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Full Description
Right now, vast amounts of time and money are being invested all round the world in building global brands and organizations. But where are the global leaders who will lead them? Leaders who can cross cultural boundaries: between east and west, and north and south; between faiths and beliefs; between public, private and voluntary sectors; and between the generations?
Where are the leaders who can lead in what Julia calls the "magnet cities" of the world: where the world's most talented young people will convene? Because these people will simply turn their backs on bosses who demand that their teams think and behave alike.
The race is on to develop leaders with CQ, and this book is designed to give readers a decisive head start. In the process, Julia has spoken to leaders all round the world, and invited them to tell their own CQ stories: successful and disastrous, serious and funny, poignant, pragmatic and often highly personal. The result is surprising, challenging and frequently uncomfortable (there is no simplistic advice here about how to exchange business cards in the correct local manner).
This second edition, revised and expanded in 2019, looks even further into the cultural collisions that can spark real innovation if the leader at the centre of them has CQ. How do you lead effectively when cultures collide within the team? And, even more intriguing, what do you do when cultures collide inside yourself?
For this new edition, Julia has discussed these collisions with leaders of all generations, in countries all over the world. She shares experiences and insights that are painful, funny and wise. For anyone trying to lead across boundaries, this will be an indispensable companion.
Contents
Contents
Foreword by Ron Arculli
Thank you
Introduction
Part One: What is Cultural Intelligence (CQ)?
IQ
EQ
CQ
Are they sequential?
Diversions and dead ends
One fi nal twist
Part Two: Why do I need CQ?
The need for collaboration
The reality of networks
The importance of trust
The demands of demographics
The spark of innovation
The urban magnet
Growing world, shrinking leaders
The pressure to focus
Scenario: Past, present, future: how influential are they?
Part Three: Developing your CQ: Core and Flex
A constant review
More than 'values'
Enough Core
But not too much Core
Enough Flex
But not too much Flex
The ever-sliding scale
It's not just about you
Exercise: Assess your own Core and Flex
Part Four: The prerequisites
The CQ paradox
A deep interest in other people
A determination about yourself
The stamina for an endless journey
Stand up to cultural intolerance
Scenario: University: a perfect CQ learning opportunity
Part Five: What else does it take? Knowing your Core
Find it
Reveal it
And stick to it
Calibrating your Flex
Exercise: Reassess your Core and Flex
Part Six: Dealing with the opposite of CQ
Cultural intolerance
Cultural ignorance
Put yourself on the receiving end
Part Seven: Experiencing experience
An extra eye
Find the right guide
Have courageous conversations
Switch from transmit to receive
Open the door
Scenario: Advice for leaders leaving home
Conclusion
Over to you
Scenario: 100 people in a room
Exercise: Eight Poles: assess your CQ
Further reading
Index
