Teams work best together when the relationships amongst the group are close.
There remains a general suspicion of strangers in Russian society and any attempt to bring together teams from different strands of an organisation can be problematic. Once a team has been established and is working well together it is probably best to keep the team intact for as long as possible. Move the team wholesale from project to project rather than developing a fresh team for every situation.
The team leader is expected to play a domineering role and to issue precise detailed instructions and then supervise ongoing progress. Those western managers who are more used to a hands-off approach will undoubtedly confuse local staff who will feel unsure of what is expected of them. An expatriate team leader needs to establish credibility through being decisive, clear and visibly in control.
As different age groups display different attitudes and approaches (pre & post Soviet change generations), it is often thought best to keep teams quite aligned in ages.
Written and Produced by Keith Warburton
This country profile has been produced to give a short overview of some of the key concepts to bear in mind when doing business with contacts in Russia. It is intended to be an aid to business people who have commercial dealings with counterparties in the country but should not be seen as an exhaustive guide to this topic or as a substitute for more substantial research should there be a need.
With this in mind, we have covered the areas which are key to a better understanding of the cultural mindset underpinning business dealings in Russia and which are, quite often, extremely different from the approach and thought processes associated with business in other parts of the world.
Therefore this briefing note is broken into short, bite-sized sections on the following topics: