The unavoidable need for cultural intelligence

When was the last time that you intentionally took a minute to stop and observe the landscape that we live, work and lead in? Responding to the shifting complexities of societal, organisational, and stakeholder change can be difficult, especially when we consider that the mainstays we have become to rely on are no longer stable.

Let’s consider for a moment, where we are today. Many are working in hybrid organisations with employees that straddle 4 generations, Boomers, Gen X, Millennials, Gen Z. In reality this means that their life experiences, expectations and cultural norms are wildly different. What is ‘obvious’, ‘common knowledge’ or ‘culturally expected’ is diverse, with varying degrees of tolerance and acceptance amongst this group. Most now live and work in heterogeneous environments with a shifting emphasis on cultural awareness and a focus on the wellbeing on an individual. It has long been known that a lack of cultural intelligence in workplaces causes significant ill health in employees.

The command and control structure within organisations continue to break down, with inconsistent and ineffectual replacements, and Matrix Organisations are buckling under the strain of personalisation and lack of effective leadership.

Organisations can no longer expect their employees to ‘leave their personal life at home’, or categorise sweeping world events or changes as ‘outside the workplace’, events like the Black Lives Matter Movement and the Covid Pandemic destroyed those assumptions.

As effective Maverick Leaders we need to recognise that individuals are mired in cultural expectations. These expectations are impacted by cultural identity (eg race, ethnicity, gender, sexuality, age, location etc), societal culture (eg how we react and interpret societal mores and movements) and organisational culture (eg how an organisation reacts and adapts to situations).

This intersectionality is personal and sweeping assumptions (relating to race, gender, sexuality, neurodiversity etc), will not enable leaders to cope with this lack of homogeneous reality and expectation in the workplace.

If leaders and organisations are to thrive in these complex uncertain times, then they will need to recognise that there is an unavoidable need for cultural intelligence throughout their workforce. The consequences for ignoring the sweeping, unstoppable change from homogeneity to heterogeneity is increasing lawsuits (employment, criminal or commercial), spiralling employee turnover and reducing profits and customers. Social media censure is also possible.

The Match Pathway? to Cultural Intelligence Acumen[1]

Increasingly my clients are asking me to help them develop Cultural Intelligence Acumen to enable their leadership team and organisation to adapt and respond to the nuances of intersectionality and?cultural differences. ?This strengthens their ability to deliver their organisational mission and values, increase their competitive advantage, and enhance their leadership capability and execution.

Stakeholder leadership has significant benefits for customers, employees, and society alike. Here is a brief outline of The MATCH Pathway?.

Motivation

The first step towards having Cultural Intelligence Acumen is understanding what motivates you to acquire this ability. For example, you may be want to reduce the amount of conflict or misunderstanding in the workplace, perhaps you want to increase a sense of belongingness amongst employees or appeal to a more diverse consumer base.

When you understand your motivation for change it becomes easier to strategise, innovate and execute the correct solution.

Awareness

Great??leaders are adaptive ones who can objectively respond to the situations that they find themselves in. They understand that they are responding to the world through their own cultural lens and identity and intentionally try to view the situation through the cultural lens of others. Communication of cultural differences includes verbal and non verbal cues and assuming that we all experience the world the same way because we share certain characteristics, is a dangerous fallacy that ignores intersectionality.?

Translation

Once we have a good understanding of our motivations and awareness we need to translate this knowledge into a plan of action and adaption. Cultural Intelligence enhances our own leadership capability, regardless of whether that’s self leadership, leadership of others or organisational/ societal leadership. However, this enhancement can only occur if we make it an essential part of our leadership and not an inconvenient add on to our already overwhelming activities.?

Competence

To be competent in Cultural Intelligence requires practicing your knowledge and adapting your behaviour and thinking processes for better outcomes. Having good intent and a curious open mind are essential components to interpreting an individual’s ambiguous and unfamiliar communication (verbal and non verbal) in a way that their peers would. Therefore reducing potential conflict and misunderstandings.

Holistic Approach

Maverick Leaders who are often a little detached from their own culture (they favour independence and their own uniqueness), often find it easier to adapt to the culture of the unfamiliar or ‘new’ individual. This is because they make conscious efforts to ‘understand and adapt’ to others, whilst retaining a strong sense of self and individual identity, on a regular basis. The intentional cultural discernment of ideas, customs, and social behaviour improves cultural interactions with others.

The 21st Century Leader is an adaptable one, who utilises Maverick Leadership principles to thrive in complex, uncertain times.

Taking a holistic approach to Cultural Intelligence (CQ) is vital for successful leaders, as is recognising that CQ concerns itself with more than race, and identity. Therefore having a Culturally Intelligent workforce is essential to the organisation that wishes to thrive.

‘Infinite diversity in infinite combinations’ – Vulcan Philosophy, Star Trek?

Take a minute to stop and observe the heterogeneous landscape that we live, work and lead in. Respond to the shifting complexities of societal, organisational, and stakeholder change by becoming more culturally intelligent. Utilise Maverick Leadership principles because you want to thrive in a world where the previous mainstays we have become to rely on are no longer stable.

[1]?The Match Pathway??to Cultural Intelligence Acumen – Judith Germain 2022

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Judith Germain ?is the founder and principal consultant of?The Maverick Paradox, ?a leadership consultancy that utilises Maverick Leadership principles to enable business owners, leaders, the C-Suite, and organisations, thrive in complex, constantly changing environments by improving their diversity of thought, impact, influence and leadership capability.?

She is the leading authority on Maverick Leadership, an author, C-Suite and CEO Mentor, consultant, trainer, and speaker. Judith is a Brainz 500 Global honouree, recognised as one of 500 Companies and Influential Leaders who are recognised for their entrepreneurial success, achievements, and dedication to helping others.

Full bio and enquiries on how to hire Judith at?maverickparadox.co.uk