How much does Managing Multicultural Teams cost?

Pursue Your Potential prices per group rather than per person, so there is no public price list. The quote depends on group size, whether the workshop runs in person or virtually, travel, and whether you add follow-up coaching or a check-in session. Louisa Savva gives a fixed figure after a short scoping call, and that figure covers preparation, materials and the day itself.

How long is it, how many people can attend, and what language is it run in?

The standard format is one full day, or two half-day sessions when delivered virtually. Groups are 6 to 14 participants, which is small enough that everyone practises out loud and gets individual feedback. All sessions are run in English, which suits mixed-nationality teams and is usually the working language of the group already.

Does the virtual version work as well as the in-person one?

Yes, with a different rhythm. The virtual version runs as two half-days about a week apart, using breakout rooms for the practice rounds and shared documents for the team agreements drafting. The gap between sessions is an advantage: participants test one adjustment with their real team and bring the result back. In-person is the better choice when the participants are themselves a single intact team that needs to agree rules together in one room.

How is this different from general cultural awareness training?

Cultural awareness training usually explains national stereotypes and stops there. This workshop spends most of its time on your managers' own live cases: the feedback that landed badly, the meeting where two people spoke for an hour, the deadline that quietly slipped. Participants practise the conversations rather than discussing them, and they leave with written team agreements rather than a set of country profiles.

What happens after the workshop?

Every group is offered a 60-day check-in session in which participants bring their team agreements back and report what held and what did not. One-to-one coaching with Louisa is available as an add-on, typically two or three sessions per manager. Pursue Your Potential also runs a short briefing with the sponsoring HR or department lead beforehand, so the content targets the friction the organisation is actually seeing.

Lead stream

Managing Multicultural Teams

Managing Multicultural Teams is a one-day workshop from Pursue Your Potential that helps managers of international teams understand how directness, hierarchy and feedback norms differ across cultures, and turn those differences into written team agreements everyone works to.

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Outcomes

What changes afterwards

Recognise the cultural preferences shaping how your team gives feedback, disagrees and commits to deadlines
Adjust your own directness so a correction lands with someone who reads it very differently
Run a meeting in which the quieter and more deferential members of the team contribute on the record
Draft team agreements covering feedback, disagreement, deadlines, escalation and meeting behaviour
Repair a misread message or comment before it hardens into a standing grievance
Brief a new joiner on how this team works within their first week

Why teams run this

Most managers notice the symptom long before they can name the cause. A senior colleague gives a blunt assessment in a Monday meeting and the newest team member says almost nothing for the next fortnight. Everyone in the room agrees a delivery date, then half the team misses it, because agreement in the meeting meant “I have heard you” rather than “I commit”. Someone stops raising problems and starts routing them around you. The technical work is fine. The friction sits entirely in how people talk to each other, and it costs the team weeks.

Teams in the Netherlands meet this earlier than most, because Dutch feedback norms are unusually direct by international standards and because Dutch offices are unusually international. The common response is a values poster, a lunch talk or an away day, none of which change behaviour on the following Tuesday. What is missing is something narrower and more useful: an explicit, written set of rules about how this particular team gives feedback, disagrees, escalates and decides. That is what this workshop produces.

What happens in the room

Participants complete a short profile before the day, mapping their own defaults on four axes: how direct they are with criticism, how comfortable they are contradicting someone senior in public, how much context they expect in written messages, and how they signal commitment to a date. Louisa plots the group’s results together at the start of the session, without names attached. The spread is usually wider than anyone expected, and it is the first evidence in the room that the problem is structural rather than a matter of one difficult individual.

The rest of the day runs on real material. Participants bring cases from their own teams, and those cases drive the practice rounds. People rehearse the same conversation twice, once in their natural style and once adjusted for the person on the other side, with live coaching from Louisa between the two attempts. Nobody watches slides for long.

A pre-workshop profile of your communication defaults, plotted against the rest of the group
Two rounds of feedback practice, in your own style and then adjusted, with live coaching in between
A case clinic on situations participants bring from their current teams
A meeting simulation in which the manager is deliberately not the loudest voice
A drafting session producing the first version of your team agreements

What people leave with

The output is a document the team itself can read on Monday morning, drafted in the room by the manager who will have to hold people to it. The specific takeaways are:

A profile of their own communication defaults and where those defaults clash with their team
A first draft of team agreements covering feedback, disagreement, deadlines, escalation and meeting behaviour
A one-page guide for giving corrective feedback across a large directness gap
A short brief for introducing the agreements to their team, reusable with every new joiner

Making it stick

Agreements written on a training day fade if nobody returns to them. Pursue Your Potential builds the return visit in: a 60-day check-in session where the group brings the agreements back and reports what held, what was ignored and what needs rewriting. Managers who want more can add one-to-one coaching with Louisa, usually two or three sessions, to work through a specific relationship that is not improving. Before any of that, Louisa runs a briefing with the HR or department lead who commissioned the work, so the day addresses the friction the organisation is actually seeing rather than a generic version of it. Louisa facilitates every session personally, which means the follow-up conversation is with the person who was in the room.

Questions about Managing Multicultural Teams

Still unsure whether this is the right fit? Ask directly. A short call usually settles it faster than a brochure.

Ask a question

How much does Managing Multicultural Teams cost?: Pursue Your Potential prices per group rather than per person, so there is no public price list. The quote depends on group size, whether the workshop runs in person or virtually, travel, and whether you add follow-up coaching or a check-in session. Louisa Savva gives a fixed figure after a short scoping call, and that figure covers preparation, materials and the day itself.
How long is it, how many people can attend, and what language is it run in?: The standard format is one full day, or two half-day sessions when delivered virtually. Groups are 6 to 14 participants, which is small enough that everyone practises out loud and gets individual feedback. All sessions are run in English, which suits mixed-nationality teams and is usually the working language of the group already.
Does the virtual version work as well as the in-person one?: Yes, with a different rhythm. The virtual version runs as two half-days about a week apart, using breakout rooms for the practice rounds and shared documents for the team agreements drafting. The gap between sessions is an advantage: participants test one adjustment with their real team and bring the result back. In-person is the better choice when the participants are themselves a single intact team that needs to agree rules together in one room.
How is this different from general cultural awareness training?: Cultural awareness training usually explains national stereotypes and stops there. This workshop spends most of its time on your managers' own live cases: the feedback that landed badly, the meeting where two people spoke for an hour, the deadline that quietly slipped. Participants practise the conversations rather than discussing them, and they leave with written team agreements rather than a set of country profiles.
What happens after the workshop?: Every group is offered a 60-day check-in session in which participants bring their team agreements back and report what held and what did not. One-to-one coaching with Louisa is available as an add-on, typically two or three sessions per manager. Pursue Your Potential also runs a short briefing with the sponsoring HR or department lead beforehand, so the content targets the friction the organisation is actually seeing.

Start with a 30‑minute conversation

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