Leaders, as well as others, who are attempting to influence a person from another country must be alert to possible cultural differences. A cross-cultural leader must be patient, adaptable, flexible, and willing to listen and learn. All of these characteristics are part of cultural sensitivity, an awareness of and a willingness to investigate the reasons why people of another culture act as they do.

A person with cultural sensitivity will recognize certain nuances in customs that will help build better relationships with work associates from another culture. Cultural sensitivity is also important because it helps a person become a multicultural worker. Such an individual is convinced that all cultures are equally good and enjoys learning about other cultures.

Language differences create problems because U.S. workers can become frustrated by coworkers’ accents and limited English skills. Non-English speakers may feel that they do not fit well into the team. Differences in religion are the source of many misunderstandings. In many cultures, religion dominates life in ways that Americans find difficult to comprehend.

Cultural sensitivity is enhanced by cultural training, and also by simply listening carefully and observing. A key principle is to be flexible when dealing with people from other cultures. Cultural norms about expressing ideas vary across cultures. Team members from relatively egalitarian cultures, such as the United States, may be accustomed to voicing their candid opinions and ideas. Giving critical feedback presents transcultural challenges because feedback is perceived differently depending somewhat on the culture.