How do you build trust and rapport with team members from different cultures?

I would only like to add is that it's very important to understand the micro cultures developed and how these interact inside something macro as a culture of a country, company or city. The way a 28yo guy whose father is CEO of a multinational interacts with other professionals and his peers will be different than the 32yo guy that is at the same point of the carreer but took more time to finish college and working at the same time.

To build trust and rapport with culturally diverse team members, deeply understanding and managing your own cultural conditioning is crucial and it involves a reflective and continuous process. Regularly assess how your cultural background influences your perceptions and behaviors in the workplace. For instance, if you come from a culture that values direct communication, consider how this might be perceived by someone from a culture that values indirectness. Recognize that your natural reactions and expectations might not always align with those of colleagues from different cultural backgrounds.

Consider adding "preferences' so that the sentence reads "What are the assumptions, beliefs, preferences, and biases that shape your worldview and behavior?" By adding this word, the article may engage more readers who would benefit from reading the article, especially those whose "preferences" are a cover for their biases. Consider adding "experiences" so that the sentence reads "What are the assumptions, beliefs, experiences, preferences, and biases that shape your worldview and behavior?"

I agree that understanding the values, norms, expectations, and communication styles of other cultures is vital to respectful communication. However, such understanding goes beyond the quick fixes that so many trainers are offering these days. A list of what to say and do and what not to say or do is too often provided in place of a process for embedding a culture into your mindset. Such a process requires a neuroscience-based system that creates connections that allow for processing the Big Data of cultural norms and values. Expanding the neural connection boosts not only a Do & Don't of communication styles, but allows for anticipation of response based on values and norms.

Agree that is important to know other cultures (can be another country, city,religion, background, age,etc). But rather than force it and make it something mandatory the first week I would prefer to make it flow and that the regular natural interactions become point of growth and amalgamation of the team. Assuming of course a team that it is open to learn and interactions and most importantly respectful.

Create spaces of psychological safety for cross-cultural interaction. One strategy is to use the indigenous practice of peacebuilding- the restorative justice model -the circle process. Begin with affinity groups and then bring them together for cross-cultural interaction. Utilize ceremony to reveal shared values that ensure connection. Promote communication through storytelling and deep listening. End the conversation with inspirational quotes or meditation that reminds people of their human connection.

I agree with concept of adapting, but I disagree with the example. A leader can adapt their communication style when speaking one-to-one with a team member. However, if a leader assembles a diverse team, they will likely be a group of people with different communications styles and needs. It doesn't seem practical to adapt communication style during a meeting. At best, a skilled leader might be able to use a couple different communication styles, but this won't meet needs of all members. Situational leaders and communicators can use different styles throughout the day. Unless leaders communicate their communication style, team members may get confused and/or claim the leader as disingenuous, and then, trust is not formed.

If you observe varying behaviours in seemingly identical situations, it will mostly be too hard for you to figure out all the nuances. To get started, try to find out if there is a generic option that will always work. For instance: In Germany, people will greet each other hugging, kissing cheeks, or just saying "Hallo", depending on their relationship and the context (private, professional...). But there is one behaviour that will be perceived as appropriate 99% of the time and never offend anyone: Just shake hands!

Do not take common ground for granted but rather accept upfront that there may be very different codes and attitudes. Accept that your own perception may be biased and suppose that there will be situations or utterances you will be unable to interpret on your own. Tell your colleagues what you consider "normal" and why, and ask them to tell you about their own norms and codes. When in doubt, slow down communication and use metacommunication for better mutual understanding. And feel free to laugh about your own intercultural failures!

Le pouvoir du Pourquoi ! Quand on ne sait pas on demande, c'est la preuve de l'intérêt personnel et on ne risque pas grand chose. Donc demander des corrections, des feedbacks permet très facilement de se faire des alliés.

à l'époque où le populisme fait rage, il devient difficile de se rappeler d'apprécier les différences des uns et des autres. Et pourtant, c'est la base de la compréhension de l'Autre. Le but ici n'est pas de valider ou d'invalider un jugement en faisant de l'ethnocentrisme mais bien d'accepter la culture de l'Autre pour ce qu'elle est, de percevoir la différence et de la tolérer (ou pas... à chacun de voir)

Be a good listener: Show genuine interest in others, pay attention to their words and feelings, and respond empathetically. Maintain consistent and reliable behavior: Keep your promises, be punctual, and follow through on commitments to build trust. Show respect and understanding: Be non-judgmental, validate others' perspectives, and treat everyone with kindness and fairness