How to Build Culturally Aligned Nearshore Teams That Actually Work 

How to Build Culturally Aligned Nearshore Teams That Actually Work 

High-Performance Collaboration, Interculturality, Nearshore, Strategic Digital Nearshoring

Written by: Denisse Morelos

Diverse nearshore team collaborating and smiling around a shared task, symbolizing cultural alignment.

Introduction

For U.S.-based tech companies, building distributed software teams has become a strategic move. Nearshoring to Latin America—especially Mexico—offers not only proximity and time zone overlap, but access to strong engineering talent. However, a nearshore team’s success goes far beyond logistics. What really makes the difference is cultural alignment.

This article walks you through what cultural alignment looks like in practice, how it impacts your ROI, and how Scio’s nearshore engineering framework—shaped through years of collaboration—can help build teams that truly deliver. For a deeper dive, see The Long-Term Benefits of Cultural Alignment in Team Augmentation.

Why Cultural Alignment Matters in Nearshore Software Teams

It’s More Than Just Time Zone Compatibility

Sure, time zone overlap makes real-time collaboration easier. But shared hours mean little if the team isn’t aligned on communication norms, expectations, or decision-making styles. Misalignment in these areas can lead to friction, slowed delivery, and repeated work.

Imagine this: your U.S.-based team gives fast, blunt feedback. Your nearshore team interprets it as negative or disrespectful. Now you have a cultural issue—one that no project management tool can fix.

The Hidden Costs of Cultural Misalignment

When cultural alignment is missing, we’ve seen it show up in:

  • Slower onboarding and unclear expectations
  • Repeated corrections due to misunderstandings
  • Low morale and high turnover from feeling out of sync
  • Project delays and declining trust between teams

These hidden costs can quietly erode productivity, delivery quality, and team engagement—three areas that matter deeply to any CTO.

For more insight, explore Overcoming Challenges in Nearshore Development: Tips for Seamless Collaboration and Harvard Business Review’s guide on Harvard Business Review’s guide on Managing Multicultural Teams.

Infographic representing shared work values and cultural alignment in nearshore teams.

Key Elements of Cultural Alignment

Shared Work Values and Expectations

In our experience, high-performing nearshore teams don’t just follow tasks—they share core values like ownership, curiosity, adaptability, and proactive problem-solving. When engineers are aligned with your company’s mindset, we’ve seen productivity and retention improve dramatically.

That’s why we prioritize both technical expertise and cultural compatibility during our recruitment process—drawing from what’s worked in building distributed teams across industries. If you’re looking for guidance, check out How to Evaluate Cultural Compatibility When Hiring Nearshore Teams.

Communication Norms and Language Nuance

Even fluent English speakers interpret tone, formality, and feedback differently. A U.S. team might say “this needs to be better,” expecting iteration. A Latin American engineer might hear that as a sign of failure.

Rather than expecting teams to adjust on their own, we’ve developed intercultural coaching practices to help both sides bridge these differences effectively—resulting in clearer, more respectful communication.

Team Rituals That Build Trust

Culture isn’t something you download—it’s built day by day. In our work with nearshore teams, we’ve seen that stand-ups, demos, retrospectives, informal chats, and celebrating wins together (even virtually) all contribute to creating a sense of unity.

These shared rituals help establish psychological safety, allowing distributed teams to operate as one.

Best Practices to Build Culturally Aligned Teams

Hiring for Soft Skills and Cultural Fit

At Scio, our mission goes beyond simply outsourcing developers—we partner with you to build cohesive, committed teams.

With our ScioElevate system, we’ve refined a process to identify candidates who bring not only strong technical skills, but also the emotional intelligence, openness to feedback, and cultural curiosity that distributed collaboration demands. These soft skills are often what make or break success in global teams.

If you’re building remote teams, we recommend reading Remote Work: Soft Skills for a Successful Team.

Onboarding That Goes Beyond the Tech Stack

We’ve learned that great onboarding isn’t just about access to Jira or Slack—it’s about creating alignment from day one.

That’s why we’ve co-designed a structured onboarding experience, shaped by years of client collaboration, that includes:

  • Tools and workflow orientation
  • Communication expectations and feedback norms

This human-centered approach accelerates integration and builds trust early on.

Continuous Feedback Loops and Retrospectives

Over time, we’ve found that strong distributed teams develop shared rhythms for feedback. Weekly 1:1s, retros, and informal check-ins create space for continuous improvement and early issue detection.

Together with our partners, we’ve fostered a feedback culture that emphasizes growth over criticism—something that’s proven essential in maintaining engagement and reducing turnover.

For more on agile practices in remote teams, read Best Practices for Distributed Agile – Part 4 of 5.

Hands stacking communication icons on blocks to represent async and sync collaboration strategies.

How Scio Builds Teams That Actually Work

We believe that scaling a software team should never come at the cost of communication, continuity, or quality.

That belief led us to create ScioElevate—our internal talent development and performance framework—shaped from years of working closely with nearshore engineers and global product teams.

To learn how our internal culture supports this, read “Collaboration is at the heart of everything we do here”.

Additional Benefits of Nearshoring to Mexico

Beyond cultural alignment, Mexico offers compelling advantages for U.S. companies looking to scale:

  • Large tech talent pool: Over 700,000 professionals in IT and engineering roles.
  • Time zone overlap: Real-time collaboration across U.S. time zones.
  • Business-friendly regulations: Favorable IP laws and trade agreements under USMCA.
  • Cost-effectiveness: High-quality talent at competitive rates compared to U.S. or Eastern Europe.

These advantages make Mexico a strategic choice for building high-impact software teams.

Puzzle piece with a question mark symbolizing frequently asked questions about nearshore cultural alignment.

Frequently Asked Questions About Nearshore Cultural Alignment

What is cultural alignment in nearshore teams?

Cultural alignment refers to shared expectations around communication, decision-making, feedback, and work styles. It helps remote teams function as a unified group, rather than just outsourced contributors.

How do I evaluate cultural compatibility when hiring?

Go beyond the résumé. Use behavioral interviews to assess curiosity, adaptability, and communication style. Present candidates with real scenarios to see how they handle feedback or collaborate across teams.

Why is nearshoring to Mexico so effective?

Mexico offers a strong pool of engineering talent, works in overlapping time zones with the U.S., and shares many cultural traits that allow faster and smoother integration compared to other outsourcing regions.

Can I build a high-performance team remotely?

Absolutely. Success depends more on people, mindset, and alignment than on tools alone. With the right framework, distributed teams can equal—or even outperform—co-located ones.

Final Thoughts: Cultural Fit Is a Strategic Advantage

When your team is aligned, work flows. Onboarding speeds up. Communication improves. Engagement grows. You build not just software—but momentum.

If you’re ready to stop outsourcing and start building a real team, we’re here to support you. Together, we can tap into Mexico’s top engineering talent and co-create the cultural bridge that makes nearshoring actually work.

2025 Brings New Challenges for Women in Tech—But We’re Still Going Strong 

2025 Brings New Challenges for Women in Tech—But We’re Still Going Strong 

High-Performance Collaboration, Interculturality, Project Management

Written by Yamila Solari – 

2025 Brings New Challenges for Women in Tech—But We’re Still Going Strong

This Women’s Day 2025 got me thinking about the new challenges women everywhere are facing—especially in tech. In recent years, many organizations have highlighted Diversity, Equity, and Inclusion (DEI) as a key part of their talent strategies. But politics and economic pressures have led to cuts and changes, threatening the progress we’ve made. Despite all this, women in tech are continuing to move forward, carving out new paths—not just for themselves, but for the whole industry.

DEI Under Pressure

Right now, equity is a hot-button issue. Some companies that once openly supported DEI are quietly scaling back or renaming their initiatives. Sure, some of that is about saving money amid all the layoffs in tech, but it also reflects a broader debate about whether these programs should even exist. Women, already a minority in tech, definitely feel the impact when DEI support starts to shrink.

A big example is Women Who Code (WWC), a global nonprofit that served 360,000 members across 145 countries. It shut down last year because it couldn’t secure enough funding. WWC wasn’t just a conference organizer—it offered scholarships, networking, and skill-building for countless women. So its closure makes you wonder: if such a big DEI-focused group can’t stay afloat, what happens to early-career women who need guidance, mentorship, and a supportive community?

Why DEI Still Matters

Despite the setbacks, there’s plenty of data showing that diverse teams perform better and can boost a company’s bottom line. When you have women in leadership—especially in tech—you benefit from a wider range of perspectives and more effective problem-solving approaches. This is critical for things like AI, cybersecurity, and generally staying innovative.

Unfortunately, underrepresentation of women is still the norm. And it’s not just in the U.S. In Mexico, where most of our engineers live, a study by the Center for Economic and Budgetary Research (CIEP) found that women make up only around 15.5% of the IT workforce, with 93.8% of them working specifically as software developers. That’s just one example of how women face added barriers worldwide—barriers made worse by DEI cutbacks and layoffs targeting diversity professionals.

The Bigger Backlash

On top of that, there’s a growing movement in some places that encourages women to return to so-called “traditional” roles. Let’s face it—tech has historically been a boys’ club, which is why DEI programs, female mentorship, and women-in-tech networks are so crucial. That said, lots of professional women aren’t about to give up their career paths. They know that a life in tech doesn’t just provide financial stability; it also offers personal growth, adventure, and a sense of real purpose.

Sure, there’s backlash. But if anything, it’s made women more determined. Losing groups like WWC doesn’t cancel out our progress—it just shows us that we may need new, stronger infrastructures and communities to keep the momentum going.

Adapting DEI Strategies—and Holding Steady

Adapting DEI Strategies—and Holding Steady

Even with traditional diversity programs getting cut, many companies still see the importance of DEI. Some simply avoid the term “diversity” because of political pushback, instead adopting titles like “Community & Inclusion,” or folding these efforts into Learning & Development. But the mission—creating inclusive workplaces—remains. Businesses that invest in inclusion often report better employee retention, higher innovation, and stronger returns.

Government leaders can help, too. Claudia Sheinbaum recently took office as Mexico’s president, and it’s still unclear how she’ll champion STEM careers for women. There’s hope she’ll bring in policies and programs that get more girls interested in STEM and help women advance in tech. But that all depends on the right funding, political will, and collective effort.

Building Community from the Inside

Grassroots communities are just as important as government programs. At Scio, for example, our “women circles” let participants pick up both soft and technical skills, while also discussing how DEI changes affect the workplace. These circles are like micro-communities, providing safe spaces to share concerns, brainstorm solutions, and celebrate achievements. The fact that they’re often volunteer-driven proves that mentorship and collaboration don’t have to rely on big budgets or official branding.

What’s Next?

So will the push toward “traditional” roles win out, or will women maintain—and even expand—their place in tech? Historically, progress might slow down, but it rarely stops entirely. The tech industry, after all, thrives on fresh ideas and talent from every corner. Ignoring half the population just isn’t good business.
Women—in Mexico, the U.S., and everywhere else—are sticking to their goals. Yes, decreasing DEI support might slow us down, but it also pushes us to find new ways to move forward. Whether it’s launching local initiatives, seeking leadership allies, or keeping our skills sharp, women in tech are forging a future that’s more inclusive for everyone.
DEI might be under assault, but our collective resilience is rising to meet the challenge. We’re still aiming for a bigger piece of the tech pie, and that can only be good news for the entire industry.

Sources for further reading:

https://www.bbc.com/news/articles/cw0769446nyo
https://www.cio.com/article/3477870/5-reasons-women-make-top-team-first-collaborators-in-tech.html
https://ciep.mx/wp-content/uploads/2024/03/Mujeres-en-la-Ciencia-y-Tecnologia.-Presupuesto-para-los-desafios-del-mercado-laboral..pdf
https://www.talent-works.com/2024/12/how-is-the-dei-landscape-changing-in-2025/
https://www.cio.com/article/201905/women-in-tech-statistics-the-hard-truths-of-an-uphill-battle.html

Yamila Solari

Yamila Solari

General Manager

Turning Around a Slumping Team Morale 

Turning Around a Slumping Team Morale 

Entrepreneurship, High-Performance Collaboration, Interculturality, Project Management

Written by Yamila Solari – 

Turning Around a Slumping Team Morale

Have you ever noticed how your team starts off full of energy—everyone is on board, ready to tackle big goals—only for that spark to fade over time? Suddenly, you realize there is a heavy cloud of negativity hanging over daily interactions. It can catch you off guard, especially when you are deeply immersed in the day-to-day work. Yet, once you recognize the signs, you know something must change.

In my experience coaching teams, these morale slumps often stem from a handful of core issues. Some factors lie outside of the team’s control—company-level decisions, mergers, or major leadership changes. Others, however, are well within a team’s power to address—unclear roles, a lack of transparency, or toxic behaviors that go unchecked. I like to think of these issues in two categories: external (things we cannot fully control) and internal (things we can change ourselves).

When External Forces Take Over (External Locus of Control)

  • Leadership Changes or Inconsistency

It is well known that a supportive, empowering leader fosters a collaborative tone. However, if the leadership style changes abruptly or leadership roles become unclear, team members may feel insecure about priorities and direction. This can quickly lead to anxiety and, eventually, a negative environment.

  • High-Pressure Environments

Sometimes, companies shorten deadlines or raise expectations without adding resources. Teams then scramble to keep up, which can lead to burnout. When people feel overworked and overwhelmed, patience runs thin and tensions rise—creating an ideal scenario for conflict.

  • Lack of Recognition and Growth Opportunities

Few things derail motivation faster than feeling invisible. If team members consistently contribute without acknowledgment—or if there is no clear path for them to develop new skills—they may become cynical or disengaged.
Large Structural Changes (Mergers, Acquisitions, Reorganizations)
Merging organizations often involves blending different cultures, processes, and leadership styles. In the midst of these changes, employees may feel threatened about job security or uncertain about the new direction, which can lead to pervasive negativity.

  • Shifting Company Strategy or Values

Suppose your company pivots to emphasize profits over people or makes a drastic change to its mission. Those who joined with a particular vision in mind might feel disconnected or even resentful if they no longer believe in the new direction.

  • Other External Stressors

Broader circumstances—such as economic downturns or new market competitors—can put an entire organization on edge. If the team senses looming layoffs or limited resources, tensions may escalate, leading to finger-pointing and blame.

Issues Your Team Can Tackle Directly (Internal Locus of Control)

Issues Your Team Can Tackle Directly (Internal Locus of Control)

  • Unclear Roles and Responsibilities

Sometimes negativity arises simply because responsibilities are not clearly defined. Tasks may overlap—or worse, fall through the cracks—and frustration builds. If certain teammates end up overloaded while others have significantly lighter workloads, resentment becomes almost inevitable.

  • Communication Breakdowns

Inconsistent or delayed updates make team members feel left out, sparking suspicion. The tone of feedback also matters: when criticism is vague or sarcastic, trust erodes. Encouraging honest, direct communication is vital for keeping relationships strong.

  • Negative Feedback Loops

A blame culture can spiral quickly if people focus on fault-finding rather than solutions. Once everyone is trying to avoid blame, creativity and healthy risk-taking tend to vanish.

  • Toxic Individual Behaviors

In some cases, one or two strong personalities overshadow the rest, or small cliques form. These patterns discourage broader participation—team members may stop sharing opinions or ideas if they fear being dismissed or excluded.

Breaking the Inertia: The Deep Check-In Session

Recognizing a cultural slump is half the battle. What comes next? One effective approach is to pause regular work and hold a Deep Check-In Session (DCS)—a specialized retrospective that allows ample time for meaningful discussion.

  • Ground the Team: Begin by having everyone take a moment to note how they are feeling, both physically and mentally.
  • Nurture Trust: Start with a simple trust exercise or team-building activity, reminding everyone that it is a safe space to share openly.
  • Identify the Core Issues: Use quick brainstorming methods (e.g., sticky notes or digital boards) to list all observed problems. Prioritize those that seem most pressing.
  • Distinguish External vs. Internal: Determine which problems the team can address directly and which require help from senior management or other departments. Simply clarifying this can provide a sense of relief and direction.

By the end of a DCS, you should have a clearer view of your team’s concerns and a sense of which issues belong to the team to solve, and which must be escalated.

Handling Internal Issues

Handling Internal Issues

When the team itself can resolve an issue, determine the best plan of attack after the DCS. You might schedule a follow-up session to brainstorm solutions and agree on next steps. Or perhaps you need more context—so you talk to individuals privately or consult an expert. In any case, keep the team in the loop so they know progress is being made.

What Matters Most? Listening and Reporting Back

It is not always possible to resolve every concern immediately. Often, simply letting the team know you have heard them and are taking steps to address their issues can restore a sense of optimism. Continue gathering feedback, be transparent about what you learn, and involve the team in deciding how to move forward.

Cultivating a healthy team morale is an ongoing process—there is no quick fix. Yet by confronting problems directly, clarifying their root causes, and showing genuine care for your team’s well-being, you will be well on your way to turning a slump around. After all, there is real value in collective understanding and consistent connection, no matter what obstacles appear along the way.

A Nearshore Perspective

Scio provides dedicated teams of Latin American (LATAM) software engineers to North American clients. In a nearshore environment like ours, transparent communication is vital to delivering the level of service our clients expect. When teams openly discuss blockers, progress, and expectations, they strengthen the collaboration between clients and software development teams—which is why Deep Check-Ins are so important. At the same time, having clear escalation paths ensures that both our managers and our clients’ leadership understand how external factors affect our teams, allowing them to take timely and effective action.

If you would like to learn more about fostering a high-performance culture or explore how Scio’s nearshore teams can support your next project, reach out to us. We look forward to collaborating with you to create thriving, impactful software solutions.

Yamila Solari

Yamila Solari

General Manager

Enriching the Space for Women in Tech: The Power of Circles 

Enriching the Space for Women in Tech: The Power of Circles 

High-Performance Collaboration, Interculturality, Project Management, Strategic Digital Nearshoring, Success Stories

Written by Yamila Solari – 

HOW WOMEN CIRCLES IN TECH SUPPORT DIVERSITY

Women have gathered in circles since the beginning of history, sharing stories, offering support, and cultivating growth—a practice that continues to shape the professional landscape today. In this article, I focus on professional women circles, which are created to support the advancement of women in the workplace. Specifically, I will share our own experience at Scio with our circles for women in tech, explore the impact these circles could have in the male-dominated tech industry and reflect on how men circles are also important to increase diversity.

Background

The history of women’s circles experienced a significant interruption during the 16th and 17th centuries. The rise of the witch trials in Europe led to the persecution of women who participated in these gatherings, forcing them to dissolve or go into secrecy. However, by the 19th century, women’s circles reemerged as organized clubs and societies in parts of the world, including the United States. These groups focused on education, social reform, women’s rights, and community improvement.

While the structure of these gatherings has evolved, their core purpose of connection and empowerment remains steadfast. Today, modern women’s circles address a wide range of interests, from spiritual exploration and collective healing to professional and personal growth.

Most recently, Sheryl Sandberg’s Lean In movement has reinvigorated the concept of professional circles by making them more accessible through free educational materials. Lean In circles emphasize leadership development, career advancement, and mutual support, among other topics, and have inspired countless women to create their own circles.

Our Experience at Scio

Our Experience at Scio

At Scio, we wanted to support women in tech and decided to start within our organization, so two senior colleagues and I began exploring options. We discovered LeanIn.Org, an organization that has inspired the creation of over 60,000 circles in more than 188 countries, with 85% of participants reporting positive changes in their lives due to their involvement.

We launched our first circle in June 2023 and have been meeting monthly ever since. Initially, we followed the topics provided by LeanIn.Org, but we soon began developing our own. These have included not only general leadership issues but also challenges uniquely faced by women in male-dominated industries. Topics have included Being the Only One in the Room, How to Respond to Microaggressions, Overcoming Self-Doubt, and Getting the Recognition You Deserve, among others.

In a recent retrospective session, participants shared how the women circle has benefited them:

  • Learning skills and tools to grow professionally
  • Building stronger relationships with other women in the organization
  • Increasing self-confidence by reflecting on achievements
  • Becoming more assertive
  • Feeling supported by other women
  • Gaining the courage to try new things

One participant shared how strategies discussed in the circle encouraged her to advocate for her ideas during a critical project meeting. Another mentioned that the circle’s support was invaluable during a turbulent personal time. These achievements fill us with pride and determination. We plan to continue meeting monthly, rotating moderation and topic preparation to develop leadership skills further.

Women in Tech Circles Can Support Diversity

Globally, only 47.7% of working-age women participate in the workforce. In technology-related fields, women make up less than a third of the global workforce, according to the World Bank. The picture is slightly better in advanced economies like the United States, where women held 35% of tech jobs at the end of 2023. However, their representation drops to less than one-third in leadership positions.

In LATAM, representation varies by country. For instance, women make up an average of 20% of the tech workforce in Brazil and 17% in Mexico. While progress has been made in promoting the entry of women into the industry, much work remains to be done.

At Scio, we’ve found that women’s circles effectively empower women in tech to overcome obstacles in their careers and help them remain in the industry. While quantitative data on the direct impact of women in tech circles on increasing diversity is limited, we believe these groups can also serve as a tool for attracting more women to tech. By creating and publicizing spaces that specifically support women, companies can demonstrate their commitment to fostering an inclusive environment.

Men’s Circles Are Important Too

Men’s Circles Are Important Too 

Professional men’s circles, while sometimes critiqued for perpetuating exclusivity, can play a pivotal role in advancing workplace equity. By incorporating discussions on gender dynamics and the unique challenges faced by women in tech, these groups can raise awareness and inspire male professionals to become allies. Programs like Catalyst’s Men Advocating Real Change (MARC) exemplify this approach, equipping men with the tools to advocate for gender equality within their organizations. 

Engaging men in these conversations is essential, as their involvement significantly enhances the success of equity initiatives. Research indicates that such programs are three times more effective when men actively participate. By fostering understanding and allyship, men’s circles can support individual growth and drive systemic change toward more inclusive workplaces. 

Create Your Own Circle 

Whether you’re seeking personal support or aiming to foster inclusivity in your organization, professional circles can be a transformative tool. If you cannot find a circle to join, create one yourself. Resources like Lean In Circles or WomenTech Circles offer guidance on getting started. Once you’ve mastered the basics, explore other topics that resonate with your group. The key is to take the first step—because creating a circle can lead to meaningful change, one meeting at a time. 

To learn more:

The Global Women’s Workforce

The Women Tech Talent Landscape in LATAM

Women in Tech: How Companies Can Attract, Support, and Retain Them

Transform your workplace culture

Thought Leadership: How men can advance gender equity at work

Yamila Solari

Yamila Solari

General Manager

Expressing Needs is Essential for High-Performing Teams: Tips for Team Leaders 

Expressing Needs is Essential for High-Performing Teams: Tips for Team Leaders 

High-Performance Collaboration, Interculturality, Project Management, Strategic Digital Nearshoring

Written by: Yamila Solari – 

Expressing Needs is Essential for High-Performing Teams: Tips for Team Leaders

What Are Needs and Why Do They Matter?

In both our personal and professional lives, recognizing and expressing our needs is at the core of our ability to thrive. Acknowledging our needs can be thought of as accepting the essential requirements—whether professional, physical, or emotional—that help us perform at our best and feel fulfilled. Yet, expressing our needs can often feel vulnerable or even intimidating.

Marshall B. Rosenberg, the founder of Nonviolent Communication, emphasizes that assertive communication is built on clearly expressing needs, which are the conditions people need to thrive. According to his framework, unspoken needs can lead to misunderstandings and conflict, while openly sharing them fosters trust and collaboration. In the context of teamwork, especially within the framework of Scrum, expressing needs becomes even more critical.

For over 10 years, I’ve worked with software development teams, helping them overcome obstacles to reach high performance. One recurring lesson is this: teams that openly express their needs—whether professional, physical, or emotional—consistently outperform those that do not.

Why Needs Often Go Unexpressed

Despite their importance, needs are often left unspoken. Why is this?

  • Fear of Judgment: Team members may worry that sharing needs will make them seem weak or less capable.
  • Cultural Norms: In some work environments, there’s an implicit expectation to “push through” rather than address personal challenges.
  • Confusion Between Needs and Complaints: People may avoid speaking up because they don’t want to be perceived as complainers.

When needs are not expressed, the consequences can ripple through a team. For example, in one team I worked with, a developer felt overwhelmed by an unrealistic workload but didn’t speak up, fearing it would reflect poorly on their capabilities. Over time, this led to burnout, missed deadlines, and growing resentment within the team. Unmet needs like these can lead to frustration, disengagement, and even burnout. Worse, they can create a culture of avoidance, where team members stop addressing issues altogether.

How Scrum Creates Space for Expressing Needs

Scrum, a framework widely used in software development, offers built-in opportunities for teams to express their needs:

  • Daily Scrum: This quick, focused meeting is an excellent opportunity for team members to share blockers or request help. For example, someone might say, “I need more clarity on this requirement to move forward.”
  • Sprint Retrospective: The Retrospective is a powerful forum for reflecting on what went well, what didn’t, and what needs to change. It’s an ideal space to surface team-wide or individual needs, such as, “I need more time for code reviews to maintain quality.”

However, only high-performing teams take full advantage of these opportunities. This is only logical since high performance is often linked to psychological safety, where team members feel comfortable expressing their needs without fear of judgment.

Strategies for Expressing Your Needs Clearly

To express your needs effectively, consider these strategies:

  • Use “I” Statements: Frame your needs personally and specifically (e.g., “I need more context on this feature to complete my tasks”).
  • Be Specific: Avoid vague statements. Instead of “I need help,” say, “I need someone to pair with me on debugging this issue.”
  • Mention the benefits you will get: “The team needs to agree with the Sprint backlog for us to be completely onboard and empowered to achieve the sprint goal”

As a leader, modeling these behaviors can encourage your team to follow suit.

What Team Leaders Can Do

What Team Leaders Can Do

Team leaders play a crucial role in fostering a culture where needs are expressed openly. Here are some actionable steps:

  • Model Vulnerability: Share your own needs with the team. For instance, “I need everyone’s focus during this sprint because we’re on a tight deadline.”
  • Encourage Dialogue: Create regular opportunities for team members to share their needs. For example, start a meeting with a quick check-in round.
  • Build Trust: Trust is the foundation of open communication. Build trust by delivering on commitments, being transparent, and creating an environment where feedback is welcomed.
  • Actively Listen: Demonstrate that every voice matters by listening attentively and responding thoughtfully to concerns or suggestions.
  • Provide Constructive Feedback: Offer feedback that is focused on growth and solutions, not criticism. For instance, instead of saying, “This wasn’t good enough,” you could say, “Let’s explore how we can improve this process together.”
  • Facilitate Open Forums: Use meetings or Retrospectives to explicitly invite team members to share their thoughts and needs in a structured and safe environment.

By implementing these practices, leaders can build an atmosphere of trust where expressing needs becomes second nature for all team members.

Exercises to Practice Expressing Needs

To help teams develop this skill, consider these exercises:

  • Needs Mapping: Each team member writes down one professional, emotional, and physical need. Discuss these as a group to identify patterns and solutions.
  • Well-Being Check-In: Begin or end meetings with a round where team members share how they’re feeling and one thing they might need.
  • Role-Playing Scenarios: Practice expressing needs in hypothetical situations, such as requesting additional resources or clarifying a task.
  • Retrospective Needs Circle: Add a segment to Retrospectives where team members share one need that was met during the sprint and one that wasn’t. Use this to identify actionable improvements.
  • Needs vs. Complaints: Practice reframing complaints into needs. For example, “I’m tired of these last-minute changes” becomes, “I need earlier notice of changes to plan effectively.”

 

What Team Leaders Can Do

Conclusion: Put Needs First

Expressing needs is not just a personal skill—it’s a team competency. By addressing the full spectrum of needs—professional, physical, and emotional—teams can improve trust, strengthen communication, and unlock their highest potential.

As a leader or team member, you have the power to prioritize needs and encourage others to do the same. Start small: share one need in your next meeting and invite your team to do the same. By making this a habit, you’ll help your team reach new levels of performance and satisfaction.

What needs are you ready to express today?

Yamila Solari

Yamila Solari

General Manager

The Long-Term Benefits of Cultural Alignment in Team Augmentation 

The Long-Term Benefits of Cultural Alignment in Team Augmentation 

Interculturality, Nearshore

Written by: Rod Aburto – 

The Long-Term Benefits of Cultural Alignment in Team Augmentation

When companies look to augment their teams, especially with nearshore talent, there’s often a focus on technical expertise and immediate needs. But while skills and capabilities are essential, one critical element often gets overlooked: cultural alignment. From my experience, the long-term benefits of prioritizing cultural compatibility are profound, impacting everything from team morale to project success. Here’s why cultural alignment in team augmentation matters and how it’s led to enhanced collaboration and success in my own career.

Building a Foundation of Trust and Communication

One of the biggest benefits of culturally aligned teams is the ease of communication and trust that naturally develops. When team members share similar values and understand each other’s work and communication styles, they’re better able to communicate openly and effectively. In all these years, we worked closely with US-based clients, integrating our nearshore team with their local developers. When both teams embrace direct communication and transparency, we are able to create a more collaborative environment. This mutual understanding minimizes miscommunication and enables team members to give honest, constructive feedback, fostering a strong foundation of trust.

Enhancing Collaboration and Reducing Bottlenecks in Team Augmentation

Cultural compatibility also helps to reduce bottlenecks in collaboration. For instance, many nearshore teams, like ours, work within similar time zones, allowing for real-time interaction and feedback. But beyond time zone alignment, shared cultural values mean that team members are more likely to be proactive in problem-solving and contribute ideas.

In one project, a developer from our team quickly spotted a potential issue and directly contacted the client’s lead developer to address it. Instead of waiting for a formal review, they resolved the issue immediately, which saved us valuable time and kept the project on track. This kind of direct, proactive approach is much easier when cultural values around ownership and accountability are aligned.

Boosting Engagement and Morale

When team members feel understood and share a common culture, their engagement and job satisfaction increase. Teams that feel connected are more motivated to go the extra mile, even in challenging times.

In one engagement related to nearshore team augmentation, we collaborated on a long-term software development project with a client who highly valued teamwork and knowledge sharing—values our team at Scio also holds dearly. This alignment led to regular “tech talks” within the project team, where members exchanged insights and best practices. As a result, not only did everyone on the team grow their skills, but morale was also consistently high. Team members felt valued and recognized, leading to better engagement and a higher-quality product.

Supporting Long-Term Client Relationships

Supporting Long-Term Client Relationships

Cultural compatibility isn’t just beneficial for the immediate project; it’s a key factor in building long-term partnerships. Clients who work with culturally aligned teams are more likely to extend their contracts or re-engage them for future projects because of the seamless integration and reduced friction in collaboration. I’ve seen this firsthand with clients who value our team’s dedication, work ethic, and ability to understand their unique company culture. By prioritizing cultural alignment for team augmentation, we’ve been able to create lasting client relationships that lead to future projects, referrals, and a reputation for being a reliable and compatible nearshore partner. That has enabled us to be partners with multiple clients over more than 10 years and counting.

Conclusion

Cultural alignment in team augmentation is more than a nice-to-have—it’s a strategic advantage that yields long-term benefits. By fostering trust, enhancing collaboration, boosting engagement, and supporting lasting partnerships, culturally compatible teams become a true asset to any company’s growth and success. For companies looking to enhance their development process, investing in culturally aligned nearshore teams can make all the difference, ensuring that projects don’t just meet expectations but exceed them.

Looking back, every successful project in my career has had a component of cultural alignment. It’s a constant reminder that team augmentation is much more than adding skills; it’s about integrating values and visions to create something lasting.

If you’re ready to experience the difference culturally aligned teams can make, explore Scio’s team augmentation services and see how we can help you build a cohesive, effective team that truly fits your company’s culture.

Rod Aburto - Senior Partner

Rod Aburto

Senior Partner