Personal relationships and success in managing multicultural and multinational teams: constant feedback and valuing personal competencies

Following up on the previous article (https://lnkd.in/g7nvNqQz), where I discussed the importance of aligning expectations, effective communication, and valuing personal competencies, I will now delve deeper into the aspects related to personal relationships and the success of managing multicultural and multinational teams. In particular, I will highlight two essential pillars: constant feedback and valuing personal competencies. These elements are fundamental to ensuring that all team members feel heard, valued, and motivated, fostering a work environment that encourages individual and collective development.

Constant feedback: the foundation for a healthy relationship

Constant feedback is essential for expectations between managers and teams to be adjusted continuously. In multicultural and multinational teams, where differences in language, culture, and working methods can lead to misunderstandings, feedback plays a crucial role in course correction and strengthening relationships among team members. Feedback is not just a tool for correcting behaviors; it is also an opportunity to recognize achievements, appreciate efforts, and promote improvements.

In culturally diverse teams, feedback can be seen and received in different ways. In some cultures, direct feedback is appreciated and valued as a clear way to improve, while in others, it can be seen as a personal criticism, potentially demotivating the employee. Thus, the manager must be aware of these cultural differences and adapt their approach, ensuring that feedback is always constructive and tailored to the context of the individual receiving it. Well-structured feedback should be clear, objective, and always focused on development, creating a safe and trusting environment for the team.

Actions to adapt the feedback approach

1. Know the employee's communication style: Each person has a preferred way of receiving and processing information. Some prefer direct and immediate feedback, while others need more context and diplomacy. The manager should observe and talk to each team member to understand which communication style is most effective, adapting the feedback to maximize its positive impact.
2. Use individual and collective feedback: Individual feedback is essential for personal development, while collective feedback helps align the entire team. The manager should balance these two types of feedback, understanding when an employee needs more personalized guidance and when it is beneficial to align the team as a whole.
3. Personalize the cultural context: In multicultural teams, the cultural context directly influences how feedback is perceived. The manager must be aware of these cultural differences and adapt their approach so that the feedback is not misinterpreted. This may mean using more careful language in more reserved cultures or being more direct in cultures that value clarity.
4. Focus on future development: Instead of just pointing out what was done incorrectly, it is important that feedback be future-oriented, suggesting ways to improve and providing support in developing new skills. This approach shows that the manager is interested in the employee's growth, not just in correcting mistakes.
5. Establish a recurring feedback cycle: To ensure that feedback is continuous, the manager can establish periodic meetings to discuss employee performance and development. These moments help maintain alignment and ensure that feedback occurs not only during times of crisis but as a natural part of the organizational culture.

The positive impact of constant feedback is visible in the motivation and engagement of the team. When employees receive regular guidance, they better understand what is working and what can be improved, contributing to an environment of continuous learning. For managers of multinational teams, feedback is key to overcoming cultural barriers, building bridges of understanding, and fostering a collaborative environment where each team member feels recognized and valued.

Evaluating the results of feedback is essential to ensure that it fulfills its purpose of promoting growth and alignment. Effective communication must verify that the receiver understood the message as the sender intended, and the same principle applies to feedback. The manager must ensure that the employee understood the guidance and that these guidelines are being implemented. To do this, it is important to observe and continuously review the impacts of the feedback, adapting the approach when necessary.

How to identify when feedback is not bringing positive results

1. No observed behavior change: If, after several feedback sessions, the manager does not observe changes in the employee's behavior, it may be a sign that the feedback is not being effective. In this case, it is important to review the approach and understand if there are barriers preventing the application of the guidance.
2. Demotivation or resistance: When the employee seems demotivated or resistant after receiving feedback, it indicates that the message may not be received constructively. The manager must pay attention to employees' reactions and, if necessary, adjust the tone or method used, seeking to understand what may be causing this resistance.
3. Lack of openness from employees: When employees do not feel comfortable discussing feedback openly or when there is a lack of two-way communication, it may indicate that the environment is not safe for receiving feedback. The manager must work to create a space where employees feel comfortable expressing their doubts, opinions, and even disagreements.
4. Project results or goals not achieved: If the team continues to fail in meeting its goals or improving performance, it may indicate that feedback is not driving the necessary changes. The manager must analyze whether the feedback is clear if the expectations are well-defined, and if there is sufficient support for employees to implement the suggested changes.

Valuing personal competencies: exploring each employee's potential

In a multicultural environment, valuing personal competencies becomes even more relevant. Often, employees from different cultural backgrounds have skills that are not immediately recognized due to communication barriers or a lack of understanding of their capabilities. It is the manager's responsibility to explore these competencies and create opportunities for each person to demonstrate their value. This can be done through individual meetings, where the manager can directly discuss each employee's aspirations, challenges, and strengths.

A clear example is teams made up of members from different nationalities who bring unique experiences from their home countries. An employee with experience in emerging markets, for example, can provide valuable insights that would not be possible for someone with experience only in developed markets. By valuing these competencies, the manager not only enhances project outcomes but also creates an environment where everyone feels important and motivated to contribute their unique skills.

To fully value personal competencies, the manager must go beyond existing skills and develop the ability to identify potential competencies — those skills that the employee does not yet have but have great potential to be developed. This approach allows the manager not only to leverage what each employee already has to offer but also to expand the future potential contribution of each team member.

The manager must be attentive to signs of emerging skills and create strategies to help the employee develop them. This involves not only observing current performance but also knowing each employee's interests, aspirations, and desire to learn. Thus, the development of competencies is not just about leveraging what already exists but about stimulating continuous and targeted growth.

Actions to develop potential competencies

1. Establish personalized development goals: Work with the employee to define development goals that align with both organizational objectives and personal aspirations. These goals should focus on competencies that the employee does not yet have but has shown interest in developing. Setting clear goals helps create a structured path for development and allows progress to be monitored over time.
2. Provide challenges that stimulate new skills: Offer opportunities for the employee to participate in projects or activities that require the development of new competencies. This may include participation in tasks outside their comfort zone, such as leading a small project, giving presentations, or working in areas they do not yet fully master. By being challenged, the employee has the chance to explore new talents and discover skills they did not know they had.
3. Mentoring and coaching: Provide support through mentoring or coaching programs, where more experienced employees or specialized professionals can help develop the identified new competencies. A mentor can provide specific guidance, share experiences, and help overcome challenges, making the learning process more efficient and targeted.
4. Targeted courses and training: Invest in training and courses that align with the competencies the employee wants to develop. This may include technical courses, soft skills workshops, or development programs in specific areas. Access to formal knowledge is a way to accelerate development and empower the employee to apply new skills in daily work.
5. Monitor and provide feedback on development: Regular monitoring is essential to ensure that the employee is progressing in developing their potential competencies. The manager must provide constant feedback, highlighting progress and suggesting adjustments when necessary. This monitoring creates a cycle of continuous improvement, where the employee feels supported and motivated to keep developing.

By going beyond existing competencies and focusing on developing potential skills, the manager not only expands the team's capacity but also contributes to the individual growth of each employee. This proactive approach creates an environment of continuous learning and strengthens the team's commitment to innovation and excellence.

Building solid relationships in global teams

To build solid relationships in multicultural and multinational teams, the focus must be on developing open communication and creating a trust-based environment. In addition to knowing the technical skills of team members, it is essential for the manager to get to know each person more deeply, including their aspirations, desires, and even aspects of their personal life, such as family and interests outside of work. Knowing the individual as a whole, beyond just their work skills, is important for truly understanding the person and adjusting work relationships.

This means that the manager must dedicate time to interactions that go beyond formal meetings, demonstrating genuine interest in the employees' lives. It can be through informal conversations, moments of relaxation, or even individual meetings focused on understanding each person's goals and personal challenges. However, it is important to keep in mind that the level of openness varies greatly from culture to culture. In some cultures, people may be more willing to share personal aspects, while in others, this practice may be considered invasive and inappropriate.

Therefore, the manager must develop cultural sensitivity to recognize how far they can go when seeking to learn more about the lives of team members. In more open cultures, the manager can explore these topics more naturally and directly. In more reserved cultures, it is necessary to be more careful, ensuring that the employee feels comfortable and respected. Respecting cultural differences is essential to create an environment where everyone feels comfortable sharing what they consider relevant, without feeling obligated to do so.

Both constant feedback and valuing personal competencies play fundamental roles in this regard. When employees feel that their skills are recognized and their contributions are appreciated, they tend to feel more connected to the team's goals and more willing to collaborate proactively.

The challenge for the manager is to create an environment that is both inclusive and respectful of the particularities of each culture. This requires not only technical management skills but also empathy, emotional intelligence, and a genuine commitment to people's development. Cultural sensitivity is essential for feedback to be well-received and for competencies to be properly recognized and utilized.

Moreover, investing in interpersonal relationships is what makes it possible to overcome the alignment and communication challenges mentioned in the previous article more effectively. When the manager knows their team well and promotes constant dialogue, they can anticipate problems, align expectations, and foster a genuine collaborative environment. The combination of constant feedback and valuing personal competencies creates a solid foundation for success, both for individuals and for the team as a whole.

Conclusion: the relationship as the key to success

Success in managing multicultural and multinational teams is directly linked to the quality of interpersonal relationships. Constant feedback and valuing personal competencies are key elements to creating a collaborative, productive, and inclusive work environment. By investing in people's development, the manager not only improves individual performance but also strengthens team spirit, promotes innovation, and increases satisfaction in the workplace.

Managers and teams must reflect: how can we improve our relationships and ensure that everyone feels valued and engaged? Are we truly exploring the potential of each team member? Only by strengthening interpersonal relationships and respecting diversity will teams reach their full potential, achieving extraordinary results in an increasingly globalized world.