Levelling the Playing Field: Language Inclusion in Global Teams – 3 of 5

Language is a powerful force in global teams—it shapes who speaks, who listens, and who gets heard. While English is often the lingua franca of international business, not all team members engage with it on equal footing. Differences in fluency can quietly reinforce hierarchies and affect performance, participation, and morale. Language inclusion is key!

As Tsedal Neeley (2018) argues in her SPLIT framework, language is not a neutral tool—it’s a power structure that must be managed intentionally to reduce social distance and promote equity.

This article explores how language shapes global team dynamics and what managers can do to create more inclusive communication practices.

Why Language Inclusion Matters

Fluency in the working language, usually English, often becomes an invisible source of power. Research shows that fluent speakers are more likely to dominate conversations, influence decisions, and be perceived as more competent—regardless of their actual expertise (Neeley, 2018).

Meanwhile, less-fluent speakers may hesitate to participate, avoid asking clarifying questions, and feel undervalued, even though their ideas may be equally or more relevant. This dynamic is not just unfair—it’s a business risk.

The Cost of Ignoring Fluency Gaps

When teams fail to account for fluency differences, they risk:

• Losing valuable insights from less-fluent contributors
• Misjudging competence based on language skills
• Undermining trust and psychological safety
• Reinforcing status inequalities across regions

As Neeley (2018) warns, language differences often mirror power imbalances, especially in headquarters-versus-satellite team structures.

Strategies for Language-Inclusive Communication

1. Set Ground Rules for Communication
   Encourage the use of clear, simple language. Discourage idioms, jargon, and fast-paced speaking. Make it a norm to pause and check for understanding.
   
2. Balance the Talk Time
   Use structured turn-taking in meetings and actively invite less dominant voices to contribute. Encourage written follow-ups for those who prefer more time to formulate responses.
   
3. Train Fluent Speakers to ‘Dial Down’
   This is so important as many native speakers of English do not realise how much of what they say is not understood, it just causes problems. Teach native or fluent speakers to slow their speech, simplify vocabulary, and rephrase when needed. Fluency should be a tool for inclusion, not dominance. Training is often required.
   
4. Support Less-Fluent Speakers to ‘Dial Up’
   Offer business English training or language support. Provide materials (e.g., agendas, minutes) in advance so people can prepare and participate more confidently. So many people exit meetings not knowing what was discussed, they need to rely on their colleagues to tell them.
   
5. Use Visual Aids and Written Summaries
   Supplement spoken discussions with slides, charts, or written notes to ensure everyone has access to the core message, regardless of fluency.
   
6. Celebrate Linguistic Diversity
   Recognise and value the multiple languages your team speaks. Let team members share cultural phrases or expressions in appropriate contexts—it promotes mutual respect. Using the Spanish, hasta luego in meetings with your Spanish counterparts goes a long way to creating connection and complicity.

Case Example: Building Equity in a European-Asian Venture

A cross-functional engineering team working across France and Vietnam noticed that French members were dominating meetings. Vietnamese engineers rarely spoke up, even when their technical expertise was critical.

The company responded by:

• Offering English language coaching
• Instituting structured speaking turns
• Replacing idioms in documentation and making the language accessible for all
• Including diagrams and written summaries in all meetings

The result? More balanced participation, improved morale, and better technical outcomes.

Conclusion

Language inclusion isn’t just about fairness—it’s about unlocking the full value of your team. By recognising fluency gaps and proactively designing communication to bridge them, global leaders can ensure that every voice is heard and valued. In doing so, they build not just better teams—but better businesses.

For a deeper exploration of this topic, see our guide to leading multicultural teams in global organisations.

You can read my other articles in this series about remote teams from different cultures here:

Closing the Gap: Why Social Distance Is the Hidden Threat in Your Global Team
Bridging the Divide: Structuring Global Teams to Avoid an “Us versus Them” Mentality – 1 of 5
Process Makes Perfect: Building a Collaborative Workflow Across Borders – 2 of 5

References

Neeley, T. (2018). Leading Global Teams. Boston: Harvard Business School Publishing.