To be successful in the current marketplace you need to be able to lead global teams effectively while not inhibiting their motivation and innovation.  The question is, how do you recognize the level of your team and how do you capitalize on their differences. 

            Global teams are formed with a vision of where the organization would like to be in the future.  A strategy is created to obtain those ends and finally a mission statement presents itself at a high level creating a sense of urgency to reach these goals.  These teams were probably formed with a great deal of thought and due diligence so as to achieve results very quickly.  The dynamics of team growth and development are very different today.  Teams are global in nature and cultural dynamics need to be taken into consideration for teams to grow into high performance teams.

Initially these global teams don’t work well.  There is a learning curve in understanding different cultural norms, traditions and customs.  It’s a collaboration of ideals and exchange of thoughts and feelings which help teams move from a stage of formation into one of normalizing.  But, this doesn’t happen unless there is open discussion, exchange of dialogue and communications which allow a bit a brain storming, and airing of differences.  Mutual respect is required and open thoughts for all members to voice their concerns, discuss their differences and finally appreciate the skills and unique knowledge they bring to the team.  The really interesting part about this phase is understanding some cultures have difficulty allowing for expression of feelings and also for being candid.  It’s a very fine line a leader walks in pulling global teams together but ones who understand cultural norms are more successful.  It is understanding those differences and being able to leverage them which make the global leaders successful.  But, the key differentiator in exceptional team leaders and high performance teams is the insight leaders have in understanding when they need to get out of the way and let the team thrive on their own synergy.

At this point, global team leaders become global team coaches.  Their roles change and the team becomes truly high performance.  The high performing global team becomes self sustaining exhibiting behaviors which are recognized by the entire organization.

http://www.youtube.com/watch?v=RO_UECfjzbs

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About the author

Peter Samardak

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