Podcast Summary: HBR On Leadership
Episode: When Leading a Global Team, Don’t Leave Connection to Chance
Date: January 21, 2026
Host: Sarah Green Carmichael (HBR IdeaCast)
Guest: Sadal Neely, Professor at Harvard Business School
Episode Overview
This episode delves into the unique challenges and solutions for leading global, distributed teams. Sadal Neely, a leading authority on global collaboration, explains why teams dispersed across countries, cultures, and time zones are particularly vulnerable to misunderstanding and disengagement. She discusses actionable strategies for fostering connection, trust, and effective communication, emphasizing that strong team relationships don’t just happen—they require intentional effort.
Key Discussion Points & Insights
1. The Complexities of Global Teams
- Dispersion Increases Complexity: Any team not sharing a physical location faces obstacles, but global teams must also bridge time zones, language, norms, culture, and local knowledge.
- Blind Spots and Misinterpretation: Members often “don’t know what they don’t know”—they are unaware when misunderstandings or lack of context affect how information is received.
“They often don’t realize that another member…is interpreting something in the wrong way…There’s a ton of blind spots.”
— Sadal Neely [02:16]
2. Mutual Adaptation: Key to Effective Global Teams
- A Continuous Process: Successful teams embrace constant mutual learning and teaching about their perspectives and practices.
- Social Dynamics Matter: “Where am I? Where’s the other person?” Leaders and members should regularly evaluate these dynamics and try to understand collaborators’ positions and cultural approaches to time and work.
“You have to constantly communicate in order to things cohere in the right way.”
— Sadal Neely [04:34]
3. Structuring “Unstructured Time”
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Virtual Teams Need Space for Spontaneity: In-person teams bond through informal conversations; virtual global teams miss this unless leaders intentionally create opportunities.
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Practical Tip: Build in 6–8 minutes at the beginning of team calls for open, informal interaction (“shared time”), allowing for personal updates, wins, or general conversation.
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Leader’s Role: Leaders must model this openness to encourage participation, especially in cross-cultural teams where such sharing may not be the norm.
“I call this structuring unstructured time…There’s a material difference in the cohesion of the team with the unstructured structured time.”
— Sadal Neely [08:23] -
Efficiency Through Humanity: Although it may feel inefficient, these moments foster stronger relationships and ultimately drive better long-term performance and cohesion.
“It may feel very inefficient…but at the end of the day, it really buys improved work relationships, improved work results, and can be extremely efficient.”
— Sadal Neely [09:11]
4. Communication Styles, Stereotypes, and Cultural Intelligence
- Beyond Stereotypes: Modern global teams are not easily categorized—members may represent 10+ countries and multiple cultures, making “do’s and don’ts” guides obsolete.
- Focus on Inquiry and Listening: The priority is establishing understanding at the intersection of diverse communicators—not assuming or stereotyping.
“It’s not about the do’s and don’ts…How do we make sure that we create a moment where we understand each other fully?”
— Sadal Neely [11:10] - The Core Skills: Inquiry (asking questions), advocacy (sharing perspectives), and especially listening, are vital.
“Listening, more than talking, is even that much more important because there’s a lot to discern…”
— Sadal Neely [11:58]
5. Language Strategy: English as a Business Language
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English as Lingua Franca: English is de facto the business language globally; companies must be intentional about their language strategies.
“English has become the preeminent business language of the world, period.”
— Sadal Neely [12:56] -
Talent Considerations: Non-native speakers must be supported so they don’t become second-class citizens or feel silenced.
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Case Example: A highly qualified German engineer felt like “a child” after his company switched its business language to English, resulting in withdrawal and less contribution.
“When I communicate in English, I feel like a child, and I don’t say as much as I need to…I find myself shrinking.”
— Sadal Neely quoting a German engineer [15:23] -
Support and Inclusion Strategies:
- Provide language training and support for non-native speakers
- Train native speakers to communicate clearly and inclusively
- Regularly reassess communication approaches and ensure knowledge sharing isn’t dominated by the most fluent, rather than the most skilled
“You create an environment where there’s some people who speak the most, but they may not be the most talented.”
— Sadal Neely [16:56]
Notable Quotes & Memorable Moments
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On the Marriage Analogy:
“I think of this almost like a marriage or an important relationship where you have partners. You have to constantly communicate in order to things cohere in the right way.”
— Sadal Neely [04:35] -
On Structuring Unstructured Time:
“There’s a material difference in the cohesion of the team with the unstructured structured time. There’s a clear difference with their performance and there’s a clear difference with their ability to work together in the long term when you create that space.”
— Sadal Neely [08:53] -
On Listening vs. Stereotyping:
“You have to slow yourself down…inquiry is important, advocacy is important, listening is important, and listening, more than talking, is even that much more important.”
— Sadal Neely [11:53] -
On Language and Talent Loss:
“If you don’t give people…the type of support to harness their talent, to harness everything they bring to the table, you create a culture in which some people are included, others are excluded.”
— Sadal Neely [16:50]
Important Segments & Timestamps
- [01:19] - Neely introduces the unique challenges of global teams (dispersion, language, culture, time zones)
- [03:30] - Explanation of the mutual adaptation process and learning mindset
- [07:43] - Practical example: “structuring unstructured time” for spontaneous connection
- [09:57] - How to avoid cultural stereotyping and focus on true cultural intelligence
- [12:25] - The rise of English as global business language and its implications
- [14:46] - The exclusion risks for non-native English speakers and importance of inclusive talent policies
- [15:23] - The story of the German engineer feeling withdrawn post language transition
Summary: Takeaways for Leaders of Global Teams
- Don’t assume team cohesion will happen naturally, especially across borders—structure connection into team routines.
- Build ongoing habits of mutual education, empathy, and evaluation of social dynamics on your team.
- Set aside “unstructured time” during virtual meetings and model the kind of openness you want to see.
- Focus more on building trust, listening, and understanding than on following one-size-fits-all stereotypes or etiquette.
- Develop proactive language policies that foster inclusion, ensure all talent is supported (not just the most linguistically fluent), and provide both non-native and native speakers with the tools they need to communicate effectively.
This episode offers both urgent caution and practical hope: with intention and skill, global leaders can bridge distances—and unlock the best in every team member.