In this conversation, Taleen Tchalikian, VP of People at Celestyal Cruises, reflects on her global journey, the importance of psychological safety, and how cultural intelligence and pay transparency are essential to leading international teams effectively.

You’ve worked across different regions and teams — what’s one cultural or professional experience that’s shaped how you approach your work today?

Working in the U.S. early in my career, particularly with NBC and CNBC, deeply shaped my professional identity. I was immersed in fast-paced, multicultural environments that demanded not only strategic thinking but also high emotional intelligence. That experience taught me the value of adaptability and the importance of embracing diverse perspectives. It helped me develop a leadership style that is both inclusive and agile—two qualities that I continue to carry with me today, especially in my global role at Celestyal Cruises overseeing People initiatives in multiple cultures and locations globally. Currently, our shoreside teams are based across Greece, Cyprus, the USA, Canada, the UK, France, Spain, Australia, and the Asia-Pacific region, while our onboard crew represents more than 30 nationalities.

What do you think is often overlooked when it comes to building trust and communication within global teams?

I believe psychological safety is frequently overlooked. It’s easy to focus on tools, platforms, and protocols, but trust is ultimately built on human connection. In global teams, people bring different communication styles and cultural norms to the table. If we don’t intentionally create an environment where individuals feel safe to speak up, share ideas, and even challenge decisions, we lose out on creativity and engagement. My goal is always to foster that kind of open space—where people know they’re heard and valued.

As businesses scale internationally, how can internal communications keep people feeling connected without becoming too top-down or impersonal?

To me, internal communication must be a dialogue—not a monologue. At Celestyal, we’ve focused on balancing regular in-person and virtual leadership updates with opportunities for real engagement, whether that’s through live town halls, feedback loops, or smaller team conversations. I often say that communication is not just about transmitting information; it’s about building connection. That means leaders need to be visible, responsive, and above all, human in how they communicate.

How do you navigate the subtle cultural dynamics at play when collaborating across borders — and what advice would you give to leaders managing international teams?

Navigating cultural nuances starts with genuine curiosity. I make it a point to understand the backgrounds, traditions, and workplace norms of the people I work with. There’s no one-size-fits-all approach. For leaders, my advice is to prioritize cultural intelligence. Learn to listen deeply, ask respectful questions, and don’t assume your way is the only way. It’s amazing how much trust and collaboration can grow when people feel seen and respected for who they are.

What are some of the challenges in achieving pay transparency and internal equity across countries, and how can companies overcome them without creating friction?

This is one of the most complex areas we deal with in HR. Different countries have different cost structures, expectations, and legal requirements. At Celestyal, we’ve worked to develop a regular and consistent compensation benchmark framework that accounts for local realities while staying anchored in principles of equity and transparency. I’ve found that when you explain the ‘why’ behind decisions and keep the process open, people are far more likely to trust it—even if the outcomes vary by location.