“Management is management.”

This is what a senior leader in a global organization stated in a meeting.

In today's globalized world, managing cultural diversity in the workplace is becoming increasingly important for businesses and organizations.

This is true not only for large multinationals with global offices but also for domestic businesses and organizations with employees worldwide.

With globalization and the rise of multinational companies, the workplace has become increasingly diverse.

Knowing how to organise, communicate and lead employees from different cultures is more important than ever.

Working in culturally diverse teams is becoming more common.

Communicating and collaborating across time zones, languages and cultures can be challenging.

Are you part of a virtual team?

Do you have colleagues all over the world?

Working in global virtual teams can be tough.

It’s common for teams to face all sorts of challenges, whether different time zones or languages.

Conflict is normal in teams.

Any experienced professional knows that working in a team means dealing with conflict.

Do you work with freelancers?

Are they from countries around the world?

Global virtual teams are nothing new.

However, they are predicted to become increasingly common due to the COVID-19 pandemic.

The recent surge of staff working from home has turned many leaders into ‘virtual’ leaders overnight.

In an environment where global collaboration tools are increasingly accessible, leaders are less likely to report technology as the biggest challenge.

Managing people from different cultures can be a challenge.

Different viewpoints, needs and expectations can manifest in many ways within multicultural teams.

We hear a lot in the news about cultural differences with Western companies going East, but rarely about Eastern companies coming to the West.

A great little article in the South China Morning Post by Mark Magnier suggests that when it comes to navigating different business cultures, Chinese companies are finding very similar challenges when working on the global stage, especially in the USA.

Every now and again the business world hands the cross-cultural training world some great examples of cultural difference in action!

One such case study is that of Carlos Ghosn, ex-CEO of the Japanese car giant, Nissan.

The role of a manager is evolving in response to the needs of companies operating on the international stage.

The complexities of globalisation and international systems require today's manager to adapt in order to offer modern solutions to modern problems.

'The art of communication is the language of leadership' James Humes

Today's businesses are complex entities. However, one fundamental principle of success remains constant - the need for communication.

Recently, expert on global leadership, Erin Meyer, published a new book that aims to help managers lead global teams.

By using an eight-scale framework, team leaders can guide their teams to a more effective method of working.

It was all over the news, on the radio, on TV all day, finally…. the World Cup has started!

Football is an excellent example demonstrating how culture impacts life and business.

Last week, Triple Pundit published an interview with impact investment expert Jed Emerson.

Here, Emerson explains why multilingual leadership is important for those involved in this field.

As a team manager leading a multicultural team, you go through the stages of team development perhaps a bit longer than when working with most monocultural teams.

When you feel you’ve had enough of battling the cultural differences, and that you just want to call it a day, don’t despair – keep in mind that due to the diversity, the ups and downs feel extreme however in the end, there is simply much more to gain.

Has the adoption of western education, management and leadership paradigms killed off local and national management styles across the world?

Voices in the UAE are claiming this is unhealthy and unsustainable as foreign principles can never 100% fit in with local cultural needs.