"Cultural" differences

We often speak about different management or leadership styles attaching them to the personality, preference, abilities or capabilities of a certain person.  There are many tests that show to the curious ones what type of leader they are under normal, usual and septic conditions.

What can be said about the same individual that must perform with different groups of people?  Let’s assume the leader changes the work environment and must “confront” a new team whose rules, bonds, beliefs, desires and behaviors are completely different than the ones familiar and acceptable to the leader.  What should the leader do?  Where exactly should he/she compromise?  If?

In my opinion, the first thing on the agenda is knowledge.  Observing and evaluating the rules grounded in the new team.  How frequent, how profound, how common are these rules?  How weird are they?  What is the reason for these behaviors?  Are they imposed by an informal leader of the team or are simply reflections of the corporate environment around the team?  Do they have a strong sense of adaptation to environment or are they mere protections of the famous “this is the way things have always been”?

Afterwards the leader, knowingly, has a very important decision to make for his/her own personal and professional future as well as for the success of the team as a whole.  Who gives in where and how much?

Throughout these processes of awareness, evaluation and implementation of decisions important for the cohabitation and performance of the pair team+leader the idea that there are always causes behind effects should never be absent.  Everywhere and always in our human world.

I do not believe there could be predictable and sustainable performance without the support of the participants’ motivation.  And motivation is the main weapon of any leader who has a panoramic and unselfish vision.