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, by David A. Livermore
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Product details
File Size: 1373 KB
Print Length: 296 pages
Page Numbers Source ISBN: 0814449174
Simultaneous Device Usage: Up to 5 simultaneous devices, per publisher limits
Publisher: AMACOM; 2 edition (April 8, 2015)
Publication Date: April 8, 2015
Sold by: HarperCollins Publishing
Language: English
ASIN: B00TRF2R50
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Amazon Best Sellers Rank:
#104,975 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
This is a solid book on the topic of cultural intelligence. While not ground-breaking for those that have read other works on this topic, it is a highly readable introduction to various aspects of "CQ". Dr Livermore is an excellent communicator (I've heard him speak) and has a well-researched perspective on the value of cultural intelligence as it contributes to effective cooperation and communication.Despite using the word "Leading" in the title, this book would be appropriate for anyone, with or without a leadership title/function. There is relatively little content that really focuses on leadership; rather, the principles are broadly applicable to everyone that engages with someone else from a different culture (or subculture).If you haven't yet encountered cultural intelligence, this book would be a valuable primer for you.
Many cultural literacy books provide lists of do’s and don’ts. Such books are prescriptive—often at the granular level. However, international commerce often involves touching multiple countries in a given assignment. So, the author has designed a guide that can be applied across many countries, without requiring an encyclopedic memory. Author David Livermore—with considerable help from two respected academics—Soon Ang and Linn Van Dyne—has developed a four-step CQ process to help leaders adapt to foreign assignments. The four capabilities of culturally intelligent leaders follow: CQ Drive (motivation), CQ Knowledge, CQ Strategy (metacognition), and CQ Acton (behavioral). He explains each step using personal stories, stats, and concepts to frame them for the reader.
I obtained a greater understanding of cultural Intelligence. I referenced it in my doctoral dissertation on Breaking Generational Poverty through Collaborative Efforts. After reading the book I realized its emphasis was on international business relationships rather than the need for cultural Intelligence in a diverse nation. His concepts are adaptive to my interests. I sense a need for cultural intelligence in this postmodern era whether in the USA or globally and desire a text which addresses this need.
To succeed in today's highly complex global business environment requires much more than meets the eye. Yes, it helps to know the local language or whether to kiss, bow, or shake hands. Kiss, Bow, or Shake Hands (The Bestselling Guide to Doing Business in More than 60 Countries) But as David Livermore, Ph.D., explains in his lively "Leading with Cultural Intelligence" this is just the tip of the iceberg of what is required. What he offers is a practical, deeply-researched framework for managing the rest of the iceberg, the majority of which lies below the waterline. It's the part that most business people overlook -- that invisible part that sinks ships and sinks relationships.Dr. Livermore not only is academically grounded but personally experienced in the science and art of choreographing and improvising crosscultural relationships. He has done consulting and training with leaders in 75 countries across the Americas, Africa, Asia, Australia, and Europe and his book is chock full of stories from those experiences as he uses them -- with candor and humor -- to add color commentary to the four-dimensional cultural intelligence(CQ)model he presents.Any organizational or functional leader, manager, or entrepreneur thinking about or already doing business globally needs to pack this book along with their Ambien, Berlitz phrase book, and PDA.
I stumbled on a reference to this book while reading a newspaper article on cultural blunders reported by small companies looking to do business abroad. Having spent my youth in Western Europe and then much of the last 25 years in companies doing business abroad in all major world markets, I've had to jump across cultures all my life so the topic was particularly interesting to me. But I had never come across any book or publication that would provide a comprehensive framework on the topic.Overall, I feel this is a must-read for anybody looking to improve his or her cross-cultural competence. The book is based on the theory of Cultural Intelligence (CQ) and translates the theory into a practical four-step process to help us develop our CQ skills and improve our cross-cultural leadership techniques. The other theme that runs through the book is the positive relationship that exists between the acquisition of CQ and leaders' effectiveness.I found the chapter devoted to the five scales used to measure core cultural values among nations particularly useful. But, as others have commented, I also found some of the advice offered rather obvious (go to the movies, eat out, learn a new language, etc.). The writing can be wordy at times and some editing for conciseness would help.Also I wish examples cited in the book had gone beyond the personal experience of the author and explored recent business transactions or product launches where national and organizational cultures were important considerations (e.g., the merger of Daimler-Benz and Chrysler, or the localizing of a consumer internet product from its initial base in the US to other countries).The book isn't perfect. But there doesn't seem to be much else available and you should definitely read it if you are serious about improving your cross-cultural skills.
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