What distinguishes a successful company from a less successful one? Of course, it needs market-driven products or services at reasonable prices. But it's also about leadership, organization, and motivation of the team, as well as effective communication with that team.

It takes a good leader, the captain, as well as the right culture. Together with a small management team, the leader creates incentives and a motivating atmosphere for open discussion processes in which everyone's resources are brought to bear. The manager's behavior shows that he or she is serving the greater goal of the entire company and maintains an overview at all times. He or she defuses power struggles and reduces politics within the company. In addition, he or she specifies a clear distribution of roles and decides when strategy changes, also known as paradigm shifts, are necessary. Everyone agrees to break down the overall strategy into several sub-strategies.

This scenario is more complex in multinational teams because cultural sensitivities exist there and these pose an additional challenge. For example, many Asians are often less direct in formulating and demanding goals and, at first glance, often appear less proactive than their German-speaking colleagues, for example. This can lead to misunderstandings due to false expectations. It is better to cultivate a respectful approach that takes intercultural differences into account and uses conflicts to achieve goals effectively. 

"Diversity is an asset" is the motto: Ultimately, this approach contributes significantly to the success of sub-strategies and the achievement of the overall goal.

Team spirit – easier said than done:

Team building is not a simple tool. One major risk lies in the different rules of the game and motivations. These need to be identified in detail and subordinated to the overall goal. It is important that the results are attributed to the team rather than to individuals. Existing conflicts and their resolution are seen as necessary, respectful, and at the same time goal-oriented communication on the path to success. Informal and direct, but always understandable dialogues are helpful here. In addition, there is an appreciation of different characters, such as lateral thinkers, specialists, and generalists.

But how can such team spirit actually be achieved? 

The following tips may help: 

• Structure: All international employees need to be appropriately and continuously connected to headquarters, coupled with good education and appropriate training.
• Leadership: This should be adapted to the situation, have "leadership by example" as its guiding principle, and also be based on mutuality, or reciprocity. The dialogue would then begin as follows: "Please put yourself in my position. How would you act in my place to achieve our goals?"
• Training: In addition, all employees should be involved in international projects and participate in as many best practice processes as possible.
• Authenticity: Concrete examples of employees who were both encouraged and challenged and who have had successful careers within the company at home and abroad are a good example of high identification potential. Such examples create a strong sense of identity and also provide an incentive to follow in the footsteps of promoted colleagues.
• Career opportunities: Concrete prospects for individual careers are important, but should be viewed in the medium to long term rather than the short term.

These aspects play a particularly important role today, in an age of global, rapid, and sometimes redundant communication. Motivation and leadership make all the difference! Especially with regard to matrix and project structures, which are becoming increasingly common, the specific motivation of the individual and the right leadership of the team are essential keys to success in order to achieve a lasting sense of unity.