Leading Virtual Multi-Cultural Teams



“…Are we changing as fast as the world around us?....”


Globalization and digital technologies are transforming where, when and how work gets done.
One consequence of this change is that the quality of virtual team leadership in an organization has now become more strategically important.

Before the borderless workplace, the primary source for new business value was the individual brain. Now it is the collective brain – distributed individuals and virtual teams combining their knowledge and skills across geographic and organizational boundaries. Working together they find new market opportunities, solve complex problems and innovate for the future.

Successful borderless collaboration is rarely the result of chance. It is a disciplined process requiring people with the skill and will to make it happen.

Virtual teams carry a significant share of the functional and project workload in many international corporations. These teams require higher levels of attention, discipline, and effort than co-located teams.

Participation on global virtual teams has grown from 64% (in 2010) to 89% (2018).

76% of all global virtual teams state that virtual teams are only slightly or moderately effective. (CW 2018)


The key challenges that are holding virtual teams from attaining maximum effectiveness lies in:

• Lack of trust – Difficulty in establishing relationships

• Decisions are not implemented

• Challenges in managing virtual meetings- people leave, don’t listen

• We speak Global English, but do we really understand each other?

• Challenges in scheduling meetings, considering time zones, work hours

• Unable to recognize conflicts and disagreements

• Heterogeneous teams – multi-cultural communication styles

• Difficulty in engaging & retaining virtual teams

• Lack of collaboration & creativity

• Lack of shared organization’s vision for success

Ask yourself the following questions when working virtually with a colleague from another culture:

• Does your virtual colleague use an implicit or explicit communication style, and how does it impact your mutual understanding?

• Is his/her culture hierarchal and how does it affect decision making?

• Is it important to build trust in your virtual colleague’s culture and how does it affect timelines?

• The format of presenting your views – Bottom line or background first?


Working effectively in the virtual environment workshop:

A 4-hour dynamic workshop to be held face-to-face at the client’s premises.
The workshop includes an adjustment of needs evaluation (see below) understanding how culture affects managing multi-cultural virtual teams, best practices in working virtually, case studies of various virtual encounters and take-away toolkit for working effectively cross-border.
Number of Participants: No more than 15

Adjustment of needs:

1X1 assessment interviews with designated individuals in your organization to anchor the understating of the needs and the goals that your organization wants to achieve through the training process.

Post-workshop group follow-up sessions:

3 follow-up group sessions, to be held once-a-month to reinforce the learning, trial and error simulations, and progress evaluation with a focus on challenges encountered.
Can be conducted virtually.
Number of participants: 10-20.

Benefits to your organization post training process.

  • The participants will build a trust-based effective working relationship with each other and with their global business partners.
  • Will be able to interact from a cohesive team perspective.
  • Will learn to implement effective communication methods considering the geographical and cultural differences.
  • Will identify conflict situations and learn how to solve them via effective communication.
  • Skills learned will increase productivity and improve future business relations.

Presentations and workshops can be delivered in Hebrew or English.