When I co-founded Viva Global, I knew firsthand how powerful nearshoring could be. Everything seemed to be leading toward it: the changes in U.S. demographics, the normalization of remote work, advancements in AI and lower barriers to entry for new startups, and the explosion of specialized talent emerging from Latin America. 

I spent months planning before launching my company — figuring out my budget, reviewing legal processes for LATAM hiring, onboarding my first few employees. Once I got started, I knew I’d need to focus heavily on guiding my customers through the hiring process and helping them build strong remote work cultures. 

But here’s the thing with starting and running a business: you’re always going to encounter unexpected challenges. As I started working with U.S. founders to build remote teams in Latin America, one issue kept surfacing over and over again: cultural disconnect. 

The thing is, these weren’t hiring mistakes. The talent was there. The skills were strong. We were finding highly proficient, college-educated professionals who were often English-speaking and perfectly aligned with the company’s needs. But the cultural friction — how people give feedback, interpret timelines, relate to managers, and even define productivity— was enough to derail an otherwise perfect hire. It became clear that cultural values don’t just shape how people work; they fundamentally shape how they succeed and thrive within a company’s specific operating environment. 

Now, I find myself constantly explaining these differences to founders. Because cultural values don’t just shape how people work — they shape how they succeed inside your company. 

So this blog is here to walk you through what often gets overlooked — and what you can do about it if you’re serious about building a loyal, high-performing LATAM team that doesn’t just save you money but truly scales your capabilities. 

 

Why This Matters More Than You Think

The numbers are compelling: hiring remote professionals from Latin America can reduce your talent costs by 50-70% while giving you access to English-proficient, college-educated professionals who work in your time zones. This nearshoring model offers geographical proximity and cultural affinity (compared to, say, Asia), making it an attractive proposition for U.S. businesses. 

But here’s what the “hire global, save money” crowd won’t tell you: culture eats strategy for breakfast, and it’ll eat your remote team for lunch if you’re not prepared. The interplay between cultural values and workplace practices profoundly shapes organizational behavior, communication, and productivity. 

At Viva Global, we track retention rates obsessively. Companies that ignore cultural differences see significantly higher turnover, often in the range of 40-60% in their first year. This silent attrition means you’re constantly rehiring, re-training, and losing institutional knowledge, negating much of the initial cost savings. In stark contrast, companies that adapt their management style to align with local cultural expectations see dramatically lower turnover, often less than 15%. 

The difference isn’t just about saving money on recruitment. It’s about building teams that actually scale, fostering deep trust, genuine collaboration, and loyalty that weathers any storm.  

Cultural misalignment isn’t always a dramatic explosion; most founders experience it quietly: a great hire slips away, a promising teammate never quite gels with the group, deadlines go sideways because of unspoken miscommunication. It doesn’t show up on the balance sheet as a line item until you’re hiring the same role for the third time in a year, or projects are consistently delayed due to subtle breakdowns in understanding. Cultural misalignment is a silent killer of productivity and retention, and the earlier you address it, the faster your team can scale without friction. 

 

The Tale of Two Work Cultures: What’s Really Different 

Let me break down the core cultural differences that play out in every Slack message, Zoom call, and performance review. This isn’t academic theory — this is the stuff that determines whether your remote hire becomes your MVP or your biggest headache. 

 

Comparative Table: U.S. vs. LATAM Work Cultures 

Work Aspect	U.S. Approach	LATAM Approach
Innovation	Individual autonomy and risk-taking	Emerges through group collaboration
Team Dynamics	Personal goals can challenge cohesion	Loyalty and community strengthen bonds
Feedback Style	Direct and explicit	Indirect and relationship-preserving
Leadership	Flat structures, challenge authority	Hierarchical respect, mentorship focus
Productivity	Efficiency-focused bursts	Relationship-driven, flexible approach
Communication	Get to the point quickly	Context and relationship matter

 

The Four Cultural Gaps That Kill Remote Teams (and How to Bridge Them) 

These fundamental differences create distinct workplace environments, each with unique advantages and challenges. Understanding these gaps is the first step to successful cross-cultural management. 

 

Gap #1: The Individualism vs. Collectivism Divide 

In the U.S.: Work is fundamentally about individual achievement. American workplace culture centers on individualism, emphasizing personal responsibility, self-reliance, and independent achievement. Organizations value proactive behavior and the ability to work independently, fostering a performance-driven environment where individual contributions are recognized and rewarded. This often leads to competitive dynamics that drive innovation and productivity. American workers also demonstrate significantly higher job mobility, prioritizing individual growth and financial advancement over long-term organizational commitment. They view career advancement opportunistically, willing to change jobs for better opportunities, a pattern reinforced by decades of corporate reorganization that eroded traditional employer-employee loyalty. 

In LATAM: Work is about the group. Latin American work culture fundamentally differs through its emphasis on collectivist values and strong in-group loyalty. Research demonstrates that Latin American societies emphasize collectivist values as strongly as Confucian East Asian societies, creating workplace environments where personal relationships and group harmony take precedence over individual achievement. The collective spirit mandates that employees be treated with courtesy and kindness. This collectivist orientation fosters loyalty to primary groups and paternalistic employment relationships. Historically, leadership assumed benevolent, protective roles over employees, often extending to personal matters. Employees maintain strong loyalty to immediate work groups and personal relationships, though potentially less attachment to broader institutional structures. 

Why This Breaks Teams: When you only recognize top performers individually in a collectivist setting, you’re accidentally demotivating everyone else and potentially disrupting team harmony. When you skip team-building activities because “we’re all adults” and assume everyone will collaborate naturally, you’re missing the foundational steps required to build trust and cohesion, which are paramount in LATAM cultures. Without these bonds, collaboration can suffer, and knowledge-sharing can be limited, as members prioritize their own objectives rather than collective outcomes. 

What to Do Instead: 

• Start meetings with genuine check-ins about people’s lives and well-being, demonstrating a personal interest beyond just tasks (recommend this approach only for 1-on-1 meetings or small team meetings). 

• Celebrate team wins, not just individual achievements. Publicly acknowledge collective successes to reinforce group cohesion and shared goals. 

• Create rituals that build connection, even virtually, such as monthly virtual team lunches, coffee breaks, or celebrations of local holidays. 

• Leverage local expertise by valuing the unique insights and market knowledge that Latin American team members bring, involving them in decision-making processes where appropriate to foster a sense of collective ownership. 
  

 

Gap #2: Direct vs. High-Context Communication 

In the U.S.: Say what you mean. American communication patterns exemplify low-context cultural norms, where most information is explicitly stated rather than implied through contextual cues. This style values directness, transparency, and efficiency. Feedback is given openly and constructively, with employees expected to be receptive to direct criticism as part of professional development. Americans generally appreciate clarity and brevity, focusing on getting to the point quickly, which can sometimes be perceived as bluntness by those from cultures favoring indirect communication. 

In LATAM: Preserve relationships above all. Latin American business culture operates primarily through high-context communication patterns, where meaning is conveyed through underlying text, tone, and situational context rather than explicit statements. This approach requires longer forms of discussion that address not just the basic elements (what, where, when, how) but also the relational and contextual aspects of business interactions. Oral communication is favored over written formats, with professionals engaging in extended conversations to build relationships and establish trust before addressing specific business objectives. 

Why This Breaks Teams: You think you’re being clear and efficient by being direct. They might think you’re being rude, dismissive, or even aggressive because directness can be interpreted as a lack of respect or a threat to harmony. You might think they agreed with the plan because they remained silent, but in high-context cultures, silence often means disagreement or discomfort, not consent. Misinterpretations can occur, and the crucial non-verbal cues (tone, body language, facial expressions) that convey significant meaning in LATAM cultures are lost in text-based communication. 

What to Do Instead: 

• Move important feedback from text to video or voice calls. Written feedback often lacks context, tone, and non-verbal signals, increasing the risk of misunderstanding or offense. Voice or video allows managers to convey empathy, warmth, and intent, making feedback feel less harsh and more constructive. Deliver sensitive feedback privately, never publicly. 

• Learn to read between the lines — ask “What concerns do you have?” or “How might this impact the team?” instead of just “Any questions?” Be attentive to pauses, facial expressions, and group dynamics. 

• Always frame feedback positively and use diplomatic language. For example, “I see your point, and perhaps we could also consider…” is preferred over “That won’t work because…” 

• When creating a shared communication framework, encourage open dialogue about communication preferences to prevent misunderstandings and foster mutual respect. 

 

Gap #3: Time as Resource vs. Time as Relationship 

In the U.S.: Time is money. Time consciousness is a cornerstone of American work culture, with punctuality considered vital in business settings. American culture places enormous emphasis on timeliness, viewing “time is money,” and being a few minutes early for business meetings is considered “being on time.” This temporal orientation prioritizes efficiency and rapid task completion, with clear deadlines preferred over ambiguous timeframes. The average American workday has even shortened, yet productivity has increased due to focused bursts of work. 

In LATAM: Time serves relationships. Time is often viewed as more fluid and flexible in Latin American cultures. Schedules and deadlines might be treated with more adaptability, and multitasking is common. A meeting might start 5 minutes late because people are catching up on family news or building personal rapport – and that’s not inefficiency, that’s an investment in relationships, which are considered foundational to business success. The emphasis on personal relationships often means that establishing trust and mutual understanding is prioritized over strict adherence to a schedule. 

Why This Breaks Teams: You interpret relationship-building as unprofessionalism or a lack of focus. They interpret your rush to business as coldness, disrespect, or an unwillingness to invest in the human element crucial for collaboration. Misunderstandings can arise when a U.S. manager expects strict adherence to a timeline, while the LATAM team is prioritizing a social interaction they deem essential for long-term project success. 

What to Do Instead: 

• Build buffer time into deadlines without assuming lateness equals laziness. Understand that punctuality and deadlines may be more fluid. 

• Focus on outcomes, not clock-watching. Emphasize what needs to be achieved rather than strictly how long it takes or when it’s done, as long as it’s within a reasonable framework. 

• Understand that the “small talk” at the beginning of a meeting is actually “big work” – it’s crucial for building the personal connections and trust necessary for effective collaboration in high-context cultures. 

• Normalize flexibility, communicating that “you can structure your workday how you need, just keep us posted.” 

 

Gap #4: Flat vs. Hierarchical Leadership 

In the U.S.: Challenge your boss. American workplaces, while having hierarchies, emphasize individual accountability, and managers often operate autonomously, making decisions with limited input from subordinates. There’s a cultural tendency towards flatter hierarchies, where employees might feel comfortable directly addressing superiors, challenging ideas (respectfully), and participating in decision-making. The “rugged individualism” traces back to frontier values, which sometimes makes natural collaboration challenging as individuals may view teamwork as a “last resort” due to discomfort with dependency. 

In LATAM: Respect hierarchy. Latin American organizational cultures demonstrate high power distance characteristics, where hierarchical structures are accepted and reinforced through formal protocols and respectful deference to authority. Decision-making authority is concentrated among senior leadership, and employees expect clear guidance and direction from supervisors rather than autonomous decision-making opportunities. Leaders are expected to be paternalistic, charismatic, and team-oriented, caring for their employees’ well-being and fostering a sense of belonging and loyalty. Formal titles and protocols signify respect, and employees address leaders with honorifics. 

Why This Breaks Teams: You expect pushback and debate, interpreting silence as agreement or lack of initiative. However, your LATAM team members might be waiting for clear direction from authority figures, and may be hesitant to openly challenge decisions to preserve “face” or respect for hierarchy. You might think they lack initiative, while they believe you lack clear leadership, leading to a standstill or misunderstanding. 

What to Do Instead: 

• Provide clear direction while still being approachable. Leaders are expected to be both respected and approachable, blending authority with genuine care for team members’ well-being. 

• Never bypass managers in the chain of command. Acknowledge established hierarchies and ensure communication and requests follow appropriate channels. This not only shows respect but also helps avoid confusion and delays. 

• Give praise in public; give correction in private, always with warmth and diplomacy to preserve dignity. Public criticism is rare. 

 

Avoiding the Hidden Costs of Cultural Misalignment

You don’t need a dramatic case study to feel the cost of churn. Most founders experience it quietly: a great hire slips away, a promising teammate never quite gels with the group, deadlines go sideways because of unspoken miscommunication. It doesn’t show up on the balance sheet until you’re hiring the same role for the third time in a year, losing valuable time and resources. 

Cultural misalignment is a silent killer of productivity and retention. And the earlier you address it, the faster your team can scale without friction. Getting culture right isn’t just about being nice — it’s about business results. Companies that adapt culturally see tangible benefits: 

Higher Retention Rates: Significantly reduced turnover, often below 15% compared to 40-60% for those who ignore cultural differences. This stems from fostering loyalty and a sense of belonging, making employees more satisfied and less likely to leave. 

Faster Project Completion: Communication actually works because clarity is achieved through culturally appropriate channels and understanding. This reduces misunderstandings and accelerates business processes. 

Higher Team Satisfaction and Engagement: When team members feel valued, understood, and respected for their cultural nuances, they are more motivated and engaged. This contributes to job satisfaction levels, which in the U.S. have reached 20-year highs partly due to improved job security and career prospects, while LATAM teams benefit from community belonging and job security. 

Better Performance Metrics: Stronger collaboration, mutual understanding, and reduced friction lead to improved overall team performance and quality of work. 

Conversely, companies that don’t adapt see: 

• Shorter Average Tenure: Employees leave quickly, leading to constant recruitment cycles. 

• Significant Time Wasted: A substantial portion of time is spent on re-training and re-hiring, diverting resources from core business activities. 

• Lower Morale: Team members quietly look for other opportunities due to frustration, feeling misunderstood, or lacking support. 

• Constant Miscommunication: Projects slow down, errors increase, and objectives are missed due to a lack of shared understanding and trust. 

The math is simple: invest in cultural understanding upfront, or pay the much higher cost of turnover, inefficiency, and stalled growth later. 

 

Tactical Checklist for Managing Across Cultures 

Here’s your tactical checklist for managing across cultures — updated with real-world depth and decisions, not just nice-to-haves. These strategies are directly supported by research and best practices for navigating Latin America’s community-oriented and flexible work norms. 

 

✅ Relationship Building 

• Schedule 1:1s that start with 3–5 minutes of personal check-ins — ask about family, life, or non-work priorities. This establishes trust and lays a foundation for effective collaboration. 
• Track birthdays, work anniversaries, and personal milestones (yes, even remotely). Recognizing these occasions shows respect for local culture and strengthens bonds. 
• Host weekly and monthly virtual team rituals — Friday wind-downs, virtual coffees, regional celebrations — to foster community and strengthen bonds. 
• Don’t just ask “How are you?” — ask “How’s your energy level this week?” or “Anything on your mind outside of work?” to show genuine interest. 

✅ Communication Style 

• Deliver all constructive feedback via video or voice, never Slack or text. This allows you to convey empathy, warmth, and intent, which are often lost in written text, and makes feedback feel less harsh. 
• Use the “feedback sandwich” sparingly — be warm but clear, and always give context. Frame suggestions positively and use diplomatic language. 
• End team meetings with: “What didn’t get said today that should have?” to encourage indirect communication and uncover unspoken concerns. 
• Use asynchronous video tools (like Loom) to humanize instructions and ensure tone is preserved, especially for complex or sensitive topics. 

✅ Time and Flexibility 

• Define deadlines in ranges (e.g., “by Friday” vs. “by EOD Thursday”) to allow for cultural pacing and accommodate a more fluid view of time. 
• Avoid assuming time = productivity — check outcomes, not hours clocked. Especially when it comes to specialized roles, like software developers, recognize that productivity may be achieved through a less rigid approach. 
• Ask about public holidays in their country and plan project calendars around them. Respecting these dates shows cultural awareness and supports work-life balance.  
• Normalize flexibility: “You can structure your workday how you need, just keep us posted.” This supports the importance of family and personal life in LATAM cultures. 

✅ Leadership and Hierarchy 

• Don’t assume silence is agreement — actively invite dissent and questions in a way that allows for indirect feedback, perhaps through individual check-ins. 
• Give praise in public; give correction in private, always with warmth and diplomacy to preserve dignity and “face.” 
• Clarify roles and chain of command early, especially in cross-functional settings, and avoid bypassing managers in the established chain of command (this should all be documented in your Communication Policy Handbook). 

 

Why We Build Around Culture, Not Just Talent 

Most staffing companies focus on matching skills to job descriptions. We realized that’s only half the equation. The most technically brilliant individual can falter in a culturally misaligned environment, leading to the hidden costs of turnover and re-training. 

Our Smart Matching System™ evaluates 11 dimensions, going beyond just technical prowess to ensure a holistic fit: 

• Communication style preferences (direct vs. indirect) 

• Leadership expectation alignment (flat vs. hierarchical) 

• Remote work cultural readiness 

• Team dynamic compatibility (individualistic vs. collectivistic) 

We don’t just find you great talent — we find you professionals who will thrive under your specific leadership style and company culture, building resilient business partnerships. 

Plus, we handle all the compliance headaches through our Viva Compliance Shield, navigating the complex web of local labor laws and employee data protections. This allows you to focus on leading your team, not paperwork, and minimizes risks associated with privacy laws and surveillance. 

The result? Pre-vetted candidates from our database of 10,000+ professionals, most placed in under 10 days, with cultural coaching included for both U.S. managers and LATAM teams. We bridge cultural gaps, foster trust, and unlock the full potential of your Latin American teams. 

 

From Hiring Remote to Leading Global 

Here’s the truth: you can’t manage a remote LATAM team the same way you manage a local team. But you shouldn’t want to. When you lean into the cultural differences instead of fighting them, you don’t just save money — you build something stronger. Teams with deep trust, genuine collaboration, and loyalty that weathers any storm. 

The founders who get this right don’t just scale faster, they scale better, building sustainable relationships and more socially cohesive work environments. Future success in global business environments will likely require hybrid approaches that combine the efficiency and innovation advantages of American individualistic culture with the relationship-building and social cohesion strengths of Latin American collectivistic traditions. 

Because the best remote teams aren’t just cheaper — they’re better. 

Ready to transform your team with remote talent from LATAM? Book a free consultation call today!

 

About the Author

The author is Co-Founder and VP of Sales at Viva Global, a leading remote staffing agency and employer of record specializing in connecting US companies with the top 1% of Latin American talent under the motto “Talent Without Borders.” With extensive experience across Fortune 500 companies, top-rated tech firms, and early-stage startups in sales and customer success roles, the author has witnessed firsthand how recruitment processes evolve as companies scale. This diverse background has shaped a unique perspective on talent acquisition that now drives Viva Global’s approach to placing remote employees across various industries, helping businesses overcome hiring challenges and build thriving distributed workforces.

 

 

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