Leading with Cultural Intelligence: The New Secret to Success »

DAVID LIVERMORE, PH.D. (Grand Rapids, MI) is the Executive Director of the Global Learning Center in Grand Rapids, Michigan. In addition, Dave is Senior Consultant and Research Fellow with the Cultural Intelligence Center in East Lansing, Michigan and a visiting research fellow at Nanyang Technological University in Singapore. Dave has done training and consulting with leaders in 75 countries across the Americas, Africa, Asia, Australia, and Europe.

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

Foreword Soon Ang Linn Van Dyne xi

Preface xiii

Why This Book xiii

Research Basis xiv

How to Read This Book xv

Acknowledgments xix

Part I What is CQ and Why do I need it?

1 You Lead Across a Multicultural Terrain: Why CQ? 3

From West Michigan to West Africa 5

Relevance to Leaders 12

Understand Diverse Customers 15

Manage Diverse Teams 15

Recruit and Develop Cross-Cultural Talent 16

Adapt Leadership Style 17

Demonstrate Respect 18

Cultural Intelligence vs. Other Intercultural Approaches 19

Conclusion 20

2 You Need a Map for the Journey: CQ Overview 23

A Four-Dimensional Model 25

CQ Drive: Showing Interest, Confidence, and Drive to Adapt Cross-Culturally 26

CQ Knowledge: Understanding Cross-Cultural Issues and Differences 26

CQ Strategy: Strategizing and Making Sense of Culturally Diverse Experiences 27

CQ Action: Changing Verbal and Nonverbal Actions Appropriately When Interacting Cross-Culturally 28

CQ Is Different from EQ 32

A Repertoire of Skills 34

An Inside-Out Approach 35

Conclusion 37

Part II How Do I Become more Culturally Intelligent?

3 Whet Your Appetite: CQ Drive (Step 1) 41

Be Honest with Yourself 45

Examine Your Confidence Level 47

Eat and Socialize 49

Count the Perks 53

Work for the Triple Bottom Line 56

Conclusion 59

4 Study the Topography: CQ Knowledge (Step 2a) 63

See Culture's Role in Yourself and Others 67

Universal 70

Cultural 71

Personal 73

Review the Basic Cultural Systems 74

Economic Systems: Capitalist vs. Socialist 75

Marriage and Family Systems: Kinship vs. Nuclear Family 76

Educational Systems: Formal vs. Informal 79

Legal andPolitical Systems: Formal Laws vs. Informal Governance 79

Religious Systems: Rational vs. Mystical 81

Artistic Systems: Solid vs. Fluid 85

Conclusion 87

5 Dig Beneath the Terrain: CQ Knowledge (Step 2b) 89

Learn the Core Cultural Values 90

Event Time vs. Clock Time 92

High Context vs. Low Context 93

Individualism vs. Collectivism 95

Low vs. High Power Distance 98

Low vs. High Uncertainty Avoidance 102

Understand Different Languages 106

Conclusion 109

6 Turn Off the Cruise Control: CQ Strategy (Step 3) 113

Become More Aware 116

Self-Awareness 121

Other Awareness 122

Plan Your Cross-Cultural Interactions 124

Check to See If Your Assumptions and Plans Were Appropriate 126

Conclusion 128

7 Run, Walk, or Jog: CQ Action (Step 4) 133

Adapt Your Communication 137

Words 138

Delivery 145

Nonverbals 146

Negotiate Differently 150

Alter Your Timing 150

Adapt Your Style 151

Remain Flexible 152

Act with Integrity 152

Know When to Flex and When Not to Flex 153

Conclusion 157

Part III How do I Apply CQ?

8 See the Journey Ahead: Proof and Consequences of CQ 163

Results of CQ 164

Enhanced Performance 164

Better Decision Making 165

Flexibility 166

International Expansion 167

Employer of Choice 167

Prevention of Burnout and Creation of Personal Satisfaction 168

Predictors of CQ 168

Personality Traits 169

Experiences 171

Ways to Develop CQ 172

Conclusion 176

9 Recruit Travel Companions: Developing CQ in Your Team 179

Integrate CQ with Your Overall Mission 179

Build Commitment with Senior Leaders 180

Fill the Organization with CQ Team Members 181

Human Resource Personnel 182

International Travelers 183

Screen Candidates for CQ 184

Reward Good CQ Performance 185

Develop CQ Strategies 186

Form CQ Structures 188

Create CQ Decision-Making Systems 190

Facilitate a CQ Learning Plan 191

Show-and-Tell 191

Divisional Training 192

Personal CQ Development Plan 192

Conclusion 194

Appendix: Research Context 199

Notes 201

Index 213

About the Author 220