Managing a team across multiple countries is exciting but comes with unique challenges. Cultural differences, language barriers, and logistical complexities mean that giving feedback to international teams isn’t as straightforward as it is with a domestic team. Done well, it strengthens relationships, improves performance, and builds trust. Done poorly, it can confuse or demotivate your employees. Here’s a set of detailed strategies for cross-border team feedback.
Erin Meyer’s Culture Map is a helpful tool for understanding these differences. It categorises countries along dimensions such as direct vs indirect communication, egalitarian vs hierarchical decision-making, and low vs high trust cultures. Using this framework can be a helpful tool to support managers adapt their feedback approach to different cultural norms.
Table of Contents
Why Managing an International Team is Different
Managing international employees adds layers of complexity that domestic teams rarely face, even when they are multicultural. These include cultural norms, communication styles, and practical considerations that require a more deliberate approach.
Diverse Cultural Norms and Communication Styles
Understanding how people give and receive feedback is essential to avoid misunderstandings and maintain good working relationships. It’s also important to remember that whilst culture A may “generally” be like this or that, this all has to be seen in relation to where generally the other culture stands. On top of that is also the individual layer – I’m sure you can think of people who are far more sensitive to direct feedback than others even though their cultural background is very similar.
Direct versus indirect feedback:
According to Meyer’s Culture Map, the US is highly direct: employees expect clear, candid feedback. A clear, “This needs improvement” is normal and expected. Japan, Korea, and many parts of Southeast Asia on the other hand are a lot more indirect, valuing subtlety to preserve harmony. A statement that feels neutral to a US employee could feel harsh or embarrassing to someone from an indirect culture.
Cross-cultural training:
Organisations that provide formal training help employees understand these differences, making collaboration smoother. Something as simple as understanding why perhaps your Asian colleagues feel uncomfortable if they are forced to turn on their cameras in meetings … & for the Asian colleagues to gain an appreciation of why the Europeans feel a bit annoyed if the Asian team don’t want to turn on their cameras.
Cultural awareness initiatives:
Formal training is useful, but informal cultural experiences help too. Hosting cultural workshops, team lunches, or celebrations for different holidays can educate the team about each other’s backgrounds. Even simple initiatives, like sharing interesting facts about a colleague’s country during meetings, promote understanding and appreciation for diversity.
Language and Communication Barriers
Language differences can be one of the biggest hurdles when managing international teams. What feels natural in a domestic team can easily get lost in translation making giving feedback to international teams more challenging.
Clarity and simplicity:
Use clear, concise language and avoid jargon, idioms, or phrases that only make sense in your own culture. For example, instead of saying work was “not up to par,” it’s clearer to say it “could use some improvement.” Small tweaks like this make a big difference, especially when English is not your employee’s first language.
Next time you’re in any kind of meeting with English speaking colleagues, listen out for how often they use some kind of phrase from the world of sport – those can be really tough to understand well for a non-native speaker and many native speakers don’t even realise what they’re doing.
Language resources:
Organisations can support international employees with tools such as translation services, language classes, or access to interpreters. These resources can make employees feel more confident, included, and able to participate fully in team discussions.
Leveraging technology:
Video calls are invaluable because they allow you to see facial expressions and body language, which are often lost in emails or chat. Screen sharing is also helpful. Showing work in real time makes feedback much clearer and reduces the chances of misunderstandings.
Of course, video calls are not without their own set of challenges, but for teams who are unable to meet in person, they are a lot better than nothing. (Realistically speaking, nothing tops in person contact, but of course it’s not always an option)
Enhanced Practical and Structural Support
International employees often need extra support, especially when relocating.
- Relocation assistance: Help with visas, housing, banking, healthcare, or local transport reduces stress and speeds up integration.
- Mentorship and integration: Mentors can guide employees through company culture and policies. For example, US-based policies may be unfamiliar to a global employee, so having a mentor helps them navigate expectations.
- Flexible arrangements: Adjust schedules or allow remote work to accommodate time zones, national holidays, or cultural practices.
Deliberate Creation of an Inclusive Environment
A truly inclusive culture ensures international employees feel valued and supported.
Fostering inclusivity:
Encourage open communication and allow employees to express their cultural identities safely. Be also aware that in many cultures around the world there isn’t such high awareness of how to manage eg. neurodivergent staff, and may lead to awkward situations if you don’t take steps to educate and preempt them.
Building community:
ERGs or team-building activities that celebrate diversity help employees connect. Examples include virtual cooking sessions, international trivia, or Slack games like guessing childhood photos.
Ensuring equity:
Offer equal access to promotions, leadership roles, and professional development opportunities regardless of nationality.
Supporting international employees isn’t just practical – it’s strategic. Teams that feel included and supported are more innovative, productive, and equipped to serve a global customer base.
Giving Feedback to International Teams
Once you understand the unique needs of international teams, it’s easier to structure your feedback effectively. I’m assuming that you have a grasp of giving feedback professionally within your own cultural circle… (perhaps dangerous on my part).
A Caveat up front!
I haven’t gone into the legal aspects of what you need to be aware of in international feedback conversations, but please check in the country you are working in or with, especially when it comes to any kind of conversation that could lead to someone being fired. My advice would be to not have those conversations in a 1:1 situation but to involve an HR professional who is a native speaker of the feedback recipients language, but that goes way beyond the scope of this post!
Prepare by Understanding Cultural Norms
Do your homework before giving feedback. Use tools like the Culture Map to understand cultural differences in communication, trust, and hierarchy.
- Research feedback styles: Learn how criticism is delivered in the employee’s culture.
- Direct vs indirect communication: Erin Meyer’s map helps you identify whether an employee expects direct or nuanced feedback.
- Cross-cultural training: Training sessions reduce friction and improve understanding between team members.
In one of the earliest interviews I did when this website was new, Vivian Manasse told me an anecdote about a client who was posted within their company from Brazil to Germany. The lady was a high flier, but broke off the placement after a few months and returned home, saying that things were not working. The reason that she believed this was that her German boss never praised her, but had started giving her more projects & she thought this meant he was dissatisfied. Quite the opposite though – it’s really unusual in professional situations in Germany to get direct praise, but being given more projects is a sign of trust.
Structure the Feedback Conversation Carefully
A structured approach makes feedback easier to digest across languages and cultures. It sounds both simple and obvious, but the more critical the conversation that you need to have, the more time you need to prepare HOW you will approach the question. I’ve seen too many people assume that they can just “wing it” and the conversations have been highly unpleasant for both parties, as well as occasionally ending in legal difficulties.
In cultures that value hierarchy, such as in many Asian countries, feedback might need to be more formal and delivered through appropriate channels to show respect for authority.
Privacy and focus:
Always give personal feedback one-on-one, in a pre-arranged, quiet setting. Public criticism can embarrass employees, especially if they are from indirect or high-harmony cultures. I personally feel that unless there’s an overwhelming reason to criticise in public (can’t think of an example, but maybe if there’s a risk of them spouting some huge company secret??), you should always take someone aside.
I know that in for example the Netherlands or Israel, criticism may be spoken more openly in internal meeting situations, but as a general rule, even if within the culture it’s somewhat acceptable, I’d avoid it.
In many cultures, maintaining one’s dignity and reputation (often referred to as ‘face’) is crucial & feedback should be delivered in a way that preserves this concept.
For example: When providing feedback to a Chinese colleague, it’s important to consider how the feedback might impact their ‘face’ and to frame your comments in a way that maintains their dignity.
Start and end with appreciation:
Begin with recognition, even for small contributions. Finish on a positive note, highlighting strengths. This is especially important in eg the US, whereas Germans won’t appreciate the approach.
That at least is the textbook approach. Personally, I have never seen a “shit sandwich” delivered in a way that sounded less than cringey & that completely devalued the positive recognition surrounding the criticism. If I need to deliver criticism I will generally go with the part which will be difficult to swallow first and then follow up with some recognition – the full start and end always just feels so artificial to me, but perhaps you are working with cultures where this is appreciated? Feel free to comment below if you have good experience with this sandwich approach!
Be focused and objective:
Keep feedback calm, fact-based, and limited to two or three key points. Limit any critical discussion to around ten minutes to keep it constructive, making sure that you are focused on the behaviour, not the person themselves.
Use Clear, Empathetic, and Precise Language
Words matter more than ever when language and cultural differences exist. It’s stressful enough to be criticised by someone above you in the organisation who speaks the same language as you, but doubly so for anyone who is struggling perhaps in their non-dominant language so might not understand as well as usual (& remember that if you too are speaking in a foreign language then it’s easy for nuance to be lost and messages to come across FAR more directly than you intended).
- Simple, direct language: Avoid jargon and culturally specific references but make sure you’re not brutal!
- “I-messages”: Frame criticism as your personal perspective to reduce defensiveness. For example, instead of “You don’t listen,” say, “I feel there may be other priorities on your mind right now, which makes it hard to focus. Is that correct?”
- Be specific: Focus on behaviour, not personality. Avoid generalisations like “you always do this” – this is advisable in all kinds of conflict situations, not only in international team feedback communication.
It’s not just the verbal cues though. Non-verbal communication plays a significant role in feedback delivery, meaning you need to be attuned to body language and other non-verbal signals, which can vary greatly across cultures.
In some cultures, maintaining eye contact is seen as a sign of confidence, while in others, it may be perceived as confrontational.
Foster an Inclusive and Supportive Environment
Feedback works best in a culture of trust and empathy. If you didn’t already establish that in your company culture prior to the need for a feedback conversation then in in that case it’s probably too late to do things well.
Empathy and patience: Allow extra time for clarification. Remember that when people are nervous and hearing things in a foreign language it may need some repetition to get the message fully across.
Encourage dialogue: Give employees a chance to explain their perspective and involve them in solutions. It can be difficult in some cultures for employees to speak up, especially where there is a high power difference and eg in Confucian societies where younger people haven’t been brought up to speak out for themselves against their elders or those in more senior positions.
Use technology: If it’s not possible to have the conversation in person, video calls and screen sharing can make feedback clearer than a phone call or email would be. You may need to put things in writing afterwards in order to be doubly sure that both sides have the same understanding of the issue.
Promote cultural exchange: Team-building activities that celebrate diversity strengthen relationships and make feedback easier to give and receive. Having a culture where employees are encouraged to speak their mind is important if you want to have open feedback discussions, but that means investing time and energy into ensuring that the company is really a safe space for all employees.
Find a Cultural Mentor
Engaging a colleague familiar with the culture you’re working with can provide invaluable guidance. As Andy Molinsky suggests in the Harvard Review, having a mentor who understands the nuances of a particular culture can help you navigate complex feedback situations more effectively.
Example: If you’re managing a team in Japan, a mentor with experience in Japanese business practices can advise you on how to deliver feedback that aligns with cultural expectations.
To sum up my thoughts on feedback challenges in international teams
Common Pitfalls to Avoid
- Giving feedback in public in high-harmony cultures.
- Using idioms, slang, or culturally loaded phrases.
- Overloading feedback with too many points at once.
- Focusing on personality instead of behaviour.
Actionable Takeaways for Managers
- Research cultural norms before giving feedback.
- Use simple, clear language and I-messages.
- Give feedback privately and structure the conversation.
- Start and (or) end with appreciation.
- Encourage dialogue and listen actively.
- Use video and screen sharing to clarify points.
- Foster inclusivity and provide practical support.
Giving feedback to international teams is more than a managerial task – it’s a skill that blends cultural sensitivity, clear communication, and practical support. Using frameworks like Erin Meyer’s Culture Map helps managers adapt their approach, build trust, and strengthen performance, but frameworks are just a tool to assist you. Your team members are individuals and as such you need to tailor your approach to ensure that any feedback that you give can be accepted and actioned. All the things we’ve spoken about here are generalisations – no framework can replace you having an in-depth knowledge of how each of your team members “tick”, and that means that you need to spend time with them.
Remember, teams that feel understood, supported, and included perform better, innovate more, and help your organisation succeed on a global scale.
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Kathryn firmly believes that business is done between people, and therefore places her focus on building strong relationships that form a solid foundation for doing business.
When she's not travelling around the world, Kathryn enjoys playing clarinet in her town's wind orchestra or sharing her love of the outdoors with her Scout group.
