How to Bridge Trust Gaps Across Regions

In the U.S., you can grab coffee with a CEO in two weeks. In Europe, it might take two years to get that meeting. I ’ve spent years building relationships across both U.S. and European markets, and if there’s one thing I’ve learned, it’s this: networking looks completely different depending on where you are. The way people connect, build trust, and create opportunities is shaped by culture-and if you don’t adapt your approach, you’ll hit walls fast. So, if you're an executive expanding globally, a leader hiring across regions, or a professional trying to break into a new market-this post is for you. The U.S.: Fast, Open, and High-Volume Americans love to network. Connections are made quickly, introductions flow freely, and saying "let's grab coffee" isn’t just polite—it’s expected. - Cold outreach is normal—you can message a top executive on LinkedIn, and they just might say yes. - Speed matters. Business moves fast, so meetings, interviews, and hiring decisions happen quickly. But here’s the catch: Just because you had a great chat doesn’t mean you’ve built a deep relationship. Trust takes follow-ups, consistency, and results. I’ve seen European executives struggle with this—mistaking initial enthusiasm for long-term commitment. In the U.S., networking is about momentum—you have to keep showing up, adding value, and staying top of mind. In Europe, networking is a long game. If you don’t have an introduction, it’s much harder to get in the door. - Warm introductions matter. Cold outreach? Much tougher. Senior leaders prefer to meet through trusted referrals—someone who can vouch for you. - Fewer, deeper relationships. Once trust is built, it’s strong and lasting—but it takes time to get there. - Decisions take longer. Whether it’s hiring, partnerships, or leadership moves, things don’t happen overnight—expect a longer courtship period. I’ve seen U.S. executives enter the European market and get frustrated fast—wondering why it’s taking months (or years!) to break into leadership circles. But that’s how the market works. The key to winning in Europe? Patience, credibility, and long-term thinking. So, What Does This Mean for Global Leaders? If you’re an American executive expanding into Europe… 📌 Be patient. One meeting won’t seal the deal—you have to earn trust over time. 📌 Get introductions. A warm referral is worth more than 100 cold emails. 📌 Don’t push too hard. European business culture favors depth over speed—respect the process. If you’re a European leader entering the U.S. market… 📌 Don’t wait for permission—reach out. People expect direct outreach and initiative. 📌 Follow up fast. If you’re slow to respond, the opportunity moves on without you. 📌 Be ready to show value quickly. Americans won’t wait months to see if you’re a fit. Networking isn’t just about who you know—it’s about how you build relationships. #Networking #Leadership #ExecutiveSearch #CareerGrowth #GlobalBusiness #US #Europe

How Do You Connect People that Don’t Trust One Another❓ It happens – often. Relationships are fractured. Trust is low almost non existent between people. But avoiding each other is not an option. I recently had to do this amongst three cross functional teams as part of a broader organizational development initiative. Here’s how I responsibly and efficiently bridge fractured cross functional relationships. And got commitment from all parties from the beginning. 💡 Action 1 Created a clear plan/approach for making initial contact with each person. This was based on research, interviews and observations to understand the reality of the situation. 💡 Action 2 Connected one on one early in the project to understand more about their workplace reality and past experiences from a holistic perspective. 💡 Action 3 Understood early what each employee valued in their role and what their career plans were. Gaining an insight into each person’s motivating factors was key to shaping the focus and project approach. 💡 Action 4 Identified together where skill gaps existed in each person’s work practice and created a personalized L & D plan to respond to this. Co-designing this with each person was key to their buy in and ownership of the outcome and impact. 💡 Action 5 Acknowledged the challenges of past relationships with each person while clearly outlining the support I, and the broader organization would provide to make this experience positive.   💡Action 6 When the parties did come together I was clear on why it was key to work together differently across functions. How would it benefit them in their roles. And what they could expect from myself. 💡 Action 7 Had agreed outcomes and impact the team would deliver together. Checked in and measured progress weekly as a team with agendas that were shaped by each person.     What changes occurred as a result❓ ✳ Everyone knew what to expect from the interaction and had buy in.   ✳ People were acknowledging the support and wins of the other.   ✳ They were generously sharing intel and insights needed to deliver.   ✳ New knowledge and skill sets were developed from the experience that positively changed how they showed up and performed their role. Remember avoidance is not a long term option. How do you bridge the gaps between teams/people in your organization❔ Let me know your experiences and opinions below. 📚 I create original OD content to engage with, save and refer to later. Please follow or hit the 🔔 on my profile to get a practical and lived experience take on people, learning & growth, employee experience and organizational development. #organizationaldevelopment #leadership #culturechange #learninganddevelopment   *illustration courtesy of Yvette Pan

From disconnected to aligned in 30 days. Our global security team was technically brilliant — But culturally… we weren’t speaking the same language. Different regions. Different risk perceptions. Different urgencies. So I ran an experiment. Something simple, but intentional. Step 1: I sent a 2-minute video to each regional lead explaining our security north star — in plain business terms. No acronyms. Just “why it matters to the company.” Step 2: I gave each lead a prompt: 📌 “If your region had one major risk, what would it be — and what’s your plan to fix it?” Step 3: We used those answers to co-create a shared roadmap — region by region — that laddered up to one global vision. One month later: ✅ Team-wide clarity ✅ Faster response alignment ✅ 3 previously missed risks — surfaced and solved No big budget. No complex tool. Just clarity, communication, and trust. Sometimes culture shifts don’t need a quarter. Just a question — and a leader willing to ask it. What’s the ONE question that helped align your team this year? 👇 Drop it in the comments — we’ll all learn something. #Leadership #Cybersecurity #Culture #Communication #SecurityStrategy

Since 2011, I’ve built and led teams all over the world. As a diplomat, my assignments change every 1 to 3 years—new country, new office, new team. That means I don’t have the luxury of time to slowly build trust. I have to do it fast, and I have to do it well. I’ve led teams across continents and managed major resources, often in unpredictable situations. And through all of it, I’ve learned that trust isn’t something you wait for—it’s something you build. Here’s what actually works: 1. Clarity over comfort. People can handle tough situations, but they can’t handle confusion. Be direct. Be honest. 2. Consistency is everything. Show up the same way every day. If people know what to expect from you, they’ll trust you. 3. Give people ownership. Trust isn’t a one-way street. Let your team own their work, and they’ll meet you at the table. 4. Listen more than you speak. The best leaders know that trust starts with understanding. I’ve had to build trust in rooms where I was a total outsider. I’ve had to do it during crisis moments when no one knew what was next. And I’ve had to do it with teams that only had a few months together before moving on. It’s a skill I’ve had to master—and one that makes all the difference.

People don’t start to care until they know you care. (5 ways I bridged the cultural gap with my remote team) When outsourcing, you’re not just hiring workers. You’re working with real people: who live in different countries, with different cultures, values,  and ways of working. For my business, I built my operations support team in the Philippines. Understanding who they are and  how they tick made all the difference. The key? Get to know them personally. The result: ☑ Enjoyable work experience ☑ Increased productivity ☑ Smoother workflows Here’s what helped me bridge the gap: Make space for small talk  ↳ Use the time before meetings to chat while waiting for everyone to join. ↳ Ask how their weekend went or what their plans are. ↳ Show genuine interest in their lives beyond work. Start meetings with icebreakers ↳ Assign a team member each week to lead an icebreaker. ↳ Keep it simple—fun questions or quick games. ↳ Helps break down communication barriers and build trust. Host a virtual year-end party ↳ Celebrate wins, big or small. ↳ Make it fun with games and awards. ↳ Recognition boosts morale and engagement. Organize in-person retreats ↳ If possible, meet in person for team bonding. ↳ This is also a good time to plan for next year. ↳ Creates unforgettable moments that build trust. Hold 1:1 performance meetings ↳ Recognize efforts, not just outcomes. ↳ Understand their personal and professional goals. ↳ Give feedback in a way that aligns with their culture. Culture isn’t a barrier.  It’s an opportunity to connect. When you take the time to understand your team, they’ll show up, engage, and do their best work —because they know you care. Helpful?  ♻️Please share to help others. 🔎Follow Michael Shen for more. #ManagingRemoteTeams #RemoteTeamManagement #BridgingCulturalGap

🌍 𝐂𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐈𝐧𝐭𝐞𝐥𝐥𝐢𝐠𝐞𝐧𝐜𝐞: 𝐀 𝐂𝐨𝐫𝐞 𝐒𝐤𝐢𝐥𝐥 𝐟𝐨𝐫 𝐄𝐯𝐞𝐫𝐲 𝐌𝐚𝐧𝐚𝐠𝐞𝐫 In global teams, success depends on more than strategy or execution, it depends on understanding how people operate differently across cultures. 🙋🏼 𝐀 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐞𝐱𝐚𝐦𝐩𝐥𝐞: When I moved from 🇨🇦 Canada to 🇫🇷 France, I brought a topic to a global HR meeting without running it by my boss. Oupsy 🙈. 🇨🇦 In Canada, that’s a sign of ownership. 🇫🇷 In France, it clashed with an expectation: hierarchical alignment first. 🎯 Same intention, very different signal. Erin Meyer’s work on cross-cultural management offers a clear framework, so grateful for her research and practical tools 🙏 𝐇𝐞𝐫𝐞 𝐚𝐫𝐞 4 𝐤𝐞𝐲 𝐜𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐝𝐢𝐦𝐞𝐧𝐬𝐢𝐨𝐧𝐬 𝐭𝐨 𝐭𝐫𝐚𝐜𝐤 👇 💬 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐬𝐭𝐲𝐥𝐞𝐬 Cultures differ in how explicitly ideas are expressed. What sounds direct in one context may be perceived as abrupt elsewhere. 🎯 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡𝐞𝐬 𝐭𝐨 𝐝𝐢𝐬𝐚𝐠𝐫𝐞𝐞𝐦𝐞𝐧𝐭 In some environments, open debate is part of decision-making. In others, it's approached with more discretion and diplomacy. 👥 𝐇𝐨𝐰 𝐭𝐫𝐮𝐬𝐭 𝐢𝐬 𝐛𝐮𝐢𝐥𝐭 Some cultures build trust through performance. Others through time, shared context, and relationships. 🧭 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬 Autonomy, authority, feedback are all shaped by cultural norms. Adapting your leadership style creates clarity and alignment. If you're working in a global environment, investing in cultural awareness is a key to influence, collaboration, and better results. 🧐 𝐑𝐞𝐚𝐝𝐲 𝐭𝐨 𝐞𝐱𝐩𝐥𝐨𝐫𝐞 𝐲𝐨𝐮𝐫 𝐨𝐰𝐧 𝐩𝐫𝐨𝐟𝐢𝐥𝐞? 📎 Take the Culture Map self-assessment https://lnkd.in/eaBjNK9E 🎥 Watch: How Cultures Across the World Approach Leadership https://lnkd.in/eFFvGWh 🎥 Watch: 𝐓𝐡𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐌𝐚𝐩: 𝐚 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 𝐟𝐨𝐫 𝐜𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞𝐬 https://lnkd.in/eaVTKkmT 📎 Navigating the Cultural Minefield https://lnkd.in/eQU555eq 👉 𝐀𝐧𝐝 𝐲𝐨𝐮, 𝐰𝐡𝐚𝐭 𝐜𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐠𝐚𝐩𝐬 𝐡𝐚𝐯𝐞 𝐲𝐨𝐮 𝐞𝐧𝐜𝐨𝐮𝐧𝐭𝐞𝐫𝐞𝐝 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐜𝐚𝐫𝐞𝐞𝐫? 𝐒𝐡𝐚𝐫𝐞 𝐚𝐧 𝐚𝐧𝐞𝐜𝐝𝐨𝐭𝐞 — 𝐢𝐭’𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐬𝐭𝐨𝐫𝐢𝐞𝐬 𝐭𝐡𝐚𝐭 𝐰𝐞 𝐚𝐥𝐥 𝐥𝐞𝐚𝐫𝐧 𝐭𝐡𝐞 𝐦𝐨𝐬𝐭.

Have you ever had difficulty working with people from different cultures in your career? I have. Today, I want to share the challenges I faced when trying to build trust with clients from other countries and how I managed to overcome them. As someone from India, reaching out to clients worldwide came with its own set of problems. One of the biggest struggles was gaining the trust of people unfamiliar with my business practices and cultural background. The differences in communication styles, business etiquette, and time zones often made it impossible to effectively collaborate. To deal with these challenges, I tried a few things: 1. I took the time to understand the cultural differences of my target markets. I learned about their business customs, how they like to communicate, and how they negotiate. 2. Instead of just focusing on making deals, I put more effort into building real connections. This involved being understanding and listening to my clients. 3. By consistently delivering high-quality work and keeping communication open, I built a good reputation for being reliable and professional, which helped bridge the cultural gaps. 4. To handle the time differences without disturbing my schedule or health, I set up clear ways to communicate and arranged meeting times that worked for both of us. Thanks to these efforts, I was able to slowly win the trust of my international clients and create strong, long-lasting relationships. Now, I'd love to hear about your experiences working with people from different cultures in your career. How have you dealt with these challenges? Share your stories in the comments below! 👇 ---------------------- Like this post? Want to see more? 🔔 Ring it on my Profile Follow #personalbrandingexpertsayan 🔝 Connect with me #storytelling #personalstorytelling