In global organizations, collaboration rarely fails because of technical skills. It breaks down because of intercultural misunderstandings, cross‑cultural communication gaps, and unspoken expectations when working across borders. More often, it breaks down because people interpret the same situation very differently.
That was the reality for an international manufacturer of plumbing, heating, and HVAC solutions working across the United States and Germany. With cross‑border projects accelerating and timelines tightening, even small cultural misunderstandings were creating friction, slowing decisions, and putting pressure on trust between teams.
This is the story of how a focused, practical cross‑cultural training helped their U.S. and German colleagues work better together — not by learning stereotypes, but by learning each other.
The company operates across multiple regions, with close collaboration required between headquarters and regional offices. Two teams in particular — one in the U.S. and one in Germany — were deeply interdependent.
Despite strong expertise and shared goals, intercultural differences in:
Communication styles
Leadership expectations
Decision‑making approaches
Feedback and professional norms
were leading to misunderstandings and frustration on both sides.
With 50 employees collaborating across borders and little margin for error, the company recognized that these issues were not personality problems. They were cultural patterns — and they needed to be addressed deliberately.
Rather than offering a generic cultural awareness session, the company chose a more targeted approach. Together, we designed a program focused on day-to-day collaboration between U.S. and German colleagues.
The training, titled “Working Effectively Across Cultures: USA and Germany,” was delivered through two interactive four-hour virtual sessions, bringing participants from both countries together in real time.
Before the training began, every participant completed a needs assessment. They were invited to describe situations that felt challenging, confusing, or frustrating when working across borders.
This step proved essential. It shifted the training from theory to reality and ensured that discussions reflected the company’s actual work environment rather than abstract cultural models.
Using participant input, the program focused on the areas that mattered most. Sessions explored how communication styles differ between U.S. and German business cultures, how decisions are typically made and communicated, and how leadership expectations can vary without anyone realizing it.
Participants also examined professional norms and relationship-building practices, gaining insight into how everyday behaviors are interpreted differently depending on cultural context. A cultural assessment platform supported this learning by allowing individuals to compare their personal preferences with broader cultural patterns — helping move conversations beyond stereotypes.
The heart of the program was experiential learning. Instead of being told what to do, participants worked through realistic scenarios based on actual workplace situations.
Through role-plays and facilitated dialogue, U.S. and German colleagues explored misunderstandings together, tested alternative responses, and discussed what felt effective or uncomfortable in real time. These moments created clarity, empathy, and a shared language for navigating differences moving forward.
The impact of the training was immediate. All 50 participants completed the needs assessment and actively engaged in the live sessions. More importantly, they left with practical insights they could apply directly to their daily work.
One participant reflected on the experience:
“The training was very good. Working on examples that were understandable for everyone. The atmosphere and the interaction were very relaxed, making it easy to listen. The trainer involved us really well and it was fun to be part of this training.”
Participants reported greater awareness of how their own behaviors might be perceived by colleagues abroad, as well as increased confidence in addressing misunderstandings constructively.
What participants valued most was the opportunity to learn with one another, not just about one another.
“The most helpful was real life scenarios. Instead of telling us what German and American culture is, we played out real scenarios with the folks on the call and simulated real time responses.”
“Learning what bothers fellow colleagues that is common in the US but not Germany. I also really enjoyed the trainer and how he was able to relate to both cultures.”
By creating a safe, judgment-free environment, the training encouraged openness and honest dialogue. Participants were able to voice frustrations, ask questions they might otherwise avoid, and hear perspectives directly from their international colleagues.
By addressing cultural differences in communication, leadership expectations, and decision-making, the program helped reduce the risk of misunderstandings and project delays. Teams developed stronger trust and a clearer understanding of how to work together effectively, even under pressure.
Rather than smoothing over differences, the training helped teams recognize and leverage them — supporting stronger integration between headquarters and regional offices and improving overall employee engagement in cross-border work.
Cross-cultural collaboration doesn’t fail because people lack commitment or goodwill. It fails when expectations remain unspoken and assumptions go unchallenged.
When organizations invest in practical intercultural training that reflects real work and real relationships, global teams don’t just collaborate more smoothly — they perform better together.
Interested in intercultural or cross-cultural training to improve collaboration across borders in your organization? Reach out and we'd be happy to provide a consultation.