CQ Fellows 2026 Applications Now Open!
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
I recently took a week-long break from the news. I had to. I was mentally exhausted. It’s ironic given that I recently wrote, “You can’t
You may have very high CQ, but the organization where you lead significantly determines whether your cultural intelligence makes much difference. Imagine assuring a European
The world is run by teams. Teams build our houses and produce our food. They perform surgeries, teach kids, and run governments, schools, and companies.
Cultural intelligence, or CQ, is the new currency of leadership. It’s a stronger predicter of leadership success in diverse, complex environments than IQ, EQ or
Cultural intelligence, or CQ, is a stronger predicter of leadership success in diverse, complex environments than IQ, EQ or lived experience. But where should leaders
Scroll through many articles in Forbes, Fast Company, and even Harvard Business Review and you get the sense that leadership is a universal skill set that includes 5:00 a.m.
When I ask people how they feel about meetings, there seems to be a collective sigh. Regardless of our culture, region, or industry, we seem
Imagine you’re a project manager leading a cross-functional team with four other team members:
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.