Lately, I’ve been working with teams and leaders who are starting to notice something’s off. Their calendars are packed, their days are full, but progress feels stuck.

Interestingly, the problems they’re facing fall into two very different, almost opposite, camps.

On one side, people feel overwhelmed.
“We’re in meetings all day,” they tell me, “but nothing really happens.”

They describe long, one-way sessions where they’re expected to listen but not contribute. The energy is low, the purpose unclear, and their calendars feel more like a burden than a tool.

On the other side, I hear the opposite:
“We don’t meet enough to align. It’s hard to collaborate.”

This group wishes for more space to connect, share ideas, and make decisions together. They’re not drained by too many meetings. They’re stuck because they don’t have the right ones.

What’s surprising is that, despite how different these complaints sound, they share the same root cause: confusion about the purpose of meetings and th...

A talented international team, diverse in thought, technical expertise, and supported by a strategic plan, should be an unstoppable force. Yet, many struggle with disengagement, miscommunication, and high turnover. The culprit? A lack of belonging.

Research shows that teams with a strong sense of belonging experience a 56% increase in job performance and a 50% reduction in turnover (Harvard Business Review, 2019). When people feel valued, respected, and included, they contribute more fully—and stay longer.

However, belonging is not a one-size-fits-all concept, especially in cross-cultural teams. What makes one person feel included might make another uncomfortable. To create an environment where everyone thrives, leaders must focus on three key areas: psychological safety, feedback mechanisms, and team rituals. These elements, when adapted to different cultural perspectives, build cohesion and drive performance.

1. Psychological Safety: The Foundation of Belonging

Coined by organisa...

One important thing I’ve learned from examining numerous studies and my own experience working with teams and companies is this:

Cultural diversity is worth it and strategically necessary for companies working internationally or with diverse customer groups, entering new markets and those wanting to attract and retain talent. 

So, if you've ever wondered whether companies discuss diversity or DEI just to tick a box on the corporate responsibility list or seem progressive, there is substantial data proving its real, tangible benefits.

To support better decision-making, I’ve compiled research from sources like McKinsey, Boston Consulting Group, Harvard Business Review, and others. Companies that want to succeed should pay attention to these findings.

Before exploring the studies, let’s clarify why cultural diversity is more than a checkbox—it’s a strategic asset that requires investing in an inclusive culture. 

Diversity, especially cultural diversity, brings along challenges, but c...

"The whole is greater than the sum of its parts." This timeless wisdom from Aristotle is especially true regarding the culture within organisations and teams. 

Culture is the invisible force that shapes interactions among team members, their approach to work, and their engagement with the world. It plays a pivotal role in the success or failure of organisational strategies. 

I am sure your organisation also wants a culture that separates you positively from the competition.Your common narratives, goals, and practices that form the everyday working environment can be deciding factors in recruitment, talent retention, employee motivation, and how the company is perceived. 

Some companies have been successful in this:

Google could tap into enhanced team performance, increased employee satisfaction, and better collaboration across the company when they recognised psychological safety as a critical factor for high-performing teams in Project Aristotle. 

Mars International Travel Retail...