colleague to provide effective feedback, rather than
to their boss first.
• Be able to COMMIT and DELIVER. If you are not able to meet a deadline,
communicate this early on (also relates to Integrity).
TRUST ACTIONS: 1 of 3

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TRUST ACTIONS: 2 of 3
Two: Integrity
• Assume POSITIVE intent; avoid conclusions.
• Sometimes we hesitate to ask for help, which can lead to delayed
answers and action or stress. It’s OK to ask for help! ANTICIPATE and
ASK FOR HELP when needed.
• It’s OK to say “I don’t know but I will find out” and “I MADE A MISTAKE”
as long as we show that we are learning from it and want to prevent
others from making the same mistake.
• AVOID FINDING BLAME, focus on solutions to move forward.

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Trust Actions: 3 of 3
Three: Concern for the Well-being of others
• Develop relationships. Take the time to discuss non-business related
topics. Set up weekly, bi-weekly, or monthly calls, if possible, help
colleagues make positive introductions.
• When a teammate is unable to attend a meeting: Set up a DEBRIEF
MEETING to discuss key points, send notes, quick call to review, meet
with person in advance of meeting to relay their points.
• Listen to all ideas; AVOID DISCREDITING the ideas of others.
• Give constructive feedback, giving credit where credit is due,
acknowledge good ideas.
• Provide FEEDBACK PROMPTLY; do not wait a long period in between
action and feedback.

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ACTIVITY: WHAT IN THE WORLD WAS THAT?
In triads, share:
When have you personally
experienced “culture shock” working
with globally-diverse or
geographically-dispersed colleagues,
which resulted in a loss of your
trust?
Each person takes 3 minutes :-)

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INTERCULTURAL TEAMWORK CHALLENGES
1. Building Trust
2. Cultural Diversity

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Culture is what is expected, reinforced, and
rewarded
CULTURE
“The way we do things around here”

15. Culture hides much more than it reveals and strangely enough what it
hides, it hides most effectively from its own participants.
Edward T. Hall

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CULTURE: BEYOND AWARENESS
Unobservable
(Underlying Values)
Observable
Behaviors
Beliefs
* The Iceberg Model* Edgar Schein, MIT

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FRAME OF REFERENCE
How and why we do the things we do
INVISIBLE
• How we think and learn
• How we relate to time
• How we use space
• Sense of identity
• Sense of social affiliation
and obligation
• Core beliefs and values
• Sense of ethics and
morality
Frame of Reference
Assumptions
VISIBLE
• How we communicate
and use language
• Which language we
speak
• Habits and mannerisms
• Dress and appearance
• Food and eating habits
• Religious practices
• Work habits and practices

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Six Levels of Culture
Culture
Organizational
TeamFunctional
IndividualIdentity Group
National/Societal

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THE THREE DIMENSIONS OF CULTURE
Interaction Style Thinking Style Sense of Self
How people tend to
communicate and engage
with others in work
situations.
How people tend to process
information in work
situations.
How people tend to view
identity and motivation in
work situations.
Being | Doing
Fluid | Fixed
Indirect | Direct
Informal | Formal
Instrumental | Expressive
Particularistic | Universalistic
Multi-Focus | Single-Focus
Past | Future
Low Context | High Context
Inductive | Deductive
Linear | Systemic
Control | Constraint
Private | Public
Hierarchy | Equality
Collectivistic | Individualistic
Cooperative | Competitive
Flexibility | Order

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CULTURAL DIFFERENCES WITH TRUST
1. In some cultures TRUST is implicit – you automatically trust the
person to accomplish their task because you have a shared desire to
be successful - TRUST IS LOST when the person does something
that causes mistrust. (deception about completing a deadline, misses
a meeting, etc)
2. In other cultures – TRUST needs to be EARNED. Trust is withheld
until a person shows themselves worthy (relationship built, etc. )

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Task Relationship
Doing Being
• Business takes precedence over
relationships
• Higher level of trust
• Goal/solution-oriented
• Relationships frequently a by-
product of the task
• Short-term relationships common
• Relationship crucial to accomplishing
task
• Lower level of trust
• Relationship/Process
• Value loyalty and harmony
• Long term relationships common
Denmark
Germany
United Kingdom
United States
Argentina
Brazil
Colombia
Mexico
Venezuela
Japan
China
Hong Kong
India
Malaysia
Vietnam
Nigeria
Saudi Arabia
South Africa
Russia
France
Spain

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Relationship/Being Orientation
• GOOD relationships with co-workers are the most important
factor in getting the job done
• Smooth, friendly and POSITIVE interpersonal skills are highly
valued
• Time is SECONDARY to building good relationships
• People tend to be process-oriented
• Time is needed to get to know the counterpart
• People get things done by first establishing trust, gaining
influence and DOING FAVORS for others

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• Take time to get to know colleagues, partners
• Maintain relationships through frequent contacts
• Willing to discuss non-business related topics
Being Working with Doing
• Personal relationship possible, but not until business is
finished. Then you can turn to other topics.
• Recognize the personal boundaries of colleagues
RECOMMENDATIONS
Doing Working with Being

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United States
Denmark
Germany
United Kingdom
Argentina
Brazil
Mexico
China
Hong Kong
Japan
India
FIXED
• Emphasize the importance of defining
and managing time precisely.
• Time is divided into units so it can be
measured and tracked accurately.
• Schedules, timelines and deadlines are
taken seriously, and are considered
binding.
• It is often considered unethical to
"waste" time.
FLUID
• Emphasize time as a loosely defined
and abundant resource.
• Time is neither tracked nor managed
precisely; it is generally perceived as
an organic, flowing process.
• Timelines and deadlines are
considered expressions of intent.
• It is often disrespectful not to "spend"
time.
Nigeria
Russia
Saudi Arabia
South Africa
France
Spain

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FOLLOW UP AND DEADLINES
• Allow yourself sufficient flexibility and time to minimize the number of
unrealistic demands
• Allow for time to repeat instructions, even if they were “clearly” written
out
• Continually check on what was previously agreed to, despite being
“sure” that agreement was obtained
• Remember that time is not always linear in for some people, plans do not
proceed neatly
• Be aware that there could be something that occurs which delays
deadlines and interferes with subordinates completing their jobs as
previously established

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Japan
China
Hong Kong
South Korea
India
United States
Germany
Russia
Denmark
Switzerland
France
Spain
Italy
UK
Canada
Mexico
Colombia
Argentina
Venezuela
Nigeria
South Africa
DIRECT INDIRECT
• Tend to handle conflict in a direct
and explicit manner
• Think conflicts are best addressed
openly
• Believe conflicts and tension can be
positive and constructive
• Associate a direct communication
style with being honest and
trustworthy
• Tend to handle conflict in an implicit
way by avoiding direct confrontation
• Importance is placed on minimizing
conflict and criticism
• Conflict threatens dignity or “face”;
indirectness saves face, protects
honor and avoids shame
• Third parties are used to
communicate delicate issues or
resolve conflicts

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Indirect
“Diplomacy is the best policy”
• Save Face
• Desire to please
• Maintain the relationship
• Feedback is given carefully and
privately
Direct
“Honesty is the best policy”
• Focus on content
• Efficiency
• Point is clear
• Transparency expected
• Feedback can be in front of
others and more negative
CONTEXT

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France
Germany
Spain
UK
Nigeria
South Africa
Brazil
Canada
Denmark
United States
INFORMAL
• Emphasize the importance of
following protocol and social
customs.
• Tendency to have a strong sense
of history, national culture and
tradition.
• There tends to be a stronger
class or hierarchy consciousness
and a respect for rules and
procedures.
• Emphasize the importance of
dispensing with ceremony and
protocol.
• Place a high value on change and
gives minimal significance to historical
continuity.
• Tendency to feel uncomfortable with
social or power differences, seek to
be more direct when communicating
and establish a friendly, relaxed
atmosphere when doing business.
FORMAL
China
Hong Kong
Japan
Russia
South Korea
Argentina
Mexico
Saudi Arabia

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HOW CAN WE OVERCOME CULTURAL CHALLENGES
IN ORDER TO BUILD TRUST?
• Need to understand cross-
cultural differences regarding
communication, and handling
conflict
• Utilize the four key cultural
skills

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THE FOUR KEY CULTURAL SKILLS
YES NO
Cultural Due Diligence
Assessing and preparing for the
possible impact of culture and
cultural difference
Is it reasonable or feasible for my counterpart(s) to change?
YES NO
Cultural Mentoring
Helping others with cultural
adaptation and integration
Cultural Dialogue
Exploring cultural
differences and negotiating
mutual adaptations
YES Style-Switching
Using a different behavioral
approach to accomplish
one’s goals
NO
Model provided by: TMC. A Berlitz Company

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When should I use Cultural Due Diligence?
I anticipate that another’s way of
thinking/working is likely to be
different from mine
I work in a diverse environment
I interact with people in an
unfamiliar cultural context

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When should I Style Switch?
I visit key leaders and decision
makers
I work across cultures, am deployed to a new
country, and interpret in an unfamiliar cultural
environment
I arrive in a new country and
immediately interact with
people I don’t know
I make presentations

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When should I have Cultural Mentoring?
I’m expected to help manage change
throughout a global organization
I lead a culturally diverse team, coach or
mentor others
I participate in the integration of different
organization cultures (i.e. M&A, JV) and
resolve cultural problems and conflicts

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You have been asked for the first time to lead a globally-diverse and
geographically-dispersed team based in five countries on three
continents. Due to budgetary and time constraints you are unable to
meet f2f to launch the team. Although you have sent emails to each
of the team members, you have not yet spoken to them. You are
preparing for your first conference call in three days during which
you need to plan a working agenda.
In triads, plan your strategy for your conference call.
• What will you do to build trust among the team members?
• How will you ensure that communication is effective?
YOUR TEAM LEADERSHIP CHALLENGE

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What does a “global mindset” mean to you?
• Seeing multiple perspectives
• Knowing there isn’t “one best way”
• Respecting others’ values and ways of doing things
• Realizing that not everything is cultural
• Understanding culture is complex and dynamic – don’t over-simplify
• Knowing there is no universal “polite” – what is polite in one culture
may be rude in another culture

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CULTURALLY COMPETENT TEAMWORK
• Avoid the trap of perfection…empathy is the key!
• Search for and establish common ground
• Celebrate and respect the different cultural preferences by
sharing yours and encouraging others to do the same
• Create cultural dialogue to establish rules for your team‘s
behavior based on these preferences
• Be present in the moment and enjoy the journey! Genuine joy
and interest in others builds connection!

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QUESTIONS & ANSWERS

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Thank you for your Participation! 
Come visit us at our booth in the Exhibition hall!
#1232
Email us at culturalconsulting@berlitz.com