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90 percent of leadership literature is biased toward one kind of leader—decisive, assertive, fast-paced, and individualistic. Yet most of the world prefers a different kind
Most of us appreciate the clarity that comes from learning about broad cultural norms: Indians prefer hierarchy. Germans prefer directness. Brazilians are expressive. Yet we’re
There’s a running joke in our family about the number of countries where I’ve gotten a speeding ticket. The most embarrassing was getting pulled over
Guest post by CQ Fellow Jennifer Izekor | CEO & Founder, Above Difference “The only constant is change.” Earlier this year, the UK Government launched
A growing number of consultants and organizations are talking about cultural intelligence (CQ). I’m thrilled. After more than twenty years of working to bring attention
I was recently speaking with a Singapore-based executive whose team spans six nationalities and four generations. “The complexity of leading global teams is getting harder,”
Guest post by CQ Fellow Trisha Carter Recently, I’ve found myself reflecting on a paradox that lies at the heart of cultural intelligence: Cultural intelligence
The majority of leadership advice tells leaders to prioritize autonomy, transparency, and “speaking up.” But these same practices can backfire on global teams shaped by
David Livermore shares five things that people with low cultural intelligence say.
By David Livermore and Okthalia Adams The speed and efficiency provided by ChatGPT is a blessing and a curse. It can help managers draft emails,
David Livermore, PhD (Michigan State University) is a social scientist devoted to the topics of cultural intelligence (CQ®) and global leadership and the author of several award-winning books.