Managing projects across international borders brings unique challenges that can derail even the most promising initiatives. Technical hurdles, time differences, and cultural nuances create a complex environment where traditional project management approaches often fall short. James McCoy, PMO Manager at SSP Innovations in Colorado, has spent over two decades navigating these waters while leading large-scale transformations for companies like GE, Siemens, and FIS.
Setting Up Communication
When teams span continents, even simple messages can get lost in translation. That’s why James puts communication protocols first. “You don’t want to have mishaps in communication. So just establishing protocols upfront,” James advises. This means getting specific about exactly how information will flow. “What tools are you going to use or share? Are you going to share via emails, status reports, Word docs?” He doesn’t stop at the basics. “Are you going to use Teams or Zoom or what products are you going to use?” These details matter when team members bring different assumptions to the table. Spelling everything out prevents the misunderstandings that derail projects.
Embracing Cultural Differences
The second piece of James’s approach tackles something many project leaders overlook – cultural differences matter. “Being inclusive, cultural awareness. So it is a global team, right?” James points out. He compares it to domestic differences we already recognize. “Just like you would work from someone from the West and the East here in the U.S., you have someone in another culture.” This awareness needs to be practical, not just theoretical.
James suggests making room for these differences in your planning. “Be aware of holidays, work styles, communication styles, and encourage being inclusive.” He particularly emphasizes sharing the inconvenience of odd meeting times. “Have meetings early in the morning that may be more accommodating to your global team sometimes, or maybe shift it to where it’s accommodating to you.”
Defining Accountability Early
James’s third principle applies everywhere but becomes critical across borders: everyone needs to know exactly what they’re responsible for. “Define the roles and responsibilities and accountability. And this goes everywhere, not just global teams,” he explains. His tool of choice is familiar to project managers. “Defining a RACI, what project managers call a RACI chart as responsible, accountable, consultative, and informative.” The key is leaving no room for assumptions. “Making sure that the RACI tool or the communication tool where you establish who’s responsible for what, who’s accountable for what, who you’re gonna inform when, and all those measurable objectives need to be established.”
Pulling these pieces together creates a framework where geography becomes less important than clarity. “In summary, establishing the protocols, being aware of cultural differences, being inclusive, and then defining the roles, responsibilities, and accountability,” James says, bringing his approach full circle. His closing thought captures the essence of effective global leadership: “Global project leadership is less about distance and more about direction.” With the right approach, teams can overcome the barriers that typically slow international projects. James doesn’t just offer theory – he’s willing to share more from his experience.
Connect with James McCoy on LinkedIn to keep learning from his global project leadership insights.
