The first step in the successful management of outsourced multicultural teams is to establish a good level of understanding between members. This understanding is based on the strength of relationships which in-turn leads to trust. A good relationship and a high level of trust means when the pressure is on, team members will pull the stops out for one-and-other to keep the project on track when it really counts.

The ideal way to initially build such trust is through face-to-face meetings and informal interaction. This is important in British, American and Northern European cultures but critical in Middle Eastern, Asian, South European and South American cultures. This approach reduces suspicion, encourages openness and results in a better working relationship from the outset.

The initial investment in time at the team’s formation is important. Once trust has been established by initial face-to-face meetings, the team can continue to work successfully together remotely.

Beyond relationship building, the initial time together should be focused on acknowledging that there will be differences in the way the team members operate. Openness, tolerance, flexibility should be encouraged as should the need to adapt and elect working practices which all team members are comfortable with. A greater willingness to talk directly about differences helps build trust and confidence, facilitate decision making and open the way, where appropriate, to compromise and ultimately a better way of working together.

Cultural differences should also be addressed and viewed as what they are; potentially different values, assumptions, expectations and behaviour as a result of differing collective experiences. It should be understood that members of a team are not there to represent a 'culture' or particular ethnic group - they represent themselves however, their cultural background will influence behaviour. An understanding of cultural differences encourages some of the key skills required for the team to work well together.

On an ongoing basis, video conferences can be useful (although they have their own cross-cultural ‘rules’), as are encouraging a few simple enquiries to be made about a team member’s health or the weather on a call before getting down to business.

Nurturing the skills of tolerance and flexibility amongst individuals while ensuring all continue to cement working relationships by increasing social and informal interaction is key. In this way, the inevitable challenges of managing an outsourced team can be overcome through openness, with all team members being as cooperative as possible for the benefit of the project as a whole.

Farnham Castle is a world leader in Intercultural Business Skills training and Global Mobility Programmes and can help with more detailed briefings on individual cultures. For further information visit www.farnhamcastle.com