FIVE
LEARNINGS
On managing global teams from Test Manager Tiêu Ngọc Ngân
1.
Leverage time gaps
Working across countries often means managing time zone differences. For example, our team in Vietnam is several hours ahead of our European colleagues. Instead of seeing this gap as a barrier, I view it as an advantage for planning and delegating work.
Mornings are dedicated to focused individual tasks, while afternoons overlap with Europe and become valuable windows for collaboration. These shared hours are the best time to connect, align priorities, and maintain steady progress across teams.
Leverage time gaps
Working across countries often means managing time zone differences. For example, our team in Vietnam is several hours ahead of our European colleagues. Instead of seeing this gap as a barrier, I view it as an advantage for planning and delegating work.
Mornings are dedicated to focused individual tasks, while afternoons overlap with Europe and become valuable windows for collaboration. These shared hours are the best time to connect, align priorities, and maintain steady progress across teams.
2.
Bridge communication gaps
When working in international teams, miscommunication can happen, especially for newer colleagues who may feel hesitant to speak up in cross-border settings. I’ve found that relying solely on spoken explanations can sometimes add pressure. To overcome this, I encourage preparing ideas in advance and using supporting tools, like mind maps or notes, which help build confidence and make communication clearer for everyone.
Bridge communication gaps
When working in international teams, miscommunication can happen, especially for newer colleagues who may feel hesitant to speak up in cross-border settings. I’ve found that relying solely on spoken explanations can sometimes add pressure. To overcome this, I encourage preparing ideas in advance and using supporting tools, like mind maps or notes, which help build confidence and make communication clearer for everyone.
3.
Foster trust through accountability
and growth
I make it a priority to understand my teammates, their strengths, areas for growth, and career aspirations. In the team, if I notice someone has a knack for solving tough problems, I’ll encourage them to take on more technical challenges. If another teammate is curious about management, I’ll look for ways to help them build those skills. Taking this approach has made our teamwork smoother and more rewarding for everyone.
My management style is built on transparency and mutual respect. Rather than a traditional boss–staff hierarchy, I see myself as a colleague who works alongside the team, built on trust. Our conversations don’t always stay within work topics;
we also share as friends, and I believe those moments strengthen our bond.
4.
Be the connector
In an IT project, testers can be involved in multiple teams. This can result in a gap. Teams in different offices may not be fully aware of what their colleagues are doing. That is where I step in as the connector. It’s my responsibility to clarify the situation and ensure that every member stays aligned.
Be the connector
In an IT project, testers can be involved in multiple teams. This can result in a gap. Teams in different offices may not be fully aware of what their colleagues are doing. That is where I step in as the connector. It’s my responsibility to clarify the situation and ensure that every member stays aligned.
5.
Lead with flexibility
Managing people is never straightforward, especially within a multicultural team. Some colleagues prefer very detailed instructions, while others thrive when given more autonomy. I’ve learned to adjust my approach accordingly.
Flexibility, to me, means managing priorities across time zones, reallocating resources to meet deadlines, and stepping in promptly when issues arise. These small shifts have helped projects stay on track, while also showing team members that their contributions and well-being are valued.
Lead with flexibility
Managing people is never straightforward, especially within a multicultural team. Some colleagues prefer very detailed instructions, while others thrive when given more autonomy. I’ve learned to adjust my approach accordingly.
Flexibility, to me, means managing priorities across time zones, reallocating resources to meet deadlines, and stepping in promptly when issues arise. These small shifts have helped projects stay on track, while also showing team members that their contributions and well-being are valued.
