Cross borders

If you have ever had to work with real or virtual teams from across the Atlantic you are probably aware of the problems that occur; rivalry, politics and much chest beating on both sides. Why should this be and what can you, one manager, do about it?

Our American cousins are very dedicated and skilful individuals with a specific specialist subject. They have the archetypal, work-hard, play-hard work ethic and are mostly very dedicated to their employers.

We Brits, on the other hand, tend to have a broader, shallower understanding of many subjects and an altogether more cynical approach to our employment and employers. We suspect false promises and traps laid out for the unwary, and we are just not going to fall for it!

Defining the differences between two cultures separated by a common language is a well trodden debate. The answer is both simple and enlightening.

US teams are interested in what. What are we doing today, this week, and this month? What are we achieving? What are the results? What are the resources we need? What are the technical specifications?

That what is fulfilling a vital part of US employment law; you don't deliver, you get fired. It is not about just getting to the end, I must be seen to be doing and achieving all the time. Strangely, American's seem to thrive and excel in this environment.

This doesn't always leave much time for analysis, which is where the Great British why steps in.

We don't tolerate the same results-driven regime. We demand, and are usually afforded, more flexibility to ask why? Personal whys, like why am I doing this, why am I being asked to do this and why can't I live in the Bahamas with a rich, young spouse?

However, some of that flexibility also flows into business why's. Why are we doing it this way, and is there a better way? We regularly produce a volatile but effective cocktail of profound and wry why's. However, that sometimes precludes much of the actual doing that is needed.

Without a results driven approach we waste a great deal of time in meetings about meetings. We will fully understand the philosophy of what needs to be done just about the time the project should have been finished. Ouch!

Now, the combination of these two magnetic cultures should produce a wonderful team dynamic. We have the analysis of why and the momentum of what.

The problem occurs when the 'what' and 'why's' are not working together, but at opposing ends, each fighting a cultural war of independence.

The project falters in limbo, costing thousands of pounds/dollars each hour while each side fortifies its position, claiming the moral high ground at the expense of actually doing anything useful. Recriminations and conflict erupts.

We could spend time exploring the history of the cultural differences that divide, but why bother? Reliving battle scars rarely heals the wounds.

This cannot be resolved on technical or moral grounds. I have dealt with the results too often to mistake the signals. No, the only route to resolution is to apply some judicious political and social innovation.

Don't waste other people's time or money in pointless cycles of petty arguing and short term fixes. Go to source. Garner one consensus in the confusion, the need to resolve it now!

Arrange two day's worth of active workshops that includes each member of the team. Run them over the weekend if you have to, but do it.

Start at source by checking if "we have assumed control" then apply a little "valuable to whom" ending with the message of "simple courage."

Then let's innovate with a little "think 25," moving right along into "binary power," and the set-up of "white collar, green fingers."

Finish with a "management super-heroes" pep talk about the dangers of applied politics and you will have them eating out of your hand. Believe me each person wants to do a great job; you, as a highly skilled manager, just have to apply subtlety in a managed framework, to make it happen.

I do this several times a year, and not only is it rewarding personally, it rewards many times over the investment in saved time, money and lawsuits to the business.

I don't advocate an academic approach to management theory but tools and techniques which have already proven to be very successful. Remember, without action there is conversation and we have already had the conversation, so you know what's left.

Cue footsteps running...

P.S. If you are interested in a competition to find the world's worst manager, just so you know who the competition is, checkout the Podcast Netowrk for more info.

Some great prizes and good fun on offer... enjoy.

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