Cultural Intelligence
The Competitive Edge for Leaders Crossing Boundaries
1st Edition
Published on 22. May 2014
224 pages
978-1-4729-0483-6 (ISBN)
Description
Right now, vast amounts of time and money are being invested all round the world in building global brands and organisations. 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).
But the ambition is huge. As is the prize for the next generation of leaders who see the opportunity she outlines - and grasp it.
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).
But the ambition is huge. As is the prize for the next generation of leaders who see the opportunity she outlines - and grasp it.
More details
Edition
1. Auflage
Language
English
Place of publication
London
United Kingdom
Publishing group
Bloomsbury Publishing PLC
Target group
Professional and scholarly
ISBN-13
978-1-4729-0483-6 (9781472904836)
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
Other editions
Additional editions
Book
05/2014
A&C Black Business Information and Development
€50.95
Shipment within 10-20 days
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 and has become a bestseller on the Palgrave Macmillan business books list.
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.
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 and has become a bestseller on the Palgrave Macmillan business books list.
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
