Leading Kenyan Software Engineers: The Pre-Meeting

One of the most valuable things I’ve learned to do for cross-cultural relationships in the workplace is having a meeting about communication before getting started. Sitting down over coffee or tea, or Zoom, if necessary, and to talk about some of the differences and expectations has made life so much easier and prevented problems.

This article will go over some of the topics that I’ve learned that have been particularly helpful to cover with Kenyan software engineers to American firms. These learnings might pass on to other cultures, but they might not. Always customize your context.

It does, however, address a number of the complaints that I’ve heard Americans make in private about foreign developers and I hope that frankly talking about how I’ve addressed these issues can help others have healthier working relationships and make great products together.

1) Speaking Up

One of the important lessons I've learned is encouraging your engineers to speak up. There is a significant cultural divide between Kenyans and Americans on the subject matter. 

So, I start with a joke and humility. Then go into expectations.

I usually break the ice by talking about how I’m American and kind of oblivious sometimes. While half true, it usually gets a laugh and starts things on the right foot. It puts the problem on me, and not the other person. I go on to further explain that I need and expect explicit communication about what their needs are. If they need something in the workplace, I expect them to speak up. I then go onto explain how American workplaces work and that speaking up is an expected and often rewarded part of our culture. I even talk about how I expect them to tell me when I’m wrong. This usually will get a story out of the other person about how Kenyan culture often doesn’t reward speaking up during childhood and the classroom, if not, I’ll bring it up. 

Obviously there is nuance and care in how and when you speak up, and we’ll discuss that together in the meeting, but I find Kenyans, like most people, have quite a bit of common sense here and politeness isn’t the problem.

For context, I’ve lived in Kenya for three years of my life, and from that time working with Gen-Z and Millennial Kenyan software engineers, I’ve come to believe they typically fall into two camps: Either they were the smartest in their class their entire life and had to learn how to hold their tongue to authority from the start, or they worked dang hard in life to get where they are today. Either way, they have a bit of a chip on their shoulder to prove themselves so getting them to speak up when given the opportunity isn’t much of a problem. You just need to give them permission and opportunity. The rest sorts itself out and they end up quite enjoying telling their boss they are absolutely wrong, with kindness, of course.

However, in this first meeting, I suggest that if they feel nervous about speaking up, to start small with a suggestion and see what reaction they get from their own comfort-level and their boss and then make a bigger suggestion and go from there. I note that the rejection of the idea doesn’t necessarily mean that giving the suggestion was a bad idea if they were genuinely thanked for their opinion.

I also acknowledge and ask the ways I or their boss, if I’m recruiting, can adjust to better meet their needs in a way that is comfortable. It’s important that it’s not a one-way street here but that we do need to find a mutual understanding that means we can work together productively. Encouraging someone speaking up to authority might take time if it’s not something they are used to growing up with and a little encouragement never hurts.

2) Encouraging Saying No

This one is important. Related to the last point, but I will go into that I, or the client, needs to know when something isn’t possible, especially related to a deadline. 

I emphasize that saying no is not a sign of weakness but a sign of responsibility and clarity. In the U.S. work culture, pushing back on unrealistic expectations is often seen as a proactive measure. I explain that it’s better to communicate early when a deadline can’t be met rather than waiting until the last minute. I give examples of how pushing back effectively can actually earn more respect than over-promising and under-delivering.

In Kenyan culture, there’s often a reluctance to say no directly, as it can be perceived as disrespectful. I acknowledge this and offer phrases or frameworks that can be used to express concerns without directly saying no, such as, “I would love to do that, but given the current workload, it may not be possible by the requested date. Can we discuss a revised timeline?”

Encouraging honest dialogue early on sets the tone for future interactions and prevents misunderstandings down the line.

3) Leave Space for Their Topics/Questions

An important part of this meeting is also leaving space for their topics and questions about the job and just getting to know each other as people. Kenyan culture can be very relational so taking the time to build that relationship early on can have huge results for morale and trust later. 

I always leave space for questions, inviting them to discuss the project, company culture, or how they’re feeling about the role. Sometimes, the questions reveal underlying concerns or misunderstandings that might not have been immediately obvious.

Additionally, I make it a point to ask about their past experiences working with other teams or projects, as it often gives me valuable context about their preferred working styles and communication preferences. I ask if they’ve worked with any international teams before and what that was like.

This open-ended time is also an opportunity to learn about what motivates them, what they’re passionate about, and how they like to be recognized for their work. This helps in creating a stronger, more personalized connection and sets the tone for a more open and collaborative working relationship.

Frankly, I think some American bosses spending more time on getting to know their employees wouldn’t hurt and my best bosses have done just that. 

In Conclusion

Leading cross-cultural teams isn’t just about bridging time zones: it’s about bridging perspectives, communication styles, and work expectations. While a lot of these learnings are specific to the Kenyan/American context, a lot aren’t and can genuinely be used in any team. 

By prioritizing open dialogue, setting clear expectations, and taking the time to genuinely get to know each team member, you can create a culture of trust and collaboration that transcends borders. Whether it’s encouraging direct communication, normalizing saying no, or simply leaving room for personal connection, these practices can foster a more cohesive, engaged, and high-performing team. Ultimately, the goal isn’t just to avoid misunderstandings but to leverage cultural diversity as a source of strength and innovation.

How have you navigated cultural differences in your team? Share your experiences below. Let’s learn from each other.

Thanks to Alex Ruheni for proof and sanity reading/editing this article. It's always great working with you and I hope you always feel comfortable to tell me when I'm wrong. 🇰🇪