Leading with Cultural Intelligence : The New Secret to Success

Why are some leaders able to create trust and negotiate contracts with Chinese, Latin Americans, and Germans all in the same day, while others are barely able to manage the diversity in their own offices? The answer lies in their cultural intelligence, or CQ. Packed with practical tools, research, and case studies, Leading with Cultural Intelligence breaks new ground, offering today's global workforce a specific, four-step model to becoming more adept at managing across cultures: Drive—show the interest and confidence to adapt cross-culturally Knowledge—understand how differences such as religion, family, education, legal, and economic influences affect the way people think and behave Strategy—monitor, analyze, and adjust plans in unfamiliar cultural setting Action—choose the right verbal and nonverbal behaviors, depending on context Practical and insightful, this indispensable guide shows leaders how to connect across any cultural divide, including national, ethnic, and organizational cultures. Contents......Page 8 Foreword......Page 12 Why This Book......Page 14 Research Basis......Page 15 How to Read This Book......Page 16 Acknowledgments......Page 20 PART I: WHAT IS CQ AND WHY DO I NEED IT?......Page 22 1. You Lead Across a Multicultural Terrain: Why CQ?......Page 24 From West Michigan to West Africa......Page 26 Relevance to Leaders......Page 33 Cultural Intelligence vs. Other Intercultural Approaches......Page 40 Conclusion......Page 41 2. You Need a Map for the Journey: CQ Overview......Page 44 A Four-Dimensional Model......Page 46 CQ Is Different from EQ......Page 53 A Repertoire of Skills......Page 55 An Inside-Out Approach......Page 56 Conclusion......Page 58 PART II: HOW DO I BECOME MORE CULTURALLY INTELLIGENT?......Page 60 3. Whet Your Appetite: CQ Drive (Step 1)......Page 62 Be Honest with Yourself......Page 66 Examine Your Confidence Level......Page 68 Eat and Socialize......Page 70 Count the Perks......Page 74 Work for the Triple Bottom Line......Page 77 Conclusion......Page 80 4. Study the Topography: CQ Knowledge (Step 2a)......Page 84 See Culture’s Role in Yourself and Others......Page 88 Review the Basic Cultural Systems......Page 95 Conclusion......Page 108 5. Dig Beneath the Terrain: CQ Knowledge (Step 2b)......Page 110 Learn the Core Cultural Values......Page 111 Understand Different Languages......Page 127 Conclusion......Page 130 6. Turn Off the Cruise Control: CQ Strategy (Step 3)......Page 134 Become More Aware......Page 137 Plan Your Cross-Cultural Interactions......Page 145 Check to See If Your Assumptions and Plans Were Appropriate......Page 147 Conclusion......Page 149 7. Run, Walk, or Jog: CQ Action (Step 4)......Page 154 Adapt Your Communication......Page 158 Negotiate Differently......Page 171 Know When to Flex and When Not to Flex......Page 174 Conclusion......Page 178 PART III: HOW DO I APPLY CQ?......Page 182 8. See the Journey Ahead: Proof and Consequences of CQ......Page 184 Results of CQ......Page 185 Predictors of CQ......Page 189 Ways to Develop CQ......Page 193 Conclusion......Page 197 Integrate CQ with Your Overall Mission......Page 200 Build Commitment with Senior Leaders......Page 201 Fill the Organization with CQ Team Members......Page 202 Develop CQ Strategies......Page 207 Form CQ Structures......Page 209 Create CQ Decision-Making Systems......Page 211 Facilitate a CQ Learning Plan......Page 212 Conclusion......Page 215 Appendix: Research Context......Page 220 Notes......Page 222 C......Page 234 G......Page 236 L......Page 237 P......Page 238 S......Page 239 Z......Page 240 About the Author......Page 241

What Business Leaders Are Saying About Leading with Cultural Intelligence, David Livermore’s Groundbreaking Field Guide to Navigating a World of Constant Multicultural Challenges:

“As more companies go global, we need a better understanding of how to function as leaders across cultural boundaries. Now more than ever, our shrinking world needs what’s in David Livermore’s new book!” — Ken Blanchard, coauthor of The One Minute Manager® and Leading at a Higher Level

“­Inspired and intensely enjoyable . . . Livermore brilliantly presents a fresh new way of grappling with the nuances and complexities of cross-cultural experiences. Based on solid academic research and years of personal experience, Leading with Cultural Intelligence is a groundbreaking book . . . A must-read for every twenty-first century leader.” — Jim Kouzes, award-winning coauthor of the bestselling book The Leadership Challenge and Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University

“For those leaders who want to succeed in today’s increasingly global and interdependent environment, Leading with Cultural Intelligence is for you. Now, more than ever, applying this simple four-step cycle will prepare you for tomorrow’s world.” — Paul Polman, Chief Executive Officer, Unilever

“A must-read book for anyone who interacts with people from different cultures.” — Lynn Shore, Professor of Management and Co-Director, Institute for Inclusiveness and Diversity in Organizations, San Diego State University

“An essential tool for working, living, and leading in a world without borders.” — Dick DeVos, President, The Windquest Group, and former president of Amway Global

“This book should be required reading for every business school student . . . especially those Ph.D. students! I am grateful to Livermore for putting this knowledge into such a readable and informative package.” — Cynthia Beath, Professor Emerita, McCombs School of Business, University of Texas at Austin

Contents 8 Foreword 12 Preface 14 Why This Book 14 Research Basis 15 How to Read This Book 16 Acknowledgments 20 PART I: WHAT IS CQ AND WHY DO I NEED IT? 22 1. You Lead Across a Multicultural Terrain: Why CQ? 24 From West Michigan to West Africa 26 Relevance to Leaders 33 Cultural Intelligence vs. Other Intercultural Approaches 40 Conclusion 41 2. You Need a Map for the Journey: CQ Overview 44 A Four-Dimensional Model 46 CQ Is Different from EQ 53 A Repertoire of Skills 55 An Inside-Out Approach 56 Conclusion 58 PART II: HOW DO I BECOME MORE CULTURALLY INTELLIGENT? 60 3. Whet Your Appetite: CQ Drive (Step 1) 62 Be Honest with Yourself 66 Examine Your Confidence Level 68 Eat and Socialize 70 Count the Perks 74 Work for the Triple Bottom Line 77 Conclusion 80 4. Study the Topography: CQ Knowledge (Step 2a) 84 See Culture’s Role in Yourself and Others 88 Review the Basic Cultural Systems 95 Conclusion 108 5. Dig Beneath the Terrain: CQ Knowledge (Step 2b) 110 Learn the Core Cultural Values 111 Understand Different Languages 127 Conclusion 130 6. Turn Off the Cruise Control: CQ Strategy (Step 3) 134 Become More Aware 137 Plan Your Cross-Cultural Interactions 145 Check to See If Your Assumptions and Plans Were Appropriate 147 Conclusion 149 7. Run, Walk, or Jog: CQ Action (Step 4) 154 Adapt Your Communication 158 Negotiate Differently 171 Know When to Flex and When Not to Flex 174 Conclusion 178 PART III: HOW DO I APPLY CQ? 182 8. See the Journey Ahead: Proof and Consequences of CQ 184 Results of CQ 185 Predictors of CQ 189 Ways to Develop CQ 193 Conclusion 197 9. Recruit Travel Companions: Developing CQ in Your Team 200 Integrate CQ with Your Overall Mission 200 Build Commitment with Senior Leaders 201 Fill the Organization with CQ Team Members 202 Develop CQ Strategies 207 Form CQ Structures 209 Create CQ Decision-Making Systems 211 Facilitate a CQ Learning Plan 212 Conclusion 215 Appendix: Research Context 220 Notes 222 Index 234 A 234 B 234 C 234 D 236 E 236 F 236 G 236 H 237 I 237 J 237 K 237 L 237 M 238 N 238 O 238 P 238 Q 239 R 239 S 239 T 240 U 240 V 240 W 240 Y 240 Z 240 About the Author 241 You lead across a multicultural terrain : why CQ? You need a map for the journey : CQ overview Whet your appetite : CQ drive (step 1) Study the topography : CQ knowledge (step 2a) Turn off the cruise control : CQ strategy (step 3) Run, walk or jog : CQ action (step 4) See the journey ahead : proof and consequences of CQ Recruit traveling companions : developing CQ in your team.