Category Archives: Cultural Diversity

Cultural Intelligence – Knowledge

Following from the Drive component of CQ I would like to reflect on the Knowledge (Cognitive) component.  CQ knowledge refers to your understanding of cultural similarities and differences; it includes knowledge of the values, norms and practices in different cultures settings.  This knowledge can be acquired through educational and personal experiences; and encompasses the economic, political, legal institutions and social customs to name just a few.

CQ

 

Why do we need CQ Knowledge?

  • To allow us to have greater appreciation of the systems that shape and cause specific patterns of social behaviours and interaction within a culture
  • Improve interpersonal interactions with people from culturally diverse backgrounds, i.e. communication, relationships and trust
  • Improve your leadership and management skills to ensure that they reflect the cultural setting that you are working, leading and managing in and across
  • To navigate effectively through ambiguity and conflict in culturally diverse settings
  • To have the awareness and skills to instantaneously adjust your behaviours while interacting with people from unfamiliar cultures.

While you cannot be an expert on every culture, you can understand the core cultural differences and their impact on everyday business.  CQ knowledge is not fixed, rather it is a mental habit that can be altered and expanded.  I often find that one of the best methods of seeking new knowledge is from gaining a basic understanding of key past events and basic country history.  This can provide a deeper insight into the general values, behaviours and attitudes that are displayed by individual mindsets and the wider community.

Strategies for Improving CQ Knowledge:

  • Choose a culture that interests you.  Read a novel, magazine or local newspaper from an overseas site; or an author native to that country
  • Listen to overseas radio programs
  • Visit culturally significant places to learn more about them i.e. a mosque, synagogue or sporting venue
  • Visit art galleries or museums that display stories and artworks from other countries. These help you to gain a deeper understanding of why and how they were created and their cultural significance
  • Continuously observe body language, facial expressions, gestures when you are interacting with people of different cultural backgrounds
  • Don’t be afraid to ask questions, people love to talk about their culture.  This can also be a great way to build relationships.

Reflections:

  • Consider some of your cultural assumptions and expectations
  • How do they impact your views and experiences when you are either traveling or interacting with people of other cultures?
  • How do you gain your CQ knowledge?
  • What are your preferred mediums to attain CQ knowledge? For example is it through reading, travelling, convsersations etc?

You may like to listen to my ‘CQ Knowledge’ Podcast in ‘CQ for Global Leaders’ by clicking here.

Cultural Intelligence – Drive

I would like to delve further into the four components of  Cultural Intelligence (CQ) over the next few blog posts.  This post will focus on Drive.

Drive is one of the key components to CQ.  It is your interest, motivation and confidence to adapt to a multicultural situation. It consists of intrinsic and extrinsic interests and the drive to learn and understand different cultures, their norms and behaviours.

The intrinsic and extrinsic motivators are culturally determined.  Extrinsic rewards are usually financial, such as salaries, bonuses and benefits.  Intrinsic rewards are psychological rewards that individuals reap from engaging in meaningful work with a healthy balance of choice, competency, challenge and success.

CQ

As an individual you need to establish and maintain your own CQ drive and as a leader you also need to instill and support the motivation of your employees.  Remember that your intrinsic and extrinsic motivators may be vastly different to those of your peers and employees so it is important to have a range of strategies in place.

Strategies for Improving CQ Drive for self:

  • Take some unconscious bias tests, seek feedback
  • Be prepared to make mistakes, learn from them and then move on
  • Identify your passions, what they are and why do you care about them?
  • Reflect on what guides and influences your behaviours and attitudes toward culturally diverse groups
  • Welcome opportunities to mentor others as a ‘cultural broker.’

Strategies for Improving CQ Drive for others:

  • Understand your own motivations, it will assist you when you are influencing and motivating others
  • Provide an exciting and clear vision of what can be accomplished i.e. share success stories and celebrate milestones
  • Ensure that the relevance between task and purpose is transparent.  Help people to make clear connections between the vision and the work
  • Reinforce confidence in the self-management of individuals.  Intrinsic motivation improves when people feel trusted and their expertise and skills are recognised and appreciated
  • Share customer feedback and interactions with individuals and the wider team.  Not only does this promote purpose and goals, it also reinforces the successes and highlights areas for improvement.

Reflections:

  • Take a moment to consider what you find most challenging when you are in culturally diverse settings
  • Consider some of your CQ drivers and those that you have observed in others
  • How do you think improving your CQ drive could assist both yours and your teams overall level of CQ?
You may like to listen to my ‘CQ Drive’ Podcast in ‘CQ for Global Leaders‘ by clicking here.

Unconscious bias training – What difference did it really make?

biasimage

I regularly deliver unconscious bias workshops and keynote addresses.  It’s an engaging subject that has relevance for all of us.  Unconscious and conscious biases are prevalent in our private, public and professional lives, revealed through our perceptions, beliefs, behaviours and decision-making processes.

Recently I created two podcasts to share with listeners some of the benefits that past clients have observed and experienced, both personally and organisationally.

Unconscious Bias for Property Fund Managers

The Benefits of Unconscious Bias Training

Following up with clients over staggered periods of time to discover the long-term effects and outcomes training has for participants is one of the aspects that I most enjoy about what I do.  I am a big believer in feedback, in using it constructively in ways that will enhance and improve our programs, and provide ongoing learning opportunities.

Meeting the Challenges of Cultural Diversity

Last week I was a panelist for the discussion “Building Cultural Capability Networks” to further explore findings from Cracking the Cultural Ceiling: Future Proofing Your Business in the Asian Century research. The Diversity Council of Australia surveyed over 300 leaders and emerging leaders from Asian cultural backgrounds working in Australia.

One of the challenges that I came away with was a longstanding challenge – how do we get organisations to pay greater attention to cultural diversity in Australia?   There are many compelling reasons to support greater diversity within our organisations, and yet while our diverse workforce continues to expand, we continue to inadequately support it.

Although countries such as Australia (and many other countries around the world) are highly multicultural societies, I believe that part of the cultural diversity apathy that exists in the Australian workplace is in part due to a lack of awareness, education and biases.

Some of the breakthroughs that I believe are needed to overcome these persistent institutional cultural barriers are:

  • Organisations need to review, educate and revise their current practices, strategies and objectives in terms of employee hiring, promotion, mentoring and leadership models; including succession planning to promote cultural diversity.
  • Double sponsorship should be promoted. Companies such as IKEA have a sponsorship/mentorship program that requires two people to be responsible for hiring decisions and sharing the development responsibilities for that individual.
  • Leaders and recruitment staff need greater education around unconscious and conscious cultural biases and the complexities of cultural identity i.e. alternative leadership models and communication styles. They need greater awareness of their own biases and should be made more accountable for their decisions and actions.
  • Improved understanding and appreciation of the value that cultural diversity brings to organisations and the ‘know how’ and skills to actually leverage these differences.
  • Senior Leaders must demonstrate their commitments to cultural diversity programs by truly getting behind them by modelling them through their actions and behaviours.

I urge you to read the Cracking the Cultural Ceiling: Future Proofing Your Business in the Asian Century.