Leading without borders: Managing high-performing global teams

At a time when top talent is no longer confined by geographies, building global teams is no longer an option — it’s a strategic imperative. However, hiring across borders is just the beginning; managing diverse, distributed teams presents unique challenges.

At the People Matters Tech HR Singapore Conference 2025, Pratik Gandhi, managing director and COO of Multiplier, shared key learnings from his experience scaling global teams and highlighting critical leadership strategies. 

The reality of building global teams

The traditional hiring process, such as setting up legal entities, is fundamentally slow, expensive, and entangled in compliance complexities.

Despite such challenges, global expansion remains a requisite – expansion to key markets allows organisations to be closer to enterprise clients, investors, and talent pools. That’s why many organisations looking to hire globally are exploring Employer of Record platforms as alternatives to traditional expansion routes. 

A diverse workforce isn’t merely about representation; it’s about unlocking innovation, enhancing decision-making, and driving smarter business outcomes. A McKinsey study reveals that organisations with diverse teams outperform their peers by up to 35%, owing to varied perspectives and enhanced market insights.

Leading global teams and lessons from experience

Pratik remarked how, beyond recruitment, effective leadership of a globally distributed team requires strategic thinking. He outlined three core strategies for managing global teams successfully:

Understand regional expectations and compensation priorities

Employee priorities vary by culture. For instance, while stock options play a significant role in compensation in the U.S., job stability is more valued in China. Similarly, benefits differ across regions — health insurance is crucial in the U.S., while strong parental leave policies matter more in parts of Europe. Leaders must recognise these nuances to attract and retain top talent.

Navigating time zone challenges

One of the most pressing challenges in managing global teams is time zone misalignment. Pratik suggested the following practical strategies:

• Rotate meeting times to share the burden of inconvenient scheduling.
• Appoint regional managers to facilitate smoother operations and maintain oversight.
• Leverage asynchronous communication, record key meetings, and enable team members to catch up at their convenience.

Foster a culture of open communication

Remote teams can easily fall into silos if communication isn’t prioritised. Research shows that organisations with robust internal communication see a 25% boost in productivity. Pratik emphasised:

• Encouraging frequent check-ins to maintain alignment.
• Avoiding a one-size-fits-all approach to communication — understanding cultural preferences for direct vs. indirect feedback.
• Acknowledging local events to show employees they are valued beyond their work contributions.

The future of leadership: A global mindset

While cultural shorthand exists, true leadership is best displayed when employees are treated as individuals, not as generalisations. Small gestures — whether understanding regional differences or recognising local holidays, can pave the way for fostering trust and engagement. The future of leadership demands adaptability and empathy. Organisations that embrace global high-performing teams do not merely survive; they thrive.