As a young man, our co-founder Steven Storms built his career in Russia and Congo, two business environments where leadership had to be earned every single day. The business culture in both regions differed fundamentally from what we know in Western and Northern Europe. Steven stepped into companies that had lost their direction. He rebuilt them through structure, presence, and personal credibility.

Those early lessons still apply today — especially across Slavic markets such as Ukraine, Poland, Serbia, and the Balkans, where relationships, loyalty, and visible leadership remain central to business success. Research on management in Slavic cultures confirms what practice has long shown: people respect leaders who show up, stand firm, and follow through.

Here are Steven’s three pragmatic tips for succeeding in these regions.

1. Be present – do not manage remotely or via local leaders.
   You are there, or you are not. When leadership hides behind screens, local priorities take over and people “play” the situation. You need eyes and ears on site – preferably your own. And, you need to be seen and heard on site. Only when you are there will the local team see you as their leader. If you are not there, you simply don’t exist. In Steven’s experience, this physical presence restores direction faster than any procedure or call from abroad.
2. Get and earn respect – the local team wants to feel the leader, and then they go the extra mile.
   Respect in Slavic business culture is not granted by title. It is earned through visible strength. Teams look for a leader who stands firm, makes decisions, and keeps promises. Once that respect is established, loyalty becomes extraordinary. Steven’s practice confirms this pattern: employees give more when they respect their manager’s leadership.
3. Navigate the culture, the context, and the team — and bend it your way.
   Every Slavic country and every company within the Slavic business community mixes pragmatism, hierarchy, and flexibility in a different way. The key is not to fight those differences but to understand them, and witness how influence moves inside the team. Once you’ve read the context, you can steer it toward your rhythm and principles. The most effective leaders don’t impose; they align the local current with their strategic direction.

Opening up the market the right way

At ImpactBuilders, we help companies from Western and Northern Europe expand into Slavic markets with respect for local culture and a clear focus on operational success. On-site leaders like Steven make the difference.