Leading with Cultural Intelligence, 2012a

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Chapter 1 Culturally Intelligent Leadership Matters The first time I taught cultural intelligence principles to a group of executives in Minnesota, I miscalculated the time and distance it would take me to reach the hotel where the training was held. I did not have the conference coordinator’s e-mail or phone number, which was useless to me anyway since my cell phone froze. When I arrived at the site, the entire parking lot was packed with cars, and so were the side streets and adjacent parking areas for at least a four-block radius. When I finally found a parking space, I hurriedly picked up the large box in the back of my car that held my training materials. By the time I reached the conference room, I was tired and sweaty from walking in my 3-inch-high-heeled pumps. The coordinator was anxiously awaiting my arrival. Even though I profusely apologized for being late, she gave me “a look” that said, “how unprofessional.” As I entered the room, all eyes were on me, of course. Everyone was on time, and I, as the trainer, should have been there before the first person entered the room. Any reason I provided would have been a terrible excuse for this particular crowd, made up of professionals dressed in their business suits, with pens and paper in hand, ready to learn. They paid a lot of money for the conference, of which I was teaching only one half-day session. What went through my mind as I set up my materials, quickly handing them out to the participants? I messed up. Wow, this is really bad and unprofessional. They are not bringing me back, for sure. Those people in the corner look mad. At least that woman over there seems sympathetic—or was that a facial twitch? “Good morning,” I said. “Thank you for coming. I see you’re all early. And now that we’ve had the chance to get to know each other, let’s begin the training.” You can imagine the facial expressions I received from the audience: confusion, disbelief, bewilderment. Saylor URL: http://www.saylor.org/books Saylor.org 19
“Oh, I’m sorry. Is there something wrong with what I said? Let me explain. You all arrived here on time, as Americans generally would. I also arrived here on time, as a Hmong person would. You just happened to be on American time, and I’m following Hmong time. You might think I’m late, but in Hmong time, I’m actually quite early.” That broke the ice for the group, and I decided to use the experience to lead into the session about cultural intelligence. “Since all of you were here really early, I’m sure you had the chance to introduce yourselves; find out about each others’ families, where you’re from, who you’re related to, right? No? Well, that’s not right. We can’t start the training if you haven’t had the chance to relax and just learn about each other. We better do that or else we’re going to face some problems later.” The experience was the perfect opportunity to share and discuss the challenges involved in navigating cultural terrains. Turning my personal experience into a “teaching moment” gave the audience the chance to pause and reflect about the differences in cultural expression and behavior. The example was used to help the participants dig deeper and to draw out their Western, cultural assumptions. They learned to ask questions like the following: What are the differences in time between her culture and mine? How do Hmong people approach meetings and trainings? Is this behavior specific to the trainer, as an individual, regardless of her national culture? Is this behavior specific to her family and how she was raised? Why do I care if she was “late”? Can I let go of my emotional attachment for her be here “on time”? What am I not seeing in this situation? What is my motivation for resolving this situation? How am I behaving? Do I need to change my behavior? If so, what can I do? Why are these questions important to ask? Asking the questions that move you away from immediate reaction to positive action and reflection is necessary in cultural intelligence work. It enables you to have an awareness of the idiosyncrasies of culture, the peculiarities of its effects, and the role it plays in our lives. When you are able to accomplish this, you create a new awareness of your Saylor URL: http://www.saylor.org/books Saylor.org 20
Page 2 and 3: This text was adapted by The Saylor
Page 4 and 5: It is hard for human beings not to
Page 6 and 7: In this age of social transformatio
Page 8 and 9: Chapter 3 "Cultural Intelligence De
Page 10 and 11: Endnotes 1. Hubbard (2002), p. 1. 2
Page 12 and 13: online collaborative communities, a
Page 14 and 15: Hispanics and women will dominate t
Page 16 and 17: of culture. Because Joan is not awa
Page 18 and 19: looking for my help to implement di
Page 22 and 23: surroundings—you create a new pic
Page 24 and 25: Culturally intelligent leaders must
Page 26 and 27: stakeholder needs. Edgar Schein not
Page 28 and 29: When everyone is held accountable f
Page 30 and 31: 1.3 Chapter Summary Culturally int
Page 32 and 33: placing it on a heated surface for
Page 34 and 35: 2.1 Cultural Systems Imagine a tree
Page 36 and 37: I once had a manager describe and d
Page 38 and 39: 2.3 Culture is Learned Geert Hofste
Page 40 and 41: 2.5 Culture is Dynamic Culture is d
Page 42 and 43: Langley, Knox, and Cooper, a law fi
Page 44 and 45: 2.7 Culture is Symbolic Symbols are
Page 46 and 47: 2.9 Levels of Culture One of the ba
Page 48 and 49: Regional Culture Names Cultural Exp
Page 50 and 51: and aunts. Her father was not aroun
Page 52 and 53: family of three. She doesn’t want
Page 54 and 55: interpretation; it can give us cult
Page 56 and 57: The value dimension of identity ref
Page 58 and 59: toward laissez-faire leadership, on
Page 60 and 61: This dimension also speaks to a cul
Page 62 and 63: [1] Hofstede (2001). [2] Hofstede (
Page 64 and 65: The findings of the GLOBE study ser
Page 66 and 67: Cultural Dimension High-Score Clust
Page 68 and 69: Desirable Leadership Attributes Und
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Chapter 3 Cultural Intelligence Def
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each play-by-play action in cultura
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Cultural intelligence is like tunin
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Figure 3.1 Cultural Intelligence Mo
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do we choose to adapt to our enviro
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skills can make it easier for them
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3.4 The Labyrinth of Cultural Intel
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3.5 Chapter Summary Cultural inte
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4.1 What is Cognition? Cognition is
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4.2 What is Metacognition? Metacogn
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willingness to continue. Critical t
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4.3 Techniques for Developing Strat
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asic information and Betty does not
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opportunity to reread the picture t
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Judger Learner How can I protect my
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Chapter 5 I Think I Can and I Will
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5.2 The Role of Self-Efficacy in Cu
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Jerry to use CI principles on a dai
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Build: Melissa can build her knowle
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deal with the ambiguities of cultur
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Two politicians from opposing parti
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5.5 Mindlessness and Self-Efficacy
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5.6 Developing Your Self-Efficacy T
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you have the abilities to master th
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ethics saying, “They’re so unre
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machine. You need to be very still
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in the situation, she can shift her
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or feeling. If you cannot forgive,
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Chapter 6 Adapting and Performing E
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Thus, cultural intelligence require
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ecomes anxious and uncomfortable. S
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neighbors; what used to be a quiet
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[3] This exercise was found by The
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eventually contradicts their belief
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in intercultural interactions. It i
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Jose is from Costa Rica and Mary is
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6.3 Linguistic Relativity In The Sp
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I know how to use the Internet to f
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point my finger at him. I was just
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suspicious of the company. Whereas,
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Time is an important value dimensio
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6.5 Changing Behaviors, Changing Mi
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6.6 Changing Minds Through Storytel
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3. Think of one common story that h
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Chapter 7 Cultural Intelligence in
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3. How would you describe Victor’
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7.2 Case Study 2: Young, Confident,
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up such as Julia’s high expectati
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esponses to this next attempt. In f
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7.4 Case Study 4: A New Leadership
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efugee. As a leader practicing cult
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1. How can Diane and her employees
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7.6 Case Study 6: On Opposite Polit
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their judgments of other beliefs an
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now they don’t feel this is an is
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7.8 Case Study 8: No Dogs Allowed A
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who they are based on their expecta
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CI Model in Action Acquire: It is
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Reflection Pattie works in a male-d
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Chapter 8 The Future of Cultural In
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8.1 Reframing Leaders must be able
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8.2 Adaptive Work It is clear that
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8.4 Consciousness As we progress in
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Chapter 9 References Adams, M. G. (
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Goldsmith, M. (2006). Leading new a
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Pink, D. H. (2006). A Whole New Min
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Leading with Cultural Intelligence, 2012a

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