One day I received a call from the HR manager at the international finance company where Pramod worked. She said they were recommending that Pramod work with an executive coach because he was a bit “rough around the edges.” He had trouble motivating and retaining his direct reports. Also, some of his peers found it difficult to work with Pramod because his communication style was confusing and they didn’t perceive him as an equal team member.

As an executive coach with an expertise in communication and leadership skills, I have found that the reason for work-related problems among members of global teams often stems from cross-cultural issues and interpersonal skills, rather than a lack of business knowledge.

An Indian statistician raised and partly educated in India, Pramod is now a manager of his company’s Data Labs in India, China and Canada and reports to a manager in New York City. Although Pramod is well respected because of his technical knowledge, his colleagues found that he had two different “professional” faces. In meetings with peers and senior management, Pramod hardly spoke and when he did, his remarks were indirect and not really to the point. He had difficulties clearly stating his opinions and articulating the vision for his department.

On the other hand, his direct reports felt he was too direct, very demanding and not open to alternative opinions and viewpoints. Pramod is located in the U.S. and manages teams in India, China and Canada. He found the Canadian employees difficult to motivate. They often complained about the workload, which slowed down production, and within the last month, three of his most talented employees in that country quit their jobs.

When I begin working with clients who are struggling with communicating clearly to different layers in their organizations, I start by using a 360° feedback survey. This gives me feedback about how my client is perceived within the organization. Based on the feedback about Pramod, he and I created goals for his Personal Development Plan that included:

1. Learn to build relationships across the organization and become aware of what others need from his leadership
2. Become aware of cultural differences and handle them in an effective way.
3. Develop an interaction style that is clear, concise and to the point.

During our first coaching session, Pramod and I spoke about how his being born and raised in India partly determined his leadership style. In India, people simply relate differently to power and status than in the U.S. A more hierarchical relationship between a boss and his or her direct reports exists in India, inherently giving a manager more authority. In Canada and China, the power dynamic between a boss and his or her direct reports is different. We spoke about power dynamics and how they influence a global management position and the need to be aware of those differences. Pramod learned to be more sensitive to what different employees need from his communication and leadership. He learned to listen to direct reports and influence them in a way that motivated them. As a result, his employees learned to accept his authority, and gossiped and complained less.

Pramod also developed a “take a stand” attitude when communicating with his peers and bosses. He developed more confidence in expressing his ideas and opinions. His colleagues, therefore, got to know him as a person, which made him more likeable and gave him more influence with them. By the end of our coaching project, Pramod was seen as a valuable contributor in team meetings and senior management recognized not only his technical expertise, but also appreciated his global perspective and his effectiveness as a manager.

Clients Who Found Their Executive Styles

Each of the following “sample” clients represents a combination of several of my actual clients and the challenges they have faced. Click each to read their case study.