The document discusses the challenges of diverse global teams, focusing on issues like culture clashes, communication breakdowns, and hiring practices in a rapidly changing workplace. It emphasizes the importance of adapting organizational culture to address skill shortages and virtual hiring pressures while suggesting improvements to onboarding and feedback processes. Additionally, the document provides insights on team dynamics through specific case studies of team members' behaviors and communication styles across different cultural backgrounds.

1. Decoding
your Global
Team
Let’s dive in!
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2. is leading to
separation.
socialization, discomfort, faulty
communication, unanswered questions etc.
Emphasis on
‘sameness’
Onboarding framework, feedback cycles, 1:1
templates, meeting formats etc.
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3. It‘s time to adjust
your culture
glasses
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Hiring
Integrating
Evaluating
Terminating
Engaging
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4. What’s changing
in our workplace?
Increased skill shortage
Unprecedented virtual hiring
Canada’s catching-up on immigration
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5. We can’t
respond to these
new challenges
with old solutions
Skill shortage = increased pressure on hiring
teams
Virtual hiring = limited cross-understanding of HQ
and employee ‘cultures’
Immigration increase = reduced support and
resources
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6. Activity: Who’s on
my team?
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Pick one of the team members on the next slide
and scan the QR code.
Read the feedback provided for this team
member.
Consider how you’d coach their manager based
on the feedback
Head to the 2 slides after that for more context
Would you change how you coach their
manager?
Continue through the presentation :)
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7. Ali
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Sarah
Tomas
Carolina
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8. A bit more
context
Ali - Morocco
Tomas - Germany
Sarah - Canada
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Carolina - Brazil
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9. The
Culture
Map
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10. Ali
04
Ali is often a few minutes late
for meetings
He doesn't send any follow-ups
after calls and doesn't send
you updates during a project
Ali doesn't act on the feedback
provided by anyone lower than
him on the org chart.
Ali prioritizes a meaningful
conversation over being on-time for
his next call.
He’s highly accountable and trusts
that his peers' tasks are being
completed based on the original
conversation.
He typically gives feedback privately
and never embarrasses a team
member. Ali is very diplomatic in how
he gives feedback and won't actively
call someone out in front of their
peers.
Adjust your
Culture Glasses
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11. Tomas
04
Will often criticize someone
openly if their work isn't great or
is negatively impacting the team.
Ends calls at the scheduled time
even if a productive conversation
is taking place or people still have
unanswered questions
Very quick to challenge an idea
or statement if they don't agree,
even if it's in front of a large
group.
Tomas is strong at getting buy-in
from peers before moving ahead
with a project or idea.
His feedback will often be quite
constructive and well balanced
between honest criticism and
solutions
He is highly responsible and will
own his mistakes rather than
putting it on others or giving
excuses.
Adjust your
Culture Glasses
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12. Sarah
04
She let’s everyone have a say
before making a call and let's
decisions linger if there isn't
100% agreement
Sarah doesn't delegate well
and can be a micro-manager
with people she doesn’t work
with often.
She requires a lot of detail in
order to move ahead with a
task or project
Sarah has an open communication
style and can move between different
levels of the business with ease.
She is quick to roll up her sleeves and
do the same work as junior peers if it
needs to be done.
Sarah has a strong sense of time
management and will help the team
maintain their pace and deadlines.
Adjust your
Culture Glasses
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13. Carolina
04
Carolina can often forget to
include information in a
presentation which leads to a
lot of questions at the end
She won't actively participate in
group meetings unless she’s
been asked to lead something
She tends to give you an
approximate date when
something can be completed
but rarely gives firm deadlines.
Carolina invests significantly in getting
to know her team members and
having a meaningful impact in their
lives.
She is willing to pivot and change
course even if it means extending a
deadline or moving another project up
on the roadmap.
She strikes a great balance between
taking ownership and managing, and
getting in the weeds of a problem with
her colleagues.
Adjust your
Culture Glasses
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14. Effectively managed
diversity = sameness
shared meaning.
A template on your careers page for building a
resume that speaks to your business needs and
takes the guesswork out for diverse candidates
A notion page, intranet page or handbook section
dedicated to collective definitions
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Different approach to your policies:
Do we start and end meetings on time? Why is that important for us?
Is everyone expected to follow-up with action items after a meeting or is it dealers choice?
How can employees build meaningful relationships if it's important to them? What
resources are available?
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15. How do I start
using this
tomorrow?
Observe all your meetings tomorrow without
your culture glasses
Talk to your team about what you’ve learned and
ask them what resonates with them
Figure out where you are on the culture map and
share it with others!
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16. Thank you!
Samantha Stilwell
Founder, CultureDynamiq
@TheStartupAnthropologist
onTiktok and Instgram
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17. Dive deeper
in my Masterclass!
Join the waitlist to access
advanced registration, your
SocialHRCamp discount
code and free resources to
start using now!
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