As the founder of NeoWork, managing teams across multiple countries has taught me invaluable lessons about cross-cultural leadership. With over 170 team members in the Philippines and a significant presence in Colombia, I've learned that success depends on understanding and embracing cultural nuances while finding ways to align different working styles toward common goals.

My journey in cross-cultural leadership was partly shaped by my own family story. My father immigrated from the Soviet Union to the US with just $150 and no papers, working from a place of pure survival. Watching him pitch business ideas with his thick Soviet accent and face countless rejections showed me what true resilience looks like. This background has deeply influenced how I approach challenges at NeoWork, particularly in sales and business development. When facing rejection, I often think back to my father's persistence and determination to make things work.

One of my most significant learnings has been understanding how cultural context shapes workplace behavior. In the Philippines, for instance, I've learned the importance of several cultural concepts that profoundly impact how teams operate. Take the concept of "pabibo" - which has traditionally carried a negative connotation around drawing attention to oneself or raising your hand with suggestions.

At NeoWork, we've intentionally worked to reframe this, making proactive communication a core company value and actively celebrating team members who speak up with ideas for improvement.

Similarly, we've learned to honor "pakikisama" (group harmony) by creating opportunities for team bonding, whether through monthly lunches for local teams or annual meet-ups for those in different regions. We've found that investing in these connections yields dividends in team cohesion and performance.

Working with our teams in Colombia has taught me equally valuable lessons about navigating different perspectives on time and communication. We've learned to be very specific about project timelines, moving away from the concept of "ahorita" (which loosely translates to "soon-ish") to concrete deadlines with specific dates and times. However, this isn't about forcing Western business norms onto other cultures - it's about finding a middle ground that works for everyone.

One particularly rewarding discovery came when we brought our Filipino and Colombian teams together. Despite being on opposite sides of the world, these teams found surprising cultural connections, from shared words (thanks to both countries' Spanish colonial history) to similar foods like lechon and chicharron. These connections have helped build bridges and create a more unified company culture.

On a practical level, we've found that clear communication is crucial in a cross-cultural environment. We've made it a policy to avoid unnecessary acronyms and internal jargon, which helps new team members integrate more quickly and ensures everyone can contribute confidently to discussions, regardless of their background or role.

The key to making all of this work has been maintaining a balance between driving performance and respecting cultural differences. While we need to meet the fast-paced demands of our clients, we also recognize the value in different cultural approaches to work and time. Sometimes this means taking an extra moment to say "buenos días" before diving into business, or understanding that building relationships might take precedence over immediate task completion in some contexts.

Managing a global team isn't always easy, but it's incredibly rewarding. The diverse perspectives and approaches our team members bring to the table have made NeoWork stronger and more innovative than we could have been otherwise.

The key is to approach cross-cultural leadership with curiosity, respect, and a willingness to adapt to each other.

Want to learn how? Listen to the full episode here: