If you work in high-tech or pharma and collaborate with co-workers, customers, suppliers or partners located in other countries, there’s an increasing likelihood that your company will offer you some form of training to help you master cross-cultural or virtual work challenges.
Beyond those two fields, however, it’s hit-and-miss, according to top cultural trainers. Without the insights of cross-cultural training, many American managers - who often lack international travel or global business experience - face a heightened risk of project failure.
The return on investment in training global workers isn’t always evident to senior management, many of whom have never played a globally collaborative role in the organization. “What I have learned is that it’s extremely difficult to [initiate] formal training,” says Natasha Crundwell, President of People Going Global, a Washington-D.C. cultural consulting firm. “In many cases executives may not see the need for structured training.”
Yet, companies that hire third-party trainers typically approve group classes that last just one half day up to two days at most. Is some training better than none at all? Absolutely - I went through Berlitz training shortly before assuming a cross-cultural editorial management role in the fall of 2005. I came out of it with a better understanding of Indian culture, which improved my ability to absorb other information later. However, I felt eight hours was just scratching the surface.






