Cultural Intelligence (CQ) is the ability to manage cultural diversity: the cultural it is necessary to recognize and understand differences and adapt to them a set of knowledge, skills and abilities.
What happens if a Japanese negotiator we wipe our nose in his presence, or in our enthusiasm we react too quickly at the thought of a Finnish partner, or too slowly one at the suggestion of an Italian partner? What happens then if no to a Brazilian or Indian partner shall we say a suggestion? What do they think? dutch partners when ramming into the ground a our presentation and what happens when it is critical we comment on a Korean partner similar presentation, with honest, constructive intent?
Yes - cultural differences in such cases due to lack of knowledge or underestimation, a despite the best intentions, they can fail potentially successful business relationships.
CQ - Cultural Intelligence
What works and what doesn't in intercultural relationships
A training on how you can develop your intercultural competencies and how you can lead successfully teams in international environment.
Customers, employees and suppliers already not limited by geography. The new consumer markets they offer opportunities for growth. The businesses can choose from an international palette worldwide best talent and suppliers. Workplace diversity is also market diversity can also increase performance. Different perspectives successful integration promotes innovation and creativity. Inclusive workplaces attract and they facilitate talents. A diverse workforce better understand the needs of diverse customers. The and the diversity of employees can increase the new the ability to reach suppliers and customers. Challenges Many organizations are not flexible enough to a be successful in foreign markets. Mega even established businesses often stumble global
CQ - Leadership Masterclass
In the framework of our CQ – Leadership Masterclass program, the participants not only can become familiar with international by establishing successful and efficient business relationships
relationship, but they can also acquire managerial and strategic knowledge that gives them the opportunity to
that diversity and inclusion are integrated along the economic interests of the organization
the advantages of its culture and interpret it along the cultural dimensions of international economic
their relationships. They can gain knowledge about what works well and what should be avoided
in an intercultural context. The training participants will learn how to bridge the
cultural gaps and function successfully in their global relationships. At the end of the training, the participants are personalized
they leave with a strategy.
Leadership training based on Cultural Intelligence
helps the participants with their implicit assumptions and
in understanding their prejudices. Besides that
seeks to improve their motivation and
their abilities in the various, culturally different
for cooperation with groups and the
to motivate groups.
The purpose of the training is to develop the participants
• ability to cooperate
• cultural intelligence
• decision-making competence
During the periodical remeasurements and consultation
t h e s t r a t e g y of t h e power
Duration: 2 days
CQ - Leadership Foundation
The CQ – Leadership Foundation program is a 1-day training in which the participants are Similar to the CQ – Leadership Masterclass program, they receive theoretical training and they learn the practical application of the tools. In this case, the individual strategy development and deepening already take place in the consultation period after the program.
Duration: 1 day
The people from different cultures aren’t just randomly different from one another, they differ in very specific, even predictable, ways. This is because each culture has its own way of thinking, its own values and beliefs, and different preferences placed on a variety of different factors (Trompenaars and Hamden-Turner, 1997).
The way we are conditioned to see the world in our own culture seems so completely obvious and commonplace that it is difficult to imagine that another culture might do things differently. It is only when you start to identify what is typical in your culture, but different from others, that you can begin to open a dialogue of sharing, learning, and ultimately understanding (Meyer, 2014).
In cross-cultural researches revealed that the social structures like individualist vs collectivist, tight vs loose, low-context vs high-context, expecting different behaviour and adaptations from the child in the society. For example, in East Asia, peoples’ behaviours are driven by the situations vs in the US where behaviour is driven by the emotions. In Japan, which is a collectivist, tight, non-verbal culture, psychoanalysis as therapy is not more wide-spread. Showing emotions and even talking about them is considered very immature behaviour.
In this globalised world, what counts as developed and matured personality? If we coach a Japanese executive in the US, should we coach them for adaptation to the environment or do we have to attend to their different culture and try to make that stronger and not create more cognitive dissonance in them? What is more important, the internal balance or the external, if you must choose? Is there a middle-ground?
These are core questions at multi-national companies where countless cultures are allying. For the best outcome, we have to consider cultural boundaries and make them aware to work with us.
It would be irresponsible to deny the existence of cultural boundaries as it plays a dominant role in Diversity & Inclusion.
Diversity & Inclusion are hot topics, and not only at multi-national companies. Diversity & Inclusion are not interpretable without cultural boundaries.
Cornelis Consulting has several tailor-made courses, workshops and individual coaching opportunities to make the situation manageable for all stakeholders.