GLST Book Application 2_ Leading with Cultural Intelligence

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Jan 9, 2024

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LIBERTY UNIVERSITY RAWLINGS SCHOOL OF DIVINITY Book Application: Leading with Cultural Intelligence Submitted to Professor David Jones In partial fulfillment of the requirements for the completion of GLST 650- D06 Intercultural Communication by Marshai Taylor-Aulton May 1, 2022

Contents Introduction ..................................................................................................................................... 2 First Lesson: Grow my CQ Knowledge ........................................................................................... 3 Second Lesson: Understand my CQ Drive ...................................................................................... 4 Third Lesson: Eat and Socialize ....................................................................................................... 4 Fourth Lesson: Become More Aware .............................................................................................. 5 Fifth Lesson: Gain Experiences ....................................................................................................... 6 Conclusion: ....................................................................................................................................... 7 Bibliography .................................................................................................................................... 8 1

Introduction To begin, cultural intelligence (CQ) is defined as the capability to function effectively across national, ethnic and organizational cultures. 1 In today’s business environment across the world internationally and locally, CQ is imperative in order to have healthy and effective leadership. Many leaders interact cross-culturally in various ways daily. Some executives, CEO’s, and managers travel the world, dealing with unfamiliar foods, customs and business practices. Others are unambiguously trying to manage the diversity in their own office spaces and oversight of their employees locally. Familiar sights and signs may surround you in any airport where McDonalds sells McFlurries, but don’t let that fool you into thinking that you can conduct business the same way everywhere. As similar as people and environments may seem, you must adjust your manner, communication styles, and even sense of humor to suit your audience’s culture. Culture is, relatively, any group of people who have a shared way of seeing and making sense of the world. David Livermore in his writing of the book “Leading with Cultural Intelligence : The New Secret to Success”, shares principles of how to function and interact cross-culturally. These principles are applicable for those who are operating in leadership roles, whether you are the CEO, employee manager, team-lead, ministry leader, or simply an individual who wants to learn how to become an effective leader with knowledge of cultural intelligence. He shares principles such as understanding your level within your CQ drive, knowledge, your CQ action, and how to improve as a culturally intelligent leader. In this essay, I will discuss four lessons I learned to aid in my growth as a servant in ministry as well as an up-and-coming ministry leader. 1 Livermore, David, and ANG, Soon. Leading with Cultural Intelligence : The Real Secret to Success . Nashville: AMACOM, 2015 2

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First Lesson: Grow my CQ Knowledge The first lesson I took away from David Livermore’s cultural intelligence principles was to grow in my CQ knowledge. I will admit, often when interacting with those of a different cultural background and manner, I am unknowledgeable as to why that group/individual operates in their speech, attitude, communication cues, and physical signals, and can sometimes pass assumptions quickly due to my misunderstanding. At times, I can interpret one to come off rude and get offended when there is a possibility that their interaction is based on their cultural practice and not an intention to hurt my feelings. Livermore states, “By growing your CQ Knowledge, you can better understand things you may otherwise miss when moving into a new cultural context. This involves understanding the rules, albeit often unspoken, that are behind the behavior and assumptions in a particular culture—whether that’s an ethnic group, an organizational culture, or the subculture of a political party or religious group. The objective of the acquired understanding isn’t to become like the people in that cultural group or to be able to play their games. The goal is to understand and appreciate the rules behind their lives and society so that you can effectively lead.” 2 This entails that I do not have to be defensive and feel that I am putting my own cultural values completely on the back-burner, but opening my heart to commune and fellowship with those who are of other cultures and taking the time to learn their customs and values in order to share the gospel, witness, and be able to lead those who also have diverse cultural behaviors and practices. Going forward, I will take the time to gain knowledge on the background of those who I serve with in ministry who have differing cultural backgrounds than I do. Second Lesson: Understand my CQ Drive 2 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success , Second Edition. (American Management Association, 2015), 70. 3

The second lesson taken away from the text is to learn and understand my CQ drive. CQ drive is a self-examination where I ask myself what my motivation, confidence, and interest in learning is to adapt cross-culturally. The first step is to be honest with myself. When doing so, I realize that my CQ drive is low, being I am not intentional with taking the initiative to seek cross-cultural engagement and interaction. Livermore states, “Honesty also requires facing the prejudices and biases we implicitly associate with certain groups of people.” 3 Due to being in a past relationship with someone from another cultural background and experiencing rejection, it caused me not to want to be open as much and initiate conversations with those of different races. I did not feel like I was a racist person, but I do often limit myself in engaging with other cultures because of that hurt. I learned that I have to forgive and be open to dialoguing with others without fear of rejection, but instead being willing to understand their uniqueness and embrace it. I no longer will make an assumption and move in fear out of wondering if I am looked at as uneducated. I will embrace diverse cultural practices and be more intentional so that I can have a better understanding as well as grow as an effective leader. Third Lesson: Eat and Socialize The third lesson I took away from the text is that in order to build my cultural intelligence I should eat and socialize. Naturally, I consider myself to be one who enjoys food and I love going out to eat with friends and eating loads of greasy and filling foods like steaks, burgers, loaded potatoes, French fries, seafood boils. With that being said, I am not always open to trying other cultural traditional entrees out of having worry that I may not like it and not know how to dispose of it or control my facial expressions when sitting at the dinner table with my Hispanic, 3 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success , Second Edition. (American Management Association, 2015), 49. 4

Asian, or Jamaican co laborers and coworkers. I never want to come off rude. Livermore says to try these strategies in an effort to understand and appreciate their culture for what it is: “Always try at least a few bites. Don’t ask what it is. Sometimes the idea makes it seem worse than it actually tastes. Just eat it, with obvious exceptions for food allergies or religious beliefs. Slice it thin and swallow quickly. If squishy food bothers you, add good amounts of rice, noodles, or bread to firm up the texture. Remember that pineapple tempers the bite of hot, spicy foods and Coke makes it burn more… If you aren’t sure how to eat it (e.g., with your hands, what to peel off) ... Find something about the food you can compliment and do everything you can to avoid a negative facial expression. You are being watched! Ask your hosts about any significance the dish might have to them personally or in the culture.” 4 I have made a conscious decision to take initiative by asking my Asian and Hispanic coworkers/co laborers if they would want to do lunch/dinner and share with me some of their variety of dishes from their cultures. I will be aware of my manners, facial expressions, and my approach, instead of rejecting it at first glance. Fourth Lesson: Become More Aware The fourth lesson I embraced from the text is to become more aware. I have worked for organizations where I noticed my superiors and the CEO were clearly distant and unaware of their own workplace and employee relationships. This was due to their sole focus being on their own individual accomplishments and only wanting to connect with those who appeared financially successful in their rankings and on their level. Unfortunately, this caused employees to be very distant, impersonal, and not as friendly towards them. My goal in becoming a leader is 4 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success , Second Edition. (American Management Association, 2015), 55. 5

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to be aware of myself (my strengths and weaknesses), as well as “slowing down long enough to become consciously aware of what’s going on internally and externally as we lead in a multicultural world. Awareness is stepping back from what we’re doing and reflecting on it. It’s disciplining ourselves to see what we otherwise miss.” 5 I find that although I am humble, I can also be in a rush/hurry most days and I am not always accustomed to stopping and seeing what is actually happening around me with those that I serve with in ministry who are culturally diverse, nor asking them how they are feeling in the environment we are serving in. Contrary to popular belief when serving even in ministry, there can be moments where some are uncomfortable due to not feeling seen, understood, and accepted. When leaders are not consciously aware of this, this can cause hurt, drama, and ineffective ministry practices, resulting in poor witnessing, as well as lost souls. Fifth Lesson: Gain Experiences The final takeaway I received from the text and will apply within my workplace culture and my church environment is to gain more experiences and understand personality traits in order to enhance my CQ. Livermore states, “Intercultural experience by itself does not ensure cultural intelligence, but when wed with the other capabilities of cultural intelligence it plays a significant role. In particular, individuals with multiple experiences in a variety of places experience more of the benefits of intercultural interactions and travel than those who have been in only one or two places, even if for a long time. And the more countries where you’ve lived for more than a year, the more positive connection there is between your international experience and cultural intelligence.” 6 I will plan some trips with friends to visit other places such as Japan, 5 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success , Second Edition. (American Management Association, 2015), 141. 6 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success , Second Edition. (American Management Association, 2015), 189. 6

Africa, Indonesia, Israel, and India, to learn more and enhance my cultural intelligence. I am hoping to go on a missionary trip within the next two years to Africa to not only serve, but to understand what their practices, needs, and customs are. Although I am considered to be African American, I have no clue of how to properly engage with those who were born in Africa and relocated to America and unfortunately I am not always conscious of the efforts that they put forth toward adapting to American culture here. I will also go to the table and encourage my elders and pastors at church to make an effort with building multicultural teams. My church has a great number of individuals who are international and from different ethnical backgrounds, but we are not always creating the spaces to build multicultural teams. Livermore shares that “multicultural teams offer a built-in opportunity for people to improve CQ…. you can gain some of the benefits of multicultural teams by seeking out people who work in different functional areas from yours. Or you can build a friendship with someone who has entirely different personal interests, political ideals, or religious beliefs.” 7 Conclusion To conclude, Livermore gives amazing principles and strategies of how to become more culturally intelligent as an individual, but also when operating in leadership. This includes, but is not limited to trying different cultural meals, traveling to other countries, building multicultural teams, etc. Implementing these strategies aids in creating healthy and effective teams, ministries, corporations, and friendships when intentional action is taken to develop. Bibliography 7 Ibid., 192. 7

Livermore, David, and ANG, Soon. Leading with Cultural Intelligence: The Real Secret to Success . Nashville: AMACOM, 2015 8

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GLST Book Application 2_ Leading with Cultural Intelligence

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