Jun 9 • General discussion
Ok in a US context, disrespectful in a LATAM one
Managing a remote team in LATAM isn't the same as managing one in the US.
And assuming it is will cost you.
Hierarchy is real in many Latin American business cultures. Employees don't always push back on direction the same way US teams do.
"Yes" in a meeting doesn't always mean what you think it means.
Feedback that's direct in a US context can land as disrespectful in a LATAM context. Silence on a Zoom call doesn't mean agreement.
These aren't small nuances. They affect performance reviews, goal-setting, and whether your team gives you honest information or tells you what they think you want to hear.
The US managers who build the strongest LATAM teams aren't the ones who lead the same way they do at home.
They adapt. They learn the signals. They invest in the relationship before they demand the results.
That's what makes a remote cross-cultural team actually function.
P.S. If your LATAM team seems disengaged or performance is inconsistent, the issue might not be talent. It might be how leadership shows up.
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Ok in a US context, disrespectful in a LATAM one
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