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.
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.
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.
Recently Tom was interviewed by Andy Kaufman to discuss the importance of cultural intelligence. Tom and Andy discuss various scenarios from project managing global virtual teams in the U.S. and Germany to planning a visit to China and strategies for facilitating successful virtual meetings.
A recent project has prompted me to focus this month on the efficiencies of teleconferences. Lack of agendas, side conversations, audible background noises, late attendees, accent and language difficulties; alongside poorly facilitated calls that seem to go in circles are just some of the everyday teleconference challenges.
Although teleconferences are not a new phenomenon somehow we tolerate the inefficiencies and frustrations that they entail. Why is this? Over time we become unconscious and unmindful of the bad habits and irritations that ‘creep in’. We often accept them as ‘normal’ and for the most part we ‘switch off’ and allow apathy and stagnation to set in, without us possibly even realising it.
For many global project teams teleconferences are the most common meeting format. They are a critical mode of communication where key decisions are made and everyday production, innovative and creative ideas are thrashed out. Something worth reminding ourselves of is that the success of teleconferences directly impact overall project outcomes, timelines and ultimately budgets.
Here are some simple reminders of things to be aware of when facilitating and participating in culturally dispersed teleconferences:
Ensure that the agenda has been circulated at least 24 hours prior to the meeting. It is particularly useful for those in other locations whose native language is not the language that the meeting is being conducted in. This provides all participants an opportunity to plan what they will say or questions that they want to propose.
Be mindful. When most of the participants are in the same room it can be difficult for the remote participants to engage in the conversation. They are not privy to the same group/room dynamic.
Remember that in some cultures people wait to be invited to speak rather than speak up whenever they have something to contribute. Be specific and invite people to speak at various intervals.
Ensure everyone identifies who they are before they begin speaking. Don’t assume that everyone knows each other. It is not uncommon for offshore project teams to have new staff joining the team at different times. Maintain the practice of introductions at all meetings.
Use diagrams and visual aids where possible. They can be of great benefit as an alternative mode of demonstration and explanation, especially for offshore teams.
If you are having difficulty understanding language, accents, dialects or tone, speak up. Let people know. Chances are that they are having difficulty understanding you also.
Don’t confuse silence with agreement. Take the time to ask each person one by one to give their opinion or share their concerns before making a consensus decision.