Question

What are considerations for managers and leaders who working with Latin American based on their culture, background, and behaviors.

Answer 1

Culture is top of mind for many leaders today, whether they are managing a major transition, such as a merger or digital transformation, or just trying to hire someone who will succeed at their company. Nevertheless, culture can be hard to understand and talk about, much less manage, because it feels elusive — so much of culture is anchored in unspoken behaviors, mindsets and social patterns.

The power of intention

Cultural norms define what is encouraged, discouraged, accepted or rejected within a group. Culture and values are closely related concepts. When properly aligned, organizational and personal values drive culture and can unleash tremendous energy toward a shared purpose within a group.

For many organizations, culture is just something that “happens.” For example, it’s not uncommon to hear Latin American leaders attribute certain behaviors to our being “Latinos,” believing that these behaviors cannot be changed. Leaders can intentionally shape culture to align it to business strategy and gain a competitive advantage. The research and practical experience show that when evaluating how culture affects outcomes, the context in which the organization operates — geographic region, industry, strategy, leadership and company structure — matters, as does the strength of the culture. However, a powerful intention to shape the culture plus the discipline and the right system of consequences from management will change the game regardless of other factors. While the word “consequences” has a negative connotation for some, Leaders should think about consequences more broadly as the result or effect of an action or condition. So, getting a promotion is a consequence of job performance in the same way as getting fired is. These decisions signal who in the organization are the culture “heroes” — those who embody the desired values and behaviors — and who are the culture “villains,” who are resisting change. When it is not clear who’s the hero and who is the villain, wrong messages are being sent to the organization.

In Latin America, we can say that corporate culture can overcome strong regional and national culture preferences.

The culture can be a key differentiator for business performance. When aligned with strategy and leadership, a strong culture drives positive organizational outcomes. A strong, healthy culture also serves as a big draw for talent, helping organizations attract and retain high - performers.