International teams are rapidly becoming the central operating mode for global enterprises. They are often agile and perceptive, know local markets better than HQ does, lead innovation and exploratory ventures, and are more culturally aware than their parent company.
But how much autonomy should they be allowed? How can we get things done with colleagues who have different worldviews? How can we strike a balance between core values and the necessary diversity - and is diversity within the team a strength or a hindrance? What is the role of the team leader in all of this? How do you establish team trust? How important is team humor? Who decides the team's ethics? What misunderstandings can arise in a virtual team, lacking face-to-face contact?
In answering these and other questions, Richard D. Lewis draws on 30 years experience mediating with hundreds of international teams in two dozen countries. Generously illustrated with explanatory diagrams, When Teams Collide analyses profiles of 24 different nationalities and suggests how they should be led for best results. Commenting on vital considerations of leadership, team trust, ethics and humor, the author also evaluates the relationship between teams and HQ. Applying the cultural concepts in the bestselling When Cultures Collide specifically to team leadership, this is a wide-ranging and compelling account of how to handle what is a difficult and sensitive task.
Because we serve many of the world s largest multinational companies, we know that the ability to build effective global teams is an important skill of an executive. At Deloitte, we ascribe much value to this skill set, and have made it an important component of Deloitte s Next Generation CFO Academy curriculum, the foundation of which is built upon the three pillars of success Leadership, Influence, and Competence. Knowing how to team and make decisions in an international environment is critical to the development of next generation CFOs. Richard Lewis s book, When Teams Collide, explores these concepts in a very effective and engaging manner, providing meaningful, real-life examples to illustrate the international dimensions of building effec- tive teams. This book is an educational resource for both aspiring and current CFOs. - William J. Ribaudo, Managing Partner and Dean, The Next Generation CFO Academy, Deloitte & Touche LLP
Richard Lewis has outdone himself, no small feat. When Teams Collide synthesizes much of his earlier, excellent work while also furthering those efforts by grounding his LMR framework firmly within real life, real people, and real situa- tions... The insights are almost innumerable. - Tim Flood, PhD, Associate Professor, Management and Corporate Communication, University of North Carolina
Richard Lewis has written an extraordinarily useful book. A main quality of the book is the many business cases and individual stories and examples illustrating how our cultural lenses impact our understanding of social processes. These cases are conveyed with great insight, warmth and humor. - Atle Jordahl, International Director, Norwegian School of Economics (NHH)
This book is a MUST for every business team leader who plans to start doing business in a new cross-cultural environ- ment... The old saying Do in Rome as the Romans do is still very valid when added to Richard Lewis s own cross- cultural experiences over 50 years and in 150 countries. This book will help you to avoid major and costly mistakes as team leader. - Markku Vartiainen OBE, President, Finnish-British Chamber of Commerce
When Teams Collide should become required reading for anybody managing people in the globalized workplace... Richard Lewis s insider s perspective is reflected in well- researched comparative case studies and a remarkable set of 24 profiles of hypothetical individuals from as many coun- tries. Rarely does one come across a business textbook that can just as easily serve as entertaining and rewarding bedtime reading, with its blend of entertaining stories and profound lessons. - Tim Cullen, Programme Director, Oxford Programme on Negotiation, Sai d Business School, Oxford