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 Widgets according to Rodd Wagner: Introduction In this episode Rodd Wagner shares an in-depth preview of his book, Widgets, where he discussesRead More
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]]>In this episode Rodd Wagner shares an in-depth preview of his book, Widgets, where he discusses 12 rules for managing employees as if they’re real people.
In his book Wagner provides important and actionable insights into the behavioral drivers of employee engagement – what motivates them, how they think, how they learn, how they act. The goal of the book is to teach you how to use reciprocity as a key motivator in employee performance, adapt new employees to the work environment, and become the best manager you can be.
This book is perfect for entrepreneurs who want to run an organization with a determination to engage, motivate, and positively affect employees as well as people in general.
I think two things make Widgets different. One is that I questioned all the assumptions because so many things had changed. This is not just another engagement book, I really took stock using research, trends, friend’s research, and powerful stories to really help a leader, manager, or entrepreneur understand where we are right now. I think the other thing that makes it different is that I did begin my career as a police reporter so my writing style is not that of a typical business book. I call it as I see it.
I would suggest starting with the first two chapters that lay the foundation but from there if people want to jump around it’s not a problem at all. Actually, in the case of this book, at the very beginning we give the reader a web address where they can take the self-assessment that emerged from the research that was used to write the book.
The most important point that I tell leaders who I am advising is that your employees motivation is in your hands, not because you control them but because people are so reciprocal. I guarantee that if you follow the twelve new rules of engagement they will do for your company what you need them to do.
There are twelve central chapters, one about each of the new rules. And then there are two chapters at the beginning of those twelve rules and two chapters at the end. The first two chapters start by framing human nature and our current situation.
The number one rule is get inside their heads, individualize and understand that person to figure out where they are right now.
The second rule is to make them fearless, don’t freak them out or have them so consumed by what’s going to be happening with the business that they can’t do their job.
Third rule is to make money a non-issue. Make sure that you are paying them competitively and generously so that it takes money off the table and they can concentrate on their jobs.
The fourth rule is to help them thrive. Make sure that what you are doing at the company is not burning them out.
The fifth rule is to be cool. This is not a rule that would have come up ten years ago but people want to work for a cool company and have an enjoyable time at work.
Sixth rule is to be boldly transparent and tell people everything you can possibly tell them. We live in an age of social media and they are going to find out anyway so you should be the one to tell them.
Number seven is to not kill the meaning. People come to your company because there is something about your organization that they already find meaningful.
Number eight is to see their future. We are future oriented people and you need to be as deliberate about where your employees will be in five years as where you want your company to be in five years.
Rule number nine is to magnify their success. Help your employee know when they’ve done a good job. Rule ten is to unite them and set up the conditions where they can be a solid team. Number eleven is let them lead. And the last rule is to take it to extremes.
The second to the last chapter of the book is a cautionary tale about all the dumb things that get done in an employee engagement work and how they can backfire on you.
And the final chapter is about what I call the Profitable Pursuit of Happiness. There are a lot of people in the engagement industry that say don’t make your people happy, just make them engaged by which they really mean shut up and get back to work. This is something employees won’t put up with.
If you want people to work as hard as they can for the company they are going to expect happiness in the bargain. (highlight to share)
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 06:58
“It’s not that corporations are bad and people are good. Corporations are powerful and people are reciprocal. How an enterprise wields its power determines how its employees will deliver.” – Rodd Wagner
I began my career as a newspaper reporter covering police and the courts and so I developed a very direct business writing style. I was frustrated by the way I saw my newspaper at the time being managed and so I went to business school and got a MBA. From there I migrated to a couple research jobs on the business side of media companies and eventually joined Gallup where I was a principle for twelve years. I’ve been a practice leader at BI World Wide for the past three years during which my colleagues and I have been doing the research that lead to the book, Widgets.
The Good Jobs Strategy by Zeynep Ton
Buy Widgets by Rodd Wagner on Amazon today
Visit WidgetsTheBook.com to learn more about Rodd and his book
Follow Rodd Wagner on Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Make It Matter by Scott Mautz
Managing Whole People by Mark Herbert
The Hidden Leader by Scott Edinger
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 Discomfort Zone according to Marcia Reynolds Introduction In this episode Marcia Reynolds gives a deep dive into her book, The DiscomfortRead More
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]]>A summary of things you should know about The Discomfort Zone according to Marcia Reynolds
In this episode Marcia Reynolds gives a deep dive into her book, The Discomfort Zone, where she shows leaders how to think through problems, see situations more strategically, and transcend their limits.
In her book, Reynolds give you exercises and case studies to help you use discomfort in your conversations to create lasting changes and a better workforce. The goal of the book show you how to short-circuit your mind’s defense and habitual thought patterns.
This book is perfect for entrepreneurs who are having trouble coaching others to stretch their limits and meet their personal goals while not making them suffer consequences.
There are two things that make it different. The discomfort zone is how leaders turn difficult conversations in to breakthroughs. There are a lot of conversation books out there but they really just focus on what the leader should say instead of what the leader should listen for. It’s really about helping the person achieve their goals instead of the leader achieve his or her goals. Another thing is it is a leadership coaching book but most coaching books are linear in problem solving and this goes to a much deeper level of what coaching really is and how to use it as a leader.
Each chapter has very specific things that they can do so if you were to jump to any chapter you would get value. But reading it all together allows it to be cohesive.
This sounds difficult but the big thing is they have to turn off their thinking brain. We rely on our thinking brain and we think that we need that in order to think through problems and resolve situations but it’s that thinking self-monitoring brain that often gets in the way.
The introduction of the book describes what exactly the discomfort zone is and why it’s so important that everyone truly understands what is necessary to create behavioral change. First I go in to what needs to occur in the brain to make the breakthrough.
In chapter one I describe the difference between most conversations and coaching techniques and why it’s important. It also looks at some of the common excuses that leaders give for not engaging in these types of conversations. I explain how it is still important for them as leaders to engage in these conversations and why if they want to achieve their results.
In chapter two I move in to the guidelines. First we explore how to establish trust and the intention for the conversation in order to make it successful. As a leader you need to consider what emotional tone you want to set. You need to have the intention that they are going to achieve their goals and you are there to help them succeed.
In chapter three we look at the model and I give a very specific model for having these conversations.
In chapter four we go in to deeper listening and how to listen with your entire nervous system which we label as intuition. This chapter describes very clearly how you can actually access the major processing centers in your nervous system which includes your gut, heart and head, to make decisions as well as listen to people.
Chapter five and six are filled with case studies where I show you how to implement these skills. Chapter five looks at how to break through people’s defense routines and chapter six explains how to help people move forward through whatever is holding them back.
In chapter seven I give you a plan on how to actually maintain your practice over time. I show you how to implement this in to your own organization and how to create your own personal development plan to make sure that your own changes sticks.
“They want you to be present more than they need you to be perfect.” – Marcia Reynolds
I have been teaching leadership for over 30 years. It’s always fascinating because the more we learn about human behavior the more there is to consider in being a leader. My family was always a family of entrepreneurs so I went out to start my own business about 17 years ago.
I think the most misunderstood area of leadership is the whole topic of listening. Leaders know that they have to listen but they confuse it with just being patient while someone is talking until it’s their turn to talk. I really feel that there is a stronger purpose for listening than most leaders realize. In order to change people’s minds they have to listen for specific things. It’s not just how to listen but the purpose and I really wanted to put this down on paper to help all leaders understand what it takes to change people’s behavior.
I and Thou by Martin Buber
Buy The Discomfort Zone on Amazon today
Visit OutsmartYourBrain.com to get more exclusive content and assess your own discomfort
Follow Marcia Reynolds on Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books: Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland | Leaders Open Doors by Bill Treasurer | Managing Whole People by Mark Herbert
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 Managing Whole People according to Mark Herbert: Introduction In this episode Mark Herbert shares his book, Managing Whole People where he givesRead More
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]]>In this episode Mark Herbert shares his book, Managing Whole People where he gives you 30 years of mistakes, experimentation, and learnings from the personal journey of an HR director and a senior consultant.
In his book, Herbert provides you with a guide to the true leadership of managing people based on his 5 basic elements of respect, responsibility, information, rewards, and loyalty.
This book is perfect for entrepreneurs and business owners who assume a role in managing employees and are having trouble building the proper relationships to increase productivity.
I tried to incorporate over 30 years of experience including the mistakes I made, the things that I learned and the positive outcomes that came out of my experiments.
If there is a particular issue you want to focus on you can skip to that part of the book or you can just read it straight through.
The most important thing that I want the reader to walk away with is you manage whole people, you don’t just manage their intellectual intelligence, their emotional intelligence but you manage it all. Leadership is a gift that is given to you by people who choose to follow you.
The first part of the book talks about a guy who was around a bunch of years ago who came up with something called the human resources pyramid. This pyramid still speaks to me in a very compelling way even 30 years later. He says that every employee and organization asks a series of six questions and they ask them in a particular order. The six questions are…
What is my job?
How am I doing?
Does anybody care?
What are we doing, what is our organizational mission?
How are we doing?
How can I help?
What I have found as an executive and HR person is that we spent an enormous amount of time answering the last three questions but what we did not create a sense of alignment for people. In this book I tried to answer these six questions. What is interesting now is, 15 years ago we didn’t talk about employee engagement. What they call employee engagement today I call moving from compliance to commitment.
My model is based on five very basic elements. The first element that I talk about is the element of respect. We need to recognize that we don’t manage human capital we manage people. The second element is the idea of responsibility. Responsibility says that I give you an idea of the context of where you fit into the organization and I give you the autonomy in order to complete that work and do it well. The third element is the context of information. The fourth element is the area of rewards. When I talk about rewards I am talking about time off, compensation, acknowledgement and recognition. The last element is the concept of loyalty. When I talk about loyalty in my compliance to commitment model I am talking about mutual loyalty. You cannot get more loyalty from people than you are willing to give.
In the next part of the book I talk about my experimentation while working in situations beginning in a copper mine in Arizona working through a financial services organization. Seeing that by actually putting my model to the test we really could see enormous improvements in performance. By following that model through and doing it consistently we would get the kind of gain so that there is something in that for us. The tough part is it’s not a human resource system, it’s a culture. The nice part about it is it doesn’t have to be in one culture. I would also submit that this model most often works in any setting.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 04:35
“Culture eats strategy every time.” – Mark Herbert
My original corporate training was in the human resources area. I have since evolved from that into some C- level responsibilities and operations. And for the last 15 years I have operated as a management consultant working with organizations around their relationships ranging from fortune 100’s to small entrepreneurial businesses.
The big inspiration for me was coming up through a time where the whole idea of human resources management and leadership was not held at high esteem. A number of different conflicting philosophies out there were to communicate to people that when we were managing people, we managed them one at a time and we managed the entirety of who they are.
Why This Horse Won’t Drink by Ken Matejka
It’s Your Ship by D. Michael Abrashoff
Buy Managing Whole People by Mark Herbert on Amazon today
Visit NewParadigmsLLC.com to learn more about Mark and his blog
Visit BestThinking.com to read more articles by Mark
Follow Mark Herbert 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
Lead to Succeed by Chris Roebuck
The Front-Line Leader by Chris Van Gorder
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 Managing Whole People with Mark Herbert appeared first on The Entrepreneurs Library.
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