When a Chinese-American coachee recently shared her experience with the communication style differences between herself and her new Swedish team—what she described as the challenge of "bluntness"—I was reminded of my own experience with Northern European directness. It took me back to an online briefing meeting for a major Google summit in Copenhagen, with over 50 senior attendees from different offices across the region and the main organizing agency leading the session.
About halfway through, the unmistakable sound of furious typing broke through—someone had clearly forgotten to mute their microphone. You could feel the collective frustration building as the clacking continued in the background while the speakers carried on in the forefront, but nobody dared to say anything—until one of the Dutch organizers stopped her presentation and said, “Whoever is typing, that is obnoxious and super annoying. Please stop, mute yourself, or leave.” Those were her exact words.
Now, this wasn’t just any ordinary moment of workplace tension. The person who forgot to mute themselves (and let’s be fair, this was pre-COVID, so we were all still learning the whole muting-unmuting etiquette) was most likely a senior Google leader, as 80+% of the attendees were speakers and panelists at the event, all of whom were senior people. The presenters from the agency were younger, likely more junior, and were also the service providers. But they didn’t care about hierarchy, titles, age, or the fact that they were technically speaking to their customer. They were annoyed, knew everyone else was too, and just wanted the typing to stop. And guess what? It worked.
The room went silent. Those of us sitting in Dublin were stunned, wide-eyed, and a little amused. We all felt the same level of irritation, but none of us would’ve actually called it out so bluntly. That’s the beauty (and shock) of Dutch directness. They say what everyone’s thinking but wouldn’t dare to voice. It’s a perfect example of how cultural nuances can shape leadership and communication styles in a global environment.
Ah, the joys of cultural diversity... In the Netherlands, honesty and directness often trump hierarchy, whereas in other cultures, respecting the chain of command and authority is almost sacred. While some might view the organizer’s comment as rude, from her perspective, the real offense was the loud typing that disrupted the briefing. This is precisely why I find cross-cultural leadership so fascinating. It’s the intricate dance of understanding how different cultures perceive authority and communication and the power that comes with appreciating these nuances.
Why Cross-Cultural Leadership Is Such a Challenge
Take the Chinese-American client I mentioned earlier—he faced a real challenge after moving to Stockholm and leading a team of Swedish employees. Coming from a culture where respect for hierarchy is non-negotiable, he was caught off guard when his team members openly challenged his decisions and treated him as “just one of the guys.” In Sweden, leadership emphasizes equality and collaboration. It’s less about issuing orders and more about facilitating discussions and building consensus. As a result, my client, who was used to a clear top-down communication style, found himself navigating the complexities of an environment where his team expected to be consulted on every decision.
Interestingly, a Portuguese client of mine who works at a China-headquartered global company shared a fascinating experience about the Chinese approach to business dinners. He explained that in such settings, your position at the table is everything. The seating arrangement is meticulously planned along specific axes, and your diagonal and proximity to the host reflect your seniority and importance within the organization. Simply showing up and taking any seat—or worse, sitting somewhere you haven't earned the seniority to occupy—would be a breach of respect. Without understanding this cultural nuance, you might unknowingly offend someone or misrepresent your status. For him, this was a stark contrast to the more laid-back, spontaneous dinners he was accustomed to in Portugal, where seating is informal, and everyone eats, drinks, laughs, brings their whole family, and chats with everyone.
Then, there was my American coachee who moved to Turkey. She was thrown off by how her Turkish employees would constantly message her throughout the day, asking questions as they went about their tasks. Used to a culture where employees are expected to handle their work independently and bring any issues to a 1:1 meeting, she initially found this behavior frustrating and disruptive. But in Turkish culture, this kind of continuous communication signifies engagement, interest, and a desire to build a relationship. In Turkey, not staying in touch is seen as distant and impersonal, even rude. My coachee realized that to build a motivated team, she had to adjust her expectations and adapt to a more interactive style of communication.
On a personal note, I was with my daughter’s friend’s mom the other day and invited them over for a playdate. She responded with, “Ah, that’s such a nice idea,” which I had assumed was a “Yes.” Later, she texted me to say they had plans that weekend, but what struck me was that she never actually said no. This is a great example of Japanese culture in action—she didn’t say yes either, but the fact that she didn’t agree outright essentially meant no, even though she wrapped it in a positive comment.
It’s examples like these that make Erin Meyer’s "Culture Map" so relevant in today’s global workplace. Her concepts, such as "power distance," help explain why some cultures emphasize hierarchy and authority, while others lean toward treating everyone as equals. Similarly, her idea of "high-context" versus "low-context" communication sheds light on why some cultures rely on indirect, subtle communication, assuming shared understanding, while others value a more direct and explicit approach. For leaders, recognizing these differences is crucial to avoid misunderstandings, build cohesion, and navigate the complexities of diverse settings effectively.
Leadership Challenges Across Cultures
So, what does this all mean in practice? Here are some challenges that leaders face when working in a multicultural environment, based on real-life situations I’ve seen with my clients:
Navigating Authority and Power Distance: You might find yourself leading a team where one group expects a clear, top-down directive (high-power-distance cultures like China or Turkey), while another group expects everyone to have an equal voice (low-power-distance cultures like Sweden or the Netherlands). Balancing these expectations is no small feat.
Handling Different Approaches to Communication: In low-context cultures like the Netherlands or the US, people communicate in a very direct manner. If they have a point to make, they’ll say it, no beating around the bush. (Of course, this is itself a spectrum, with Dutch bluntness a few steps ahead of the American kind!) But in high-context cultures like Japan, China, or even Turkey, communication is more about what’s not said—subtle hints, context, and reading between the lines. This makes feedback, decision-making, and even casual conversations vastly different experiences across cultures.
Motivating and Managing Expectations: What works as a motivator in one culture might be meaningless in another. While an American employee might thrive on clear incentives and recognition, someone from a more collective culture like China might find greater motivation in team achievements and group harmony.
3 Tips for Mastering Cross-Cultural Leadership
So how do you navigate this cultural maze? Here’s what I’ve learned from my own experience as well as from coaching expats and leaders across the globe:
Be Adaptable But Stay Authentic: Flexibility is essential, but that doesn’t mean abandoning your own leadership style. Find ways to adapt while staying true to yourself.
Invest in Building Cultural Intelligence (CQ): Go beyond simply learning about a culture—immerse yourself in it. Engage with your team members about their cultural norms, and make the effort to understand their traditions and working styles. The goal isn’t to become an expert, but to demonstrate respect and genuine curiosity.
Lead with Empathy and Curiosity: Instead of assuming your way is the “right” way, approach cultural differences with curiosity. Ask questions, seek to understand, and don’t shy away from admitting when you don’t know something.
Bringing It All Together
Cross-cultural leadership is complex, messy, and often baffling, but it's also one of the most enriching aspects of being a leader. The key isn't to master every culture but to stay flexible, curious, and open to learning. When you encounter a cultural clash—whether in the boardroom, at a business dinner, or even a casual meet-up—remember that these differences are what make cross-cultural leadership both challenging and rewarding.
If you’re navigating this dynamic and want to explore it further, let’s connect.
My Momentum Leadership Mastery Program launching on October 14th dives deep into these real-life challenges and helps you build a leadership style that’s true to you.
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Hi! I'm Merve. 👋 I help corporate leaders and business owners build high trust, high performance teams, grow their business impact, and advance their careers.
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