Building Effective Global Networks Across Cultures

In this article, I prescribe 10 things to maximize your global networks, conferences and coalitions. I write to leaders who initiate platforms, as well as participants who want to benefit from them.

Are Conferences Broken?

Have you ever attended an international conference or attempted to build a global coalition? One that spans cultures, races, languages and backgrounds?

Do you get frustrated when you don't achieve much or derive value, despite the depth of experience in the room?

I will share ten things to do differently. If you apply them, you will excel at forging collaboration, building bridges and mining networks.

1. Start with Cultural Understanding.

A global group will have people from different backgrounds. Therefore, begin with a preliminary session in small groups. Let each participant spend a few minutes discussing how work is done in their culture. Let them explain things that could be misconstrued, as well as common generalizations.

Starting conversations from a place of shared experiences sets the tone for a global group. It softens cliques, breeds understanding and prevents offence. For instance, you may better appreciate why some people prefer not to fix meetings on Sundays or Fridays (for religious reasons), or why some insist on elaborate consultation while others go straight to the point.

2. Proceed From a Common Vision.

Every working group ought to define clear objectives ab initio. There will be those who need structure. They want to allocate time on their schedules and prepare for meetings using pre-agreed agenda.

While this is hard to do, also be strict about timelines. This is because in a high functioning group, time is one resource you cannot waste or take for granted. When people commit to doing things within a time frame, chances are they've scheduled other things outside of that slot. So, use the dedicated hours you have been given and if you must, deploy time keepers.

Circulate pre-reads beforehand encouraging comments, and employ breakouts to cover concurrent agenda items within the same time slot.

3. Design Deliberate Networking Sessions.

Never assume networking will happen spontaneously. There will be introverts within the group, as well as non-native language speakers who might feel overwhelmed. So as much as possible, network in small groups to ensure everyone is heard.

Forbes Business Council has an exemplary networking model we can learn from. Council members meet virtually on a quarterly basis, and there is a session for breakouts. A small group allows you to form deeper connections. And, the number of follow up calls and business enquiries that emerge from those groups is quite high.

4. Build Momentum With Quick Wins.

No one wants to be in a group that achieves nothing. Therefore, prioritize items that can be accomplished quickly. Publicize those things, so you can use the momentum to push harder things forward.

5. Acknowledge the Hardworking.

In every network, there are the charismatic and then, there are the committed. (Of course, you will find a blend of both.)

Charismatic individuals are loud and often show up during the more public aspects of a network. However, the committed do the hard work, often behind the scenes.

Ensure you do not take contributors for granted. Acknowledge their work and if possible, support their own endeavours too, when they need help.

6. Identify Paid Roles.

As a coalition grows, there are some roles that may require full time commitment to maintain excellence. The two most common are Administration and Communications.

Admin keeps the wheels turning while comms helps you to attract funding, elicit participation and demonstrate impact.

7. Move Slowly to Accomplish Much.

Achieving consensus in a diverse group is an art, especially when there's a fear of change or some people do not feel represented.

One way to foster cohesion is through pre-meeting consults and committees. These are vehicles that carry people along. Another way is to communicate and share often. Distribute detailed meeting minutes and form WhatsApp groups. Do what you need to to make people feel included, including waiting for them to express their views.

8. Let Others Take Credit.

You will attain more buy-in within a diverse group if people are willing to share credit. But document your own contributions for posterity. People tend to forget after a while.

9. Provide Food.

I know this is an unusual point but in some cultures, you will have more success with deliberations when there's food present. It has a way of making people feel more cheerful and mellow. They argue less after a great meal and are more amenable to agreement. Ahead of crucial meetings, serve good chow first, if appropriate.

10. Agree to Disagree.

You won't be at every meeting or have a say in every decision. Learn to let things go and to accept the group's outcomes, unless an item is particularly harmful.

Finally, it's okay to vote. You will rarely attain 100% agreement, so when items becomes contentious, first adopt the things that can be lived with, before coming to the deal breakers. People feel better when they have agreed on some items before getting lost in the weeds. Talk through issues, and if there is still no meeting point, call for a quick poll.

In Conclusion

The things you do to prepare for a collaboration are critical. Spend time on preliminary matters and don't jump in without first laying a foundation of team building and defining a shared vision.

Remember, you can't please everyone. But the nature of collaboration is the willingness to live with the greater good. Notwithstanding, if something deeply offends your core, exercise your right to quietly exit the group without bad blood.

Thank you for reading.

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