People will do what they need to do, but if you want that incremental increase, for example, if you want people to genuinely give their best then they have to want to do it. There has to be inspiration, and there has to be a sense of drive. So, do you simply want people to do what they have to do, or do you want them to give more? If it is the latter, that requires having real conversations with them. And, I think at first, those conversations can be difficult. Just think back to a time in your own life when someone said something to you that perhaps didn’t sound good at the time, but ultimately changed your life forever. Sometimes, the conversations we need most are not necessarily the ones we want to hear.
Think before acting
Cultural intelligence (CQ) is an essential capability for inclusive leaders and in building successful relationships. Those who learn how to connect and become connectors will prosper in a connected economy.
““Cultural intelligence: an outsider’s seemingly natural ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would.””
What are the 4 components of cultural intelligence?
The framework for cultural intelligence consists of four parts: knowledge, strategic thinking, motivation, and behaviours.
CQ Drive: The motivation to learn about new cultures.
CQ Knowledge: Understanding how cultures influence what people say and do.
CQ Strategy: Having a plan to respond to cultural differences.
CQ Action: Behaving in culturally sensitive ways, including handling any difficulties that arise.