Building trust across different cultures doesn’t just happen. It’s an art. You have to carefully and honestly forge connections, genuinely paying attention to and respecting others’ cultures along the way.

Long-term relationships that extend beyond transactions are deeply valuable, and if you want to succeed in international business, you have to build them. Lead with curiosity and express interest in others’ experiences, as well as a willingness to learn: a people-first approach will take you far.

An experienced partnerships executive who developed a remarkable ability to foster trust across an array of cultures and countries shares some of his insights below. He spent over 35 years refining this skill, leading global strategy and strategic partnerships for some of the largest brands in food & beverage, hospitality, and tech.

How to Pick a Strategic Partner

When a company in a massive growth period was eyeing global expansion, it chose to form joint ventures with strategic partners. If you decide this approach is the right strategy for you, finding the right partner is crucial. While it will be different for every organization, the key considerations can benefit you as you map your market entry approach.

Here’s what you should consider:

1. Alignment with the Company's Mission and Values

Do the potential partner’s values line up with yours? They should understand your mission, and show they want to support and bolster it. They should also take the time to understand and commit to your business’s core principles.

The executive recalled a situation when a near-partnership cratered.

"The potential and financial appeal were enormous. Yet, during a social dinner, a senior executive from the potential partner made a prejudiced remark about certain communities. It was shocking and made us pause,” he said.

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By deciding not to partner with that company—despite a lucrative deal—the company protected its values, its reputation, and its own employees. (And the right partner came later, lasting 25 years.)

2. Local Reputation and Experience

Put your ear to the ground. What do people say and think about this particular partner? Even if people are off-base, it’s important to know what they think. Reputation means a lot when it comes to trust. It’s not the only deciding factor, but something you should note. Reputation can also be affected by time — how long has the partner been operating in the area?

You should also see if they have case studies or references from other successful collaborations. If they have none to share, is it because they’re green, or because they don’t want you talking to previous partners? Again, something that could give you pause.

3. Internal Culture and Employee Treatment

People are always a huge part of the puzzle. Take note of the company’s HR policies, and how those reflect their care for and attention to workers. Also look at hierarchy — manager-employee relationships can tell you a lot about a company at large.

The executive said that one potential partner’s "internal policies didn’t align with our values. We informally talked to their employees and managers and observed their interactions. It became clear that their workplace culture wasn’t a fit for us, so we decided not to proceed with the next phase of a potential partnership."

Erin Meyer’s book “The Culture Map” examines the difference between indirect communication styles in cultures, and how what appears as evasive in one circle is standard in another. Where Americans might debate, Koreans and Singaporeans seek gradual consensus. Having different approaches doesn’t mean you’re wholly incompatible — it might just mean adapting to other perspectives.

And go beyond the boardroom in your assessment of the company culture. In informal settings, people can behave differently. Are they still representing company values, or do they loosen up? Based on your own culture, that behavior will resonate with you…or maybe it won’t.

4. Financial Resources and Infrastructure

Down to brass tacks (or balance sheets). Check in on the partner’s financial health and stability over time. Also take a look at their infrastructure. A well-matched partner should be able to support your own efforts, operations, and growth plans.

You want to pair with a company that can help you scale up as quickly as you want. See how quickly they can do so, too, and compare that with what you’re looking for.

5. Trust and Relationship Building

If there’s no trust, there’s no relationship. Look for a partner who’s open and transparent in their communications, internally and externally. (On the flip side, if you like less-transparent external communications, keep that in mind.) Openness usually aligns with reliability and integrity: again, their reputation. In the past, how have they handled issues? It’s likely how they’d handle those things now.

How close are you to key team members? Do you feel comfortable reaching out and collaborating? If you feel distance from the main players early on, it could get more strained over time. In fact, you should have at least decent if not excellent rapport with them — the point is to work together closely./

"Building trust is the foundation of everything. It starts with understanding why you and your potential partner are interested in working together,” the executive said. “Being observant, curious, and respectful in interactions, both formal and informal, helps in building this trust. For instance, watching how a potential partner treats service staff during a meal can provide valuable insights into their genuine respect for others."

6. Adaptability and Cultural Fit

In the face of changing market conditions, your partner should be able to adapt. Again, you can look at how they’ve handled things in the past. That includes cultural challenges. If you’re pairing with a company, they should make clear their respect for and understanding of cultural differences. The two of you will probably have plenty.

Also, local law enters the picture. If you’re doing business in a new-to-you country, chances are you want a partner who’s following the letter of the law. The partner should be the expert in that law and respect it as well. You don’t need any legal problems because they’re a little lax.

7. Ethical Standards and Sustainability

After you know their views on local law, identify their ethical standards for international business practices. They may have certifications or partnerships that can prove those. You also want to ensure their commitments to sustainability and corporate social responsibility align with yours.

"During our selection process, we asked about their corporate social responsibility initiatives and verified their claims through third-party certifications,” the executive said. “It’s not just about doing business; it’s about doing business right."

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Maze Brighting Your Partnerships

These 7 considerations are just the base, depending on your brand, business and target markets there might be more or less. Regardless of where or how you approach your market entry, make sure you stay grounded and open:

• Ask questions: Engage with bold curiosity. Simply put, ask questions. Even the simplest — “Why did you get into marketing?” “Why are you living in Berlin?” — build a bridge between the asker and their respondent. It’s an easy way to start.
• Localize strategies: It's not enough just to learn and observe cultures, it’s crucial to abide by and action those learnings. That helps you establish trust with the local market, and shows you made the effort to approach things from their perspective.
• Be adaptable: No one knows everything. When you’re working with people from a different culture, no matter how much you’ve learned, there may be surprises. You need to be ready to adjust and reflect when faced with new information or norms.

Market entry via joint ventures and strategic partnerships can be an incredibly efficient and valuable way to thoughtfully enter a market. With the right partner, you can have a long-lasting, sustainable business relationship that benefits both entities. Be genuine by showing your curiosity and respect for their culture, but also consider how your norms differ and whether values align. True success comes from creating long-term relationships that extend beyond business transactions. The human element is the most crucial piece of all.