Invest in yourselves. And in each other. Don’t wait for anyone else to do it for you.


How many hours per week do you collaborate cross-border? Let’s assume ten hours. Increase that number by 10%. Due to cultural misunderstanding. One extra hour.

Not dramatic? Multiply that one extra hour times forty-eight workweeks in a year. That’s six eight-hour days. Per year. Wasted. Unnecessary. Avoidable.

What if this is the case not only for you, but also for every other colleague in the team? You know the team. Do the numbers. They can get big, and fast.


It’s difficult to measure energy levels. But not difficult to feel loss of energy. And not difficult to feel gain of energy. Energy is either taken out of or put into you.

What’s it like to have energy taken from you? No fun. Less than no fun. What’s it like to have energy given to you? Fun. More than fun.

Look at your experience thusfar collaborating cross-border. Have the interactions been energy-taking or energy-giving? If it’s the former, the situation is not good.


There is no need to spell out the negative impact on motivation when cross-border collaboration is demanding too much time and is taking too much energy.

At best you’re slogging through the work. At worst you’re looking for ways to avoid it. That’s not good for anyone, in any position, in any company, operating cross-border.

Let’s make it the opposite. You want to work in cross-border teams. You want to collaborate with colleagues in other regions. You are energized and motivated.


When cross-border collaboration doesn’t go well it can mean over budget, over schedule, delivering poor quality results, or a combination thereof. Not good for the team.

Take your current cross-border project. Go over budget by 10%. Go over schedule by 10%. Reduce quality by 10%. Or any combination thereof. Certainly not good.

Let’s flip the scenario. Budget 10% under. Schedule 10% earlier. Quality 10% higher. Or any combination thereof. Very good for the team and the company. Most importantly for you.

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