developing your cultural intelligence...the case for cq sources: international labor union and...

Leading Multicultural Teams

Developing Your Cultural Intelligence

Marie Bankuti, PCC, CPCC, PMP

Tether Free Vision Inc.

© 2018

Culture Matters!

Is it really

that big of a

deal?

Culture

A shared pattern of beliefs, values, assumptions and behaviors that distinguish one group from another.

culture: the way we do things around here

EQ, SQ, CQ

Emotional Intelligence (EQ)

The capability of individuals to recognize their

own emotions and those of others and use

emotional information to guide thinking and

behavior.

Social Intelligence (SQ)

The ability to form rewarding relationships with

other people, and a capacity and appetite to

manage complex social change.

Cultural Intelligence (CQ)

The capability to relate and work

effectively in culturally diverse

situations.

Cultural Intelligence

The capability to

function effectively

across various

cultural contexts

(national, ethnic,

organizational,

generational,

gender, etc.)

Handbook of Cultural Intelligence: Theory, Measurement, and Applications - Soon Ang and Linn Van Dyne

What is the make-up of your team or organization?

NationalityEthnicityGender

GenerationProfession

RegionDepartment

ReligionSexual Preference

The Case for CQ

Sources: International Labor Union and Economist Intelligence Unit

70% of all international ventures fail due to cultural differences (expats, mergers, outposts, virtual teams)

$700, 000 for first year expenses of moving an expat overseas

49% of kids 5 and under in US today are children of color

82% of multinational firms are losing money in China

90% of leading executives from 68 countries cite multicultural leadership as top management challenge

1 million university students in study-abroad programs

What’s in It for the Company?

▪ Success in culturally diverse markets

▪ Speed and efficiency working across borders

▪ Effective short-/long-term global assignments

▪ Being an employer of choice (attraction/retention)

▪ Profitability and cost savings

▪ Multicultural team effectiveness

▪ Global virtual team effectiveness

What’s in It for Me?

Your CQ predicts your readiness

for working with and relating effectively with people from

different cultural backgrounds.

Higher CQ can translate to…

▪ New opportunities

▪ Earning higher wages

▪ Greater success in today’s diverse, globalized world

What’s in it

for me?

Myths

International Experience= Cultural Intelligence

Technical Competence = Success

High EQ = High CQ

Correlations Not Causations

Four Capabilities

The Four Capabilities

of Culturally Intelligent

Leaders

Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

CQ StrategyCQ Action

CQ KnowledgeCQ Drive

CQ Drive

The Four Capabilities

of Culturally Intelligent

Leaders

Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

CQ DriveYour interest, drive, and confidence to adapt to multicultural situations

CQ Drive

Think of one cultural challenge you face in your role.

Write it down in a paragraph or less.

CQ Drive

“The team members from X never speak up.”

“The people from X always dominate meetings.”

“The communication I receive from X is unclear.”

“Projects involving X never get done on time.”

(X = a “cultural” group, not an individual)

CQ Drive

Without naming the group…

What’s just a word or two

to describe your challenge?

(always late, too direct, so laid back, hard to understand, etc.)

CQ Drive

Do you know how to work with them?

How intrinsically and extrinsically

motivated

are you to learn?

CQ Knowledge

The Four Capabilities

of Culturally Intelligent

Leaders

Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

CQ KnowledgeYour understanding

about how cultures are similar and different

CQ DriveYour interest, drive, and confidence to adapt to multicultural situations

Weird or Just Different? – Derek Sivers

https://www.ted.com/talks/derek_sivers_weird_or_just_different

The Iceberg

HUMAN NATURE

CULTURECultural Artifacts/Systems

Cultural Values and Assumptions

INDIVIDUAL PERSONALITY

“We’re all alike”

“Just get to know people as individuals”

Mapping Cultural Differences

10 Largest Cultural Clusters

The Cultural Intelligence Center; based on Ronen and Shenkar research

CLUSTERS COUNTRIES

Anglo Australia, Canada, New Zealand, U.K., U.S., etc.

Arab Bahrain, Egypt, Jordan, Kuwait, Lebanon, Morocco, Saudi Arabia, U.A.E., etc.

Confucian Asia China, Hong Kong, Japan, Singapore, South Korea, Taiwan, etc.

Eastern Europe Albania, Czech Republic, Greece, Hungary, Mongolia, Poland, Russia, etc.

Germanic Europe Austria, Belgium, Germany, Netherlands, etc.

Latin America Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Mexico, etc.

Latin Europe France, French-speaking Canada, Italy, Portugal, Spain, etc.

Nordic Europe Denmark, Finland, Iceland, Norway, Sweden, etc.

Sub-Saharan Africa Ghana, Kenya, Namibia, Nigeria, Zambia, Zimbabwe, etc.

Southern Asia India, Indonesia, Malaysia, Philippines, Thailand, etc.

NOTE: The countries are NOT the clusters themselves. They are simply places where you’re likely to find a significant presence of the cultural clusters.

Individualism vs. Collectivism

Individual goals and rights

Group goals and personal relationships

USA: more individualist

Power Distance – Low vs. High

Differences in status, superiors make decisions

Equality, shared decision-making

USA: more low power distance

Uncertainty Avoidance – Low vs. High

Planning and predictability

Flexibility and adaptability

USA: more low uncertainty avoidance

Cooperative vs. Competitive

Competition, assertiveness, and achievement

Collaboration, nurturing, and family

USA: more competitive

Time Orientation – Short vs. Long Term

Long-term planning (success later)

Immediate outcomes (success now)

USA: more short-term

Context – Low (Direct) vs. High (Indirect)

Explicit communication (words)

Indirect communication (tone, context)

USA: more low context / direct

Being vs. Doing

Quality of life

Being busy and meeting goals

USA: more doing

Universalism vs. Particularism

Specifics, unique standards based on relationship

Rules, standards that apply to everyone

USA: more universalist

Neutral vs. Affective

(Non-Expressive)Non-emotional communication;

hiding feelings

(Expressive)Expressive communication;

sharing feelings

USA: mid-point

Monochronic vs. Polychronic

(Linear)One thing at a time, punctuality, work and personal life separate

(Non-Linear)Multitasking, interruptions ok,

work and personal life combined

USA: more monochronic / linear

Mapping & Working with Cultural Values

Implications to consider with different values/styles:

▪ Expressiveness and Disagreeing

▪ Context (direct/indirect) and Giving Feedback

10 Cultural Value Dimensions

Think back to your personal cultural challenge…

What cultural differences/values

could possibly explain what’s going on

with your challenge?

Write down something you could learn

about the culture(s) involved.

10 Cultural Value Dimensions

Individualism vs. Collectivism

Low Power Distance vs. High Power Distance

Low Uncertainty Avoidance vs. High Uncertainty Avoidance

Cooperative vs. Competitive

Short-Term Time Orientation vs. Long-Term Time Orientation

Low Context (Direct) vs. High Context (Indirect)

Being vs. Doing

Universalism vs. Particularism

Neutral (Non-Expressive) vs. Affective (Expressive)

Monochronic (Linear) vs. Polychronic (Non-Linear)

CQ Strategy

The Four Capabilities

of Culturally Intelligent

Leaders

Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

CQ StrategyYour awareness and

ability to plan for multicultural interactions

CQ KnowledgeYour understanding

about how cultures are similar and different

CQ DriveYour interest, drive, and confidence to adapt to multicultural situations

Kenya 2010

CQ Strategy

What Do You Observe?

CQ Action

The Four Capabilities

of Culturally Intelligent

Leaders

Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

CQ StrategyYour awareness and

ability to plan for multicultural interactions

CQ ActionYour ability to adapt when relating and

working interculturally

CQ KnowledgeYour understanding

about how cultures are similar and different

CQ DriveYour interest, drive, and confidence to adapt to multicultural situations

The Art of Choosing – Sheena Iyengar

What cultural differences might explain Sheena’s experience?https://www.ted.com/talks/sheena_iyengar_on_the_art_of_choosing (watch through to 1:49)

CQ Action

Is it a ‘tight’ or ‘loose’ culture?

Will adapting compromise

the organization or me?

To adapt… or not!?

Applying and Improving Your CQ

▪ Incorporate into 1-1’s

▪ Discuss the Cultural Values

▪ What resonates for them?

▪ What’s most challenging?

▪ What insights can they give you?

▪ How can you support them differently?

▪ Encourage two-way feedback

▪ Listen more… talk less.

Explore with Individual Team Members

Applying and Improving Your CQ

▪ Have your team’s Cultural Values mapped out

▪ Facilitate conversations about each Cultural Value

▪ Encourage curiosity, openness, honesty, respect, no-judgement

▪ Uncover unknown assumptions and prejudices

▪ What’s most challenging for you as a team?

▪ What agreements can the team make together?

▪ Design the team alliance around agreements

▪ Assume “unconditional positive regard”

▪ Embrace elephants!

Explore with Your Whole Team

CQ Action

Think back to your personal cultural challenge…

What’s one action you could take…1) On your own?

2) With another person?

Write them down!

When will you do them by?

Four Capabilities

The Four Capabilities

of Culturally Intelligent

Leaders

Leading with Cultural Intelligence, David Livermore of the Cultural Intelligence Center

CQ StrategyYour awareness and

ability to plan for multicultural interactions

CQ ActionYour ability to adapt when relating and

working interculturally

CQ KnowledgeYour understanding

about how cultures are similar and different

CQ DriveYour interest, drive, and confidence to adapt to multicultural situations

▪ Plan a conversation with someone from a different background

▪ Read a foreign-based novel (notice values behind their actions)

▪ Have your Cultural Intelligence Assessment done and work with a coach

▪ Have your whole team assessed/trained.

Where Do I Begin with All of This?

Next Steps

Resources

Cultural Intelligence (CQ) Assessments:Self-Assessment360 Assessment

Team AssessmentCultural Values Mapping

Developing Cultural Intelligence

It’s about building bridges and removing barriers for working and relating across cultures.

Thank you!

Questions?Want to explore more?Sign up for newsletter?

Stay in touch!

Marie Bankuti, PCC, CPCC, PMP

Tether Free Vision Inc.

Marie@TetherFreeVision.com617-947-7852

www.TetherFreeVision.com

Helping leaders and teams bridge multicultural differences,

so they can thrive in our global economy.