Insight
5 Minutes with Sachin Khisti – How to Lead Australian Teams: A Guide for UK Leaders
This is the third and final interview in our ‘5 minutes with’ series with Sachin Khisti, Managing Director of CarringtonX Associates and our Talentor partner in Australia. Having explored his entrepreneurial journey and the nuances of the Australian talent market, I asked Sachin for his advice for UK leaders who are tasked with managing and motivating high-performing teams in Australia.
Doug: What is the biggest cultural misconception you see UK or European managers have when they first start leading an Australian team?
Sachin: The most common misconception is mistaking the friendly, informal Australian communication style for a lack of seriousness or professionalism. Australians tend to be very direct and down-to-earth. We often use humour and a bit of self-deprecation in our interactions, even in a business context. A manager from a more formal culture might misinterpret this as a sign that their team is not taking the work seriously, which is rarely the case.
Another related point is the Australian concept of a “fair go.” This is a deep-seated cultural value that means everyone deserves a chance and should be treated with respect, regardless of their position or title. A leader who is perceived as arrogant, who doesn’t listen to their team, or who plays favourites will lose credibility very quickly. It’s crucial to be yourself, be friendly, and be respectful of different cultures and talents within the team.
Doug: How do Australian teams typically view hierarchy and decision-making? What’s the best way for a new leader to build consensus and get buy-in?
Sachin: Australian teams generally prefer a flatter, more collaborative leadership style. While they respect authority and experience, they expect to be consulted on decisions that affect them. A leader who simply issues directives without explaining the “why” behind them will face resistance. The best approach is to be consultative. Involve the team in the decision-making process, listen to their input, and be open to being challenged.
To get buy-in, a leader needs to build a clear and compelling case for their vision. Explain the rationale, share the data, and connect the team’s work to the bigger picture. When people understand how their contribution fits into the overall strategy, they are much more likely to be engaged and motivated. It’s about leading through influence and persuasion, not just through positional authority.
Doug: What are the most effective ways to give feedback and manage performance with Australian employees?
Sachin: Feedback should be direct, honest, and timely, but always delivered with respect. Australians appreciate straight-talking, so don’t beat around the bush. However, it’s important to balance constructive criticism with positive reinforcement. Publicly shaming or overly criticising someone is a huge cultural misstep. Feedback is best delivered in a one-on-one setting, in a way that is focused on the behaviour or the outcome, not the person.
When it comes to performance management, it’s about setting clear goals and expectations, and then giving people the autonomy to achieve them. Micromanaging is a major de-motivator in the Australian workplace. The best leaders act as coaches and mentors, providing support and guidance when needed, but trusting their team to get the job done. Regular, informal check-ins are often more effective than a rigid, once-a-year performance review.
Doug: How much do Australian teams value structure and process versus autonomy and flexibility?
Sachin: They value both, but the key is finding the right balance. Australians appreciate having a clear framework and well-defined goals. They want to know what is expected of them and how their success will be measured. However, they do not like rigid, bureaucratic processes that stifle creativity and initiative. They value autonomy and want the flexibility to figure out the best way to achieve their goals.
A good leader provides the “what” and the “why,” but gives the team the freedom to determine the “how.” This comes back to trust. If you’ve hired the right people, you need to trust them to do their jobs. This is particularly important now, with hybrid and flexible working models becoming the norm. A leader who tries to control every aspect of the work will quickly find themselves with a disengaged and resentful team.
Doug: What is your final piece of advice for a UK-based leader who is managing their first Australian team remotely?
Sachin: My advice is to over-invest in communication and relationship-building. When you’re not in the same room, you have to be much more intentional about creating connection. Schedule regular video calls with both the team as a whole and with each individual. Use these calls not just to talk about work, but to get to know them as people. Ask about their weekend, their families, their interests outside of work.
And make the effort to visit in person as often as you can. The time and expense will be well worth it. Those informal conversations over a coffee or a team dinner are where the real bonds of trust are formed. Remember that every country and every culture is different. You can’t lead effectively from a distance if you haven’t taken the time to understand the local context and build genuine, personal relationships.
The rest of the series:
