A summary of things you should know about Leading With Cultural Intelligence according to David Livermore: Introduction In this episode David Livermore takes a deep dive into his the secondRead More
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]]>In this episode David Livermore takes a deep dive into his the second edition of his book, Leading With Cultural Intelligence, where he reveals a 4-step model for managing across cultures.
In his book Livermore provides updated research, case studies, and statistics on the profitable benefits of developing a leadership role through the ideals of cultural intelligence. The goal of the book is to teach you how to boost your confidence when managing diverse people, adapt to any type of leadership environment, and understand employee differences when it comes to religious values.
This book is perfect for entrepreneurs who manage employees that come from many different backgrounds and need a guide to plan ahead for unfamiliar cultural settings.
We found that there was a need for a more sophisticated approach that said there wasn’t a one size fits all to leadership but there are some general models that can be used. We wanted to show how to lead across any number of different cultures without feeling like you have to be an expert everywhere you go.
I wrote this book thinking that it’s best suited to read start to finish but it can also be used as a guide book that someone can go back to.
The primary thing I want people to understand is unlike other forms of intelligence CQ is a developmental skillset and therefore anybody can improve their cultural intelligence.
The book begins by dispelling some of the myths that are out there regarding what it takes to lead effectively across different cultures. One of the challenges that we say right at the begging is that if you think you can lead people the same everywhere that is not necessarily fair. On the other hand one of the myths that we dispel upfront is that somehow you have to become an expert in every culture you’re going to encounter because the more we get engaged in entrepreneurial activity, the more that we find we may be encountering dozens of cultures in a given day. So the front end of the book speaks of what is often said about what it takes to be a global entrepreneur and challenges some of the inadequacies of that and then shows you what makes someone effective working across cultures.
The book is largely oriented around answering what the difference between leaders, between entrepreneurs and between organizations that succeeds working across multiple different cultures and those that fail. And essentially what we found was that the leaders who can move in and out of any number of different cultures context, without necessarily being an expert, have four capabilities that consistently emerge and the middle section of the book walks you through these four capabilities. The first capability that consistently emerges among those who are culturally intelligent is CQ Drive which is the degree to which one is interested and motivated in different cultures and sees it as relevance to their entrepreneurial success.
This chapter goes into specific strategies of how you bear in mind the need to make your new idea something that would be appealing to different markets within the same domestic context or internationally. The second capability that the culturally intelligent leader and entrepreneur have is what we call high CQ Knowledge and that is that they have an overall grasp of the similarities and differences that tend to exist across different cultures. The third capability is the CQ Strategy piece which refers to some of the best practices for how one can lead strategically. The fourth capability is the CQ Action and this is the degree to which an entrepreneur figures out just how much to adapt, who should adapt to whom, and when to not adapt. We look at some organization examples that remind people that adaptation is a piece of it but we don’t want to go too far. The book primarily walks through that model. We have full assessments that allow people to assess where they are on those four capabilities along with intervention for Drive, Knowledge, Strategy, and Action.
The last part of the book answers the so what question, what ROI to anticipate as an individual leader, and the results that we can anticipate when others cultural intelligence improves.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 05:30
“It’s not that I have to agree with everything you say, but I should at least attempt to understand it, for the opposite of mutual understanding is, quite simply, war.” – Ken Wilbur
My role is to lead the Cultural Intelligence Center where we have the chance to work with organizations around the world to help them work more effectively across cultures. I currently live in Michigan where our center is based but I am originally from the east coast.
The inspiration for the original edition was after spending 10 to 15 years researching this phenomenon of cultural intelligence many of the practitioners, managers, and entrepreneurs we had talked to asked for a more practical user-friendly version of it.
The Time Paradox by Philip Zimbardo and John Boyd
Buy Leading With Cultural Intelligence by David Livermore on Amazon today
Visit CulturalQ.com to learn more about the book
Visit DavidLivermore.com to learn more about David and download a free chapter
Follow David Livermore on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Widgets by Rodd Wagner
Managing Whole People by Mark Herbert
The Culture Engine by Chris Edmonds
Relevant advice and tips:
5 Characteristics of A Great Leader
What did you like and not like about this episode? Fill out this one minute survey here.
The post TEL 230: Leading With Cultural Intelligence with David Livermore appeared first on The Entrepreneurs Library.
]]>A summary of things you should know about Make It Matter according to Scott Mautz: Introduction In the episode Scott Mautz takes a deep dive into his book, Make ItRead More
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]]>In the episode Scott Mautz takes a deep dive into his book, Make It Matter, where he shows you how managers can motivate by creating meaning and personal significance.
In his book Mautz shares years of research, case studies, and techniques in an all-in-one how to guide for energizing, motivating, and encouraging employees to put in the most effort. The goal of the book is to help you add meaning to any organizational mission, find the internal significance of every employee, eliminate negativity from the workplace, and create unique opportunities of personal growth.
This book is perfect for entrepreneurs who run an organization of 5 or more employees and are looking for the best ways to create a work environment that mimic the best places to work.
I am pretty certain that I am the first author to ever put data to the concept that creating meaning at work is a great way to motivate. I also include dozens and dozens of practical tools that you can apply the very minute after you finish reading the book.
I suggest reading it once through and then go back and use it as a reference guide.
If I had to pinpoint one thing it’d be the concept of what I talk about in that book of what I call profound performance. I’ve learned that when you facilitate meaning it not only drives the employees to engage, it takes them beyond engagement to elevate a performance in true fulfillment. There are so many things that can capture an employee’s time and attention very temporarily but meaning holds the engagement of the employees at the deepest and most fulfilling level that sustains over the long haul.
The book is divided into ten chapters.
In the first chapter, Why Meaning Matters, I really paint the case for just that. The truth is that way too many of us feel a lack of true significance and meaning in how we spend our precious hours at work. In this chapter I lay the case out and put hard data to how the creation of meaning can serve as a competitive advantage in what I call compassionate advantage.
I dive into chapter two, The Markers of Meaning, and things get really interesting here because I have found through my research that there are seven distinct markers of meaning that when you intentionally meet them you can drive meaning and fulfillment. The markers are divided into three sections, when you yield a calming and clarifying sense of interdiction, when you create conditions that lead to a satisfying sense of self-discovery and growth, and when you create conditions that engender devotion to ones work at a deeper connection between the employer and employees in a greater good. And I get really specific within that.
In chapter three I start to dig deeply into each marker meaning. This chapter, The potency of Purpose, I walk through very specifically how as a manager you can carve for yourself or carve out for your people a six step path to purpose. If you follow these six steps I can promise you that by the time you’re done you will have identified what you want your purpose at work to be.
I move on to the fourth chapter where I talk about how to leave your legacy behind. This chapter is broken into two pieces and the first part is called the five footprints of legacy. Then I round out this chapter with what I call The Five Step Footpath to Leaving Legacy Worthy Results at Work.
In chapter five I talk about the power of learning and personal growth at work. I spell out seven very specific ways you can craft an environment that’s rich with learning and personal growth.
In Chapter six I talk about the next core marker of meaning and way to create a sense of Significance at work which is to create a meaningful decision making and influence based culture as well. When people feel like they are a part of making decisions it is incredibly motivating and I spell it out as well as eight things you can do to create autonomy as a manager.
Chapter seven moves on to teach you how to create cultures of consequence and those are cultures that are built on a core of caring, authenticity, and teamwork.
In chapter eight we talk about meaning making leadership very specifically. I talk about how as a leader you can create meaning more so than any of your competitors and I go over four traits of meaning making leadership.
In chapter nine I go the other way and talk about cutting off corrosive behaviors or behaviors that can destroy a sense of certainty, confidence, or community.
I round off the book in chapter ten on how to weave all of the concepts together into a meaning making plan and I provide a couple of options for how to do that.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 05:29
“We are all at a pivotal moment in life; we just may not know it and you have to live as if you did.” – Scott Mautz
I am an author as of March 4th, when Make It Matter hit the streets. I am also a keynotes speaker and have a fulltime job as a director at Procter & Gamble where I run the company’s largest business. And over my 20 plus years at Procter & Gamble I have run a number of different businesses all multimillion dollars in size.
I have been studying the field of motivation for almost a decade and about seven years ago I discovered a stunning statistic that has been proven over and over again. Which is that almost 70% of us may actually be coated as disengaged at work and even if you’ve heard that statistic before, what’s stunning is that is doesn’t get any better. Year after year the data will show you it keeps declining so whatever we are doing to motivate clearly cannot be working. That has been haunting me for the last half dozen years and I really started working hard at trying to find a way to crack this code. I came across this concept that it’s not pay, it’s not perks, and it’s not promotion, it’s really meaning where you can bring significance into your work and make it matter more. That’s what kept me going and was the inspiration behind this book.
Good to Great by Jim Collins
Buy Make It Matter by Scott Mautz on Amazon today
Visit ScottMautz.com to learn more about Scott and his book
Follow Scott Mautz on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Everybody Paddles by Charles Archer
The Hidden Leader by Scott Edinger
The Best Place to Work by Ron Friedman
What did you like and not like about this episode? Fill out this one minute survey here.
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]]>A summary of things you should know about Everybody Paddles according to Charles Archer: Introduction In this episode Charles Archer takes a deep dive into his book, Everybody Paddles, whereRead More
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]]>In this episode Charles Archer takes a deep dive into his book, Everybody Paddles, where he reveals an effective leader’s blueprint for creating a unified team.
In his book Archer provides a leadership roadmap with problem-solving tools that are designed to remedy the consequences and issues that come with dysfunctional organizations. The goal of the book is to help you develop an organization based on camaraderie, increase engagement between employees, and improve your facilitation skills as a manager.
This book is perfect for entrepreneurs who run a business with 5 or more employees where team work is essential to the business and need a strategic framework that produces highly effective teams.
The one thing that makes my book unique is that I’m a practitioner and not writing a book based on theory but based on practice.
There are six chapters in the book and each can be read individually or collectively.
I would want the reader to go to work and understand the whole principle that everybody matters. You matter regardless of what your position or title is at work.
Upon reading Everybody Paddles the reader will get a practical experience about how leadership works.
The book starts out with a great forward by a very good business leader and friend, Peter. What we’ve done throughout this particular book is after each chapter you will get an experience from another business leader about that particular chapter and principle.
Principle one is Unity Stabilizes the Boat and discuses about what separates us and what brings us together. When you think about stabilizing anything it’s about the acknowledgement of what works and what doesn’t work and a lot of time in business we are a little afraid to discuss the things that cause us to be uncomfortable.
Principle two is The Purpose Provides Propulsion which is about the vision and mission of whatever your business is about. When the people connected to your business understands your vision and purpose then you are able to propel.
Principle three is The Caption Sets the Course and the Whole Crew Paddles. There are a lot of things I love about this book and this is one of the principles I concentrate on the most. Everyone wants to be in leadership but there are only a select few in that club and if you’re not a member of that club you are a contributor and should be paddling.
Principle four has to do with communication and doing it clearly to stay on course.
Principle five is Problem Solving, Course Correction. In my organization we have a rule that you get 60 seconds to tell me about the problem but you can take an hour to discuss the solution. I think when you understand it’s about course correction you will not spend a significant amount of time discussing the problems.
Principle six is Every Crew Member Matters and the whole concept throughout our culture is that there are people who matter and people that don’t matter. Throughout everything I do I create a culture where it’s understood that everybody matters and as a leader you have to find a way to make sure that people understand that.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 06:47
“I decided to find books that provided realistic guidelines for someone like me or for that matter any executive charged with providing leadership.” – Charles Archer
I’m an attorney by license, I have a masters, I’m a writer, and an advocate for people with developmental disabilities. Twenty years ago I started a nonprofit to help people with disabilities live a productive, fantastic, and fulfilling life. Over the last 20 years we’ve been able to touch people throughout New York City and New Jersey.
Everybody Paddles came out of my ability working in business and all of the things I’ve seen as an attorney and entrepreneur. The one thing that inspired me was that there were people who didn’t want to add value at work. There were people who came to work and because of whatever number of reasons the culture became hostile and wasn’t motivating. I really was inspired to create something unique based on teamwork and team building that really got people understanding that every day at work you must add value.
The Shack by William Paul Young
Buy Everybody Paddles by Charles Archer on Amazon today
Visit EverybodyPaddles.com to learn more about Charles and his book
Follow Charles Archer on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
The Hidden Leader by Scott Edinger
The Culture Engine by S. Chris Edmonds
The Discomfort Zone by Marcia Reynolds
Relevant advice and tips:
5 Characteristics of A Great Leader
What did you like and not like about this episode? Fill out this one minute survey here.
The post A Preview of Everybody Paddles with Charles Archer appeared first on The Entrepreneurs Library.
]]>A summary of things you should know about The Best Place To Work according to Ron Friedman: Introduction In this episode Ron Friedman shares his book, The Best Place toRead More
The post A Preview of The Best Place To Work with Ron Friedman appeared first on The Entrepreneurs Library.
]]>In this episode Ron Friedman shares his book, The Best Place to Work, where he offers game-changing advice for working smarter and turning any organization into an extraordinary workplace.
In his book, Friedman explains how to effectively diffuse a workplace argument, elevate your thinking, and reach smarter decisions. The goal of the book is to provide you with scientifically-proven techniques to help you promote smarter thinking, greater innovation, and stronger performance.
This book is perfect for entrepreneurs or business executives who are looking to turn an average, low performing work atmosphere into an effective and extraordinary environment.
I recognize what it’s like to be an entrepreneur because I’m an entrepreneur myself and I wanted to write a user’s guide for someone who is busy. I realize entrepreneurs need action items and this book is really stocked with action items both for managers and for employees.
Every chapter in the book is focused on a different aspect of the workplace. It’s a variety of different topics and not one that you have to read in a linear fashion.
One of the takeaways is that psychological needs are at the heart of employee engagement. If you are looking to create an engaged workforce you need to provide people with psychologically fulfilling experiences.
The second takeaway is that organizations are a lot more successful when they address rather than ignore the limits of both the mind and the body.
The third key takeaway is that rather than encouraging employees to find work life balance, organizations can be a lot more successful by allowing employees to integrate the two aspects of their life in an active way.
This book is a journey of different topics of the psychology of the workplace and summarizing all of this in a short amount of time can be a little bit of a challenge. I am going to explain the top three gaps that I saw in the workplace.
The first gap was how organizations hire. If you are looking to grow a business you are going to be during some hiring and regardless of how well you structure your workplace if you don’t get the right people in your organization it won’t be affective. One of the critical pieces of hiring is the in person interview. As it turns out there is plenty of research showing that these interviewers are not a very effective tool for predicting how good someone is going to be in a particular position. The reason is because we have all of these cognitive biases that prevent us from actually measuring someone’s effectiveness for the role we are looking to fill. I talk in the book about research showing that we tend to favor good looking people because we assume that they are also competent. Another biased is tall people because tall people tend to be viewed as having greater leadership potential. Deep voice candidates are viewed as more trustworthy. All of these impressions affect not just the way that we view that candidate but also the questions that we ask as a result. I talk about all the biases and then I talk about ways that entrepreneurs can correct those biases.
The second gap is how managers motivate. In the book I present a completely different frame for thinking about engagement in a section on what videogames teach us about creating an extraordinary workplace. If you think about your own experience playing videogames you get sucked in doing a whole host of behaviors that you would normally avoid. What’s fascinating about videogames is we spend so much of our personal time doing these activities that we aren’t getting paid for. I think the reason we find these games as enjoyable as we do is because they deliver the very experiences that we seek in our workplace. For examples we have a clear set of goals and we get recognized and rewarded for our work. The key takeaway here is that engagement is not about the actual job; it’s about the conditions that we build around it.
The third gap that I wanted to highlight is the gap in workplace design. Within the book I survey all the research on office design and the psychology of how our minds react differently to different environments and what I argue is that there is a connection between space and innovation. What I mean by that is where we are affects the way we think. There is research that I cover in the book looking at how the ceiling height of a room affects our ability to think abstractly. The rooms’ layout communicates the type of interaction that is expected. I discuss all the ways that companies can leverage a lot of these insights to deliver a better working environment.
“When your attempt rate is high each individual failure becomes a lot less significant.” – Ron Friedman
I am a social psychologist and I specialize in human motivation. I have taught at the University of Rochester, Nazareth College, Hobart and William Smith, and I write for the Harvard Business Review, Fast Company and Forbes. I’ve also founded a company called ignite80 that helps smart leaders build extraordinary work places and the way we do that is via speaking, workshops and occasionally consulting. If you are wondering about the name of that company it’s because 80% of employees worldwide have been found to be disengaged at work so we look to correct that.
One of the things I talk about in the book is that the book really happened by accident. I spent years in academics studying human motivation and teaching human psychology courses and my goal was to become a full-time professor. Eventually I achieved that goal and I got a full-time teaching job and when I got there I found myself itching for a new challenge. If you got in to academics for the reasons I did, it was to learn new things and as a professor you are covering the same material again and again.
I wanted that new challenge so I decided to go off into the corporate world where I was hired to work as a pollster. When I got to the corporate world I noticed a lot of the things that I took for granted as a professor. But when I got to the corporate world I witnessed a real disconnect from everything from the way that companies hire and the ways that managers motivate to the design and layout of the modern office. I got to meet a lot of these business owners and a lot of entrepreneurs who are really interested in building great workplaces but just don’t have the tools for doing that.
Getting Things Done by David Allen
The Accidental Creative by Todd Henry
Buy The Best Place to Work by Ron Friedman on Amazon today
Visit Ignite80.com to learn more about Ron’s research and sign up for his mailing list
Follow Ron Friedman on Twitter and LinkedIn
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books: Leaders Open Doors by Bill Treasurer | Scrum – The Art of Doing Twice the Work in Half the Time by Jeff Sutherland | The Front-Line Leader by Chris Van Gorder
Relevant advice and tips: 5 Steps to Promote Innovation in the Workplace
What did you like and not like about this episode? Fill out this one minute survey here.
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