Cultural Intelligence
The Competitive Edge for Leaders Crossing Boundaries
Published on 22. August 2019
Book
Paperback/Softback
232 pages
978-1-4729-7178-4 (ISBN)
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.
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.
Reviews / Votes
Julia Middleton has written a book about something that she and Common Purpose have been quietly practising everywhere they go: Cultural Intelligence, or CQ. To me, it is entirely fitting that Julia should take an idea and explore it with a whole variety of leaders from all over the world. Because, right from the start, Common Purpose has embodied what CQ stands for. * Ron Arculli, Senior Partner, King & Wood Mallesons, Hong Kong, in his Foreword to Cultural Intelligence * In our ever more complex and interconnected world which has no obvious historical parallel, Julia Middleton has developed a breakthrough idea about the importance of Cultural Intelligence in order to both navigate this new world and its contradictions. This book has important implications and raises questions about our current systems for those of us involved in educating and developing our future global citizens. * Rakesh Khurana, Dean, Harvard College * In an age of unprecedented connectedness and shifting certainties, many of us spend our time moving between different worlds without fully adhering to any single cultural identity. This book makes you realise what a gift that is, and how to make the most of it. A must-read for young people entering today's global job-market. -- Riz Ahmed * actor and musician * The world is changing. The role of the powerful, intelligent network is greater than ever, but they only really come alive, they only really catch fire, when leadership and Julia's idea of Cultural Intelligence hits them. -- Sir Alan Parker * Chairman, Brunswick Group * Julia Middleton's discovery of Cultural Intelligence shockingly confronts us with our daily ignorance. Paradoxically, the more you realise this, the more CQ you have. A must-read for all leaders who care as much about integrity and diversity as impact. -- Frank Truemper * Managing Director, Baden-Baden Entrepreneur Talks (BBUG) * You need this book if you feel steeped in your own world and know that you must look outwards. It is not an easy thing to do; it takes both courage and humility to be global when your roots are very local, or to work with bureaucrats if you only have experience in the private sector. This book will help us all wherever we are in the world. -- Mr Narayana N.R. Murthy * Executive Chairman, Infosys Technologies Limited *More details
Language
English
Place of publication
London
United Kingdom
Publishing group
Bloomsbury Publishing PLC
Target group
Professional and scholarly
Product notice
Paperback (UK-trade)
Dimensions
Height: 234 mm
Width: 157 mm
Thickness: 18 mm
Weight
363 gr
ISBN-13
978-1-4729-7178-4 (9781472971784)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Julia Middleton is the founder and Chief Executive of the Common Purpose Charitable Trust. She is passionate about leadership development, and campaigns to encourage leaders from all backgrounds to make an active contribution to their communities and to wider society. The social philosopher Charles Handy said of her: "How she came to be the force she is, the values she holds and the way she applies them, contains messages for many who dream of making the difference she has made." This is Julia's second book; her first - "Beyond Authority: Leadership in a Changing World" - was published in 2007 by Palgrave Macmillan.
Common Purpose runs leadership development programmes that enable people from different backgrounds, sectors and geographies to work together to solve common problems. In the process, they give participants the inspiration, skills and connections to become better leaders, both at work and in society.
Founded in 1989 as a not-for profit social enterprise, Common Purpose now runs local courses for leaders in cities across the world, and global programmes for leaders from over 100 countries across six continents. Each year, 4,000 leaders become Common Purpose alumni.
Common Purpose runs leadership development programmes that enable people from different backgrounds, sectors and geographies to work together to solve common problems. In the process, they give participants the inspiration, skills and connections to become better leaders, both at work and in society.
Founded in 1989 as a not-for profit social enterprise, Common Purpose now runs local courses for leaders in cities across the world, and global programmes for leaders from over 100 countries across six continents. Each year, 4,000 leaders become Common Purpose alumni.
Content
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
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