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.
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]]>A summary of things you should know about The Top Ten Mistakes Leaders Make according to Hans Finzel: Introduction In this episode Hans Finzel takes a deep dive into hisRead More
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]]>In this episode Hans Finzel takes a deep dive into his book, The Top Ten Mistakes Leaders Make, where he shares the common mistakes leaders need to overcome.
In his book Finzel provides newly updated stories and strategies from very successful leaders who have once made continuous mistakes when it comes to effectively leading others. The goal of the book is to teach you what effective leadership looks like, how to overcome typical bad habits that come with being a leader, and how to take your leadership skills to the next level.
This book is perfect for entrepreneurs who are emerging leaders and wish to prevent or improve upon common bad habits that many leaders continue to struggle with.
I think one of the biggest differences is that I have done leadership for 30 years and so I write from experience. This book is very practical, simple, and useable.
You can easily jump in and jump out. Each of the ten chapters are standalone ideas.
The one principle action item that I would want the reader to take away is to learn to be a servant leader, not a top down leader. A servant leader puts the good of the team in front of their own selfish desires.
Firstly, I want the reader to know that I have personally made all 10 of these mistakes and learned from them all. I chose these top 10 because as I went on my journey as a CEO of a 35 million dollar international nonprofit and I began to conclude that these were the top 10 of all the mistakes that I see leaders make.
Of all the leadership sins the number one mistake leaders make is the top down attitude. Most think that they are on top because they are the smartest, they founded the company, and they know best. This is the worst mistake a leader can make and I talk to people all the time that work under these leaders and they get very, very frustrated.
The second mistake is putting paperwork before people work. 90% of effectiveness in leadership is people skills, the software of working well with people. But the higher you go into leadership there is more paperwork and technology that stands in the way of giving yourself to people.
The third mistake is the absence of affirmation. What could be better than a pay raise? It’s been proven that people praise affirmation and sometimes this is a blind spot for leaders. People desperately need affirmation and it’s a huge piece of leadership.
The fourth mistake is that there is no room for mavericks. A leader makes a mistake if they don’t allow mavericks to thrive and a maverick is just an entrepreneur that doesn’t follow rules. This chapter will show you how to cultivate people who think outside the box.
Chapter five covers dictatorship and decision making, Getting Beyond I Know All the Answers. This whole idea of being a dictator in decision making frustrates people so much because they want to have a part in the big decisions of the company.
Chapter six is what I call Dirty Delegation, Refusing to Relax and Let Go. When I ask an audience what is it the most that frustrates them about their boss, I get this response all the time. In this chapter I go into all the reasons why really gifted and high power leaders don’t delegate well.
Chapter seven is Communication Chaos and this is just about clear lines and clarity in the organization.
Chapter eight covers missing the clues of corporate culture and a leader has to understand this if they are going to lead through it.
Chapter nine is Success without a Successor, Planning Your Departure the Day You Start. One of the final acts of great leadership is to cultivate the people who will replace you. I don’t think you should see that at a threat but a really great leader can go on vacation because they have trained other people to step in. If you can never go on vacation because the place will fall apart without you, you’re not cultivating successors.
Finally, Chapter 10 is Failure to Focus on The Future. We have to be listeners and learners because the future where we are going to sell our business is so very different from the past or the present.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 05:20
“The best executive is the one who has sense enough to pick good men and women to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” –Theodore Roosevelt
I was born and raised in Huntsville Alabama. My father was a rocket scientist and a part of NASA. I have spent my career mostly in the nonprofit world and became more and more interested in leadership after 20 years as a CEO of one of the nonprofits. I eventually left to start my own work fulltime helping leaders and managers do a better job. My passion is to really help leaders take their leadership to the next level. Today I do a lot of podcasting on leadership and I keep turning out books because I love to write about leadership. Lastly, I am a father of four kids and married to a wonderful wife.
The inspiration came after working under a bad leader. I worked for a guy that just totally frustrated me and stood in the way of my visions and dreams for what I wanted to do. He crushed my spirit to the point where I lost respect and finally left. When I became a leader I wanted to study how to be a good leader, not a bad leader and how to empower people instead of frustrating people.
Good to Great by Jim Collins
Buy The Top Ten Mistakes Leaders Make by Hans Finzel on Amazon today
Visit HansFinzel.com to learn more about Hans and his books
Follow Hans Finzel on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Make It Matter by Scott Mautz
Everybody Paddles by Charles Archer
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.
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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 Happywork according to Chris Reimer: Introduction In this episode Chris Reimer takes a deep dive into his book, Happywork, where he sharesRead More
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]]>In this episode Chris Reimer takes a deep dive into his book, Happywork, where he shares a business parable about the journey to better teamwork, profit, and purpose.
In his book Reimer embraces the everyday unhappiness at work and provides real advice on how to transform any workplace into a motivationally positive environment. The goal of the book is to help you overcome workplace negativity, bring the best out of your employees, streamline your business processes, prioritize your employee tasks, and eliminate human emotions from the workplace.
This book is perfect for entrepreneurs who want to improve their management skills and ensure that their business workplace runs efficiently and effectively in the absence of negative attitudes.
My book is a story and I believe that is how we learn best.
This book is a front to back read.
We too often overlook our own fulfillment and our own happiness at work. I want to enjoy my job and what I do and I don’t think it’s too much to ask.
My story starts with a man named Dick Vunorri who is the second generation owner of a manufacturing company called Vunorri Inc. Dick learns that this company is on the ropes and 30 days away from foreclosure because they can’t pay their bills. And so Dick decides that he is going to call a turnaround specialist named Sam. Sam tells Dick that he needs to tear the place down to the studs to figure out what exactly is wrong with it. From there Sam meets a man named Charlie who is an older man who works in the mailroom but has some wisdom that’s beyond his job title. Charlie comes forth and really challenges Sam which is surprising to Sam. Sam then goes about studying the company and he first encounters the CFO named Neil who isn’t a lot of fun. Neil is not very good at his job but he’s found a way to proverbially lock himself in his office and not get a lot done. After meeting the rest of the team Sam gets to a point where he gets progressively more down each day. Each day he comes on this four week assignment he doesn’t want to be there. As he is interviewing each person in the company to figure out what’s going on he gets a chance to interview Charlie and its then that Charlie turns the table on him and challenges him on everything he knows about business. Sam starts to realize that the thing that this company is missing is team work, productivity, and very few employees that are fulfilling any of their human needs. Through his experience with Vunorri Sam realized that happiness in work is actually very important. Eventually Sam goes back to Dick and gives him the full rundown of why the company isn’t working and what needs to be done to fix it.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 06:19
“Why use fear and intimidation? Why do you have to scare us? This isn’t a haunted house.” – Chris Reimer
I am based in St. Louis Missouri and I am a Marketing Communication Strategist. Previous to that I spent a little over 15 years as a CPA and CFO of organizations around St. Louis.
This books inspiration came from my own work experiences. I’ve never had a job that was absolutely horrible but I’ve had some pretty colorful job experiences. The other inspiration would be my mother and what she went through working a 30 plus year career for the US government.
The Go-Giver by Bob Burg
Buy Happywork by Chris Reimer on Amazon today
Visit HappyworkBook.com to learn more about the book
Visit ChrisReimer.com to learn more about Chris
Follow Chris Reimer on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
The Best Place to Work by Ron Friedman
The Culture Engine by Chris Edmonds
The Hidden Leader by Scott Edinger
Relevant advice and tips:
5 Steps To Promote Innovation At The Workplace
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 The Culture Engine according to Chris Edmonds: Introduction In this episode Chris Edmonds shares his book, The Culture Engine, where he revealsRead More
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]]>In this episode Chris Edmonds shares his book, The Culture Engine, where he reveals a system for driving results, inspiring your employees, and transforming your workplace.
In his book Edmonds teaches you practical step-by-step lessons on how to define your company culture, delineate the behaviors that promote high performance, and create an employee policy that guides behavior towards an inspiring workplace. The goal of the book is to help you create the best workplace possible while molding your employees into productive rockstars.
This book is perfect for entrepreneurs who run an organization with 2 or more employees and are on a mission to help them become high performing leaders.
The reality is that organizations are still not very nice places to operate in or fun places to work in. I am trying to craft a step by step practical framework that anybody can do. Now it takes a while but the biggest differentiator is I tell you how.
My recommendation is to read all the way through to the end.
The piece that’s very fun about this is that by getting people clearer about values and having them hold values up as important as performance is the absolute switch. If I can get that switch in leader’s heads, heart and hands they will be able to make the move and inspire others.
The title of chapter one is What Is An Organizational Constitution and Why Do You Need One? An organizational constitution allows you to craft and formalize your team’s reason for being its purpose. It’s not about making money, although that is important, but it’s about who you are serving and why they should be attracted to the product services that your team provides. The second piece of organizational constitution is about values and the values piece is the biggest shift and more important foundation. This chapter is about making values and how we should agree to treat others within our organization as well as customers and potential customers. The third piece is about strategies. From a standpoint on what the market is looking for and what your customers need your strategies need to be crystal clear and very well understood. The last element of an organization constitution is goals.
Chapter two in the book allows the reader to do some reflecting. This chapter gives you as the reader a chance to formalize your personal purpose, formalize your values and behaviors, and formalize your philosophy of leadership.
Chapter three begins with the first of the four elements of an organizational constitution and it outlines how you clarify your organizations purpose. Part of the idea here is not just crafting a compelling inspiring purpose statement but also I go through a bit of a marketing instruction because you are going to need to do a marketing campaign with some of these ideas.
Chapter four is the meat of the organizational constitution and it’s about values and defining values in behavioral terms.
Chapter five we combine the strategies and goals. In this chapter I give you worksheets to help you formalize these strategies and goals.
Chapter six is titled Your Organizational Constitution Must Be Lived. This is the piece where you want to engage everyone in the implementation. You also want to describe the way, model the way, and then align the way as you start to look at how people embrace your valued behaviors.
In chapter seven there is a discussion about how to gather feedback around valued behaviors.
As we get in to chapter eight and nine we start to look at vitally important pieces. Chapter is titled Dealing with Resistance. As you begin to engage people in a culture change like this you will be messing with power structures that won’t be happy with you. This chapter explains how a leader should address resistance and be steady consistent with this change.
Chapter nine is about hiring. You put your culture at risk every time you hire a new leader or a new team player so I outline how to recruit, interview and assess players to make sure there is a culture fit.
Chapter ten is about implementing the organizational constitution. There are five questions in each of the 10 chapters and in this chapter you will score your culture effectiveness assessment which will show you where you are now and what you need to do to move your organization forward.
“I used to see my job as managing processes and results and now I see my job as managing people’s energy.” –Unknown
I am a speaker, blogger, podcaster and writer. I am also what I call an executive consultant. So I do executive coaching usually to help leaders align their corporate cultures so that they can lead better. I have also been affiliated with the Ken Blanchard Companies now for almost 20 years as a Senior Consultant.
It’s the core driver of my passions and my work with clients over the past 20 years. I’ve done a lot of work around facilitating skill building and consulting to leadership teams and the core opportunities are often that the culture that the business operates in doesn’t support these new skills. When I started 15 years ago very proactively in doing consulting around creating a more intentional culture I found that it was way more gratifying. So my primary inspiration was behind putting these proven practices and steps in to book form.
Leading At A Higher Level by Ken Blanchard
Buy The Culture Engine by Chris Edmonds on Amazon today
Visit TheCultureEngine.com to learn more about Chris’s book and get a free chapter
Visit DrivingResultsThroughCulture.com to learn more about Chris’s podcast and blog
Follow Chris Edmonds on Twitter and Facebook
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books: The Discomfort Zone by Marcia Reynolds | Scrum: The Art of Doing Twice The Work in Half the Time by Jeff Sutherland | The Best Place To Work by Ron Friedman
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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