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Cultural Training Programs & Events | Cultural Intelligence Center

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Cultural Training Programs & Events | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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Stay In Touch - We are always adding new events

The calendar below contains a listing of our scheduled events. We are always adding new events, many of which are come directly to us as requests from our followers. If you would like to be notified when we add new events, please subscribe to our newsletter.

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Cultural Training Programs & Events | Cultural Intelligence Center

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See all of our scheduled cultural training programs, workshops, webinars and events.

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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The Cultural Intelligence Center is proud to host webinars that educate about our products, services and a wide variety of Cultural Intelligence topics. Please join us by registering for an upcoming session below.

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The Cultural Intelligence Center is proud to host webinars that educate about our products, services and a wide variety of Cultural Intelligence topics. Please join us by registering for an upcoming session below.

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Cultural Intelligence Certification | Cultural Intelligence Center

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Cultural Intelligence Certification | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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Why Should You Get Certified?

Organizations, educational institutions, and government agencies are realizing that cultural intelligence is more than just a "nice-to-have" - it is the difference between success and failure in today's multicultural and globalized world. Our certification and train-the-trainer programs will allow you to gain access to the full suite of CQ assessments and a variety of training programs.

Not sure if certification is the best option for you? Get in touch with our Director of Public Programs, Jennifer Benbow to discuss your goals and whether certification is for you. Click on the button below to email Jennifer, or reach her at Jennifer.Benbow@CulturalQ.com.

EMAIL JENNIFER DIRECTLY

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Cultural Intelligence Certification | Cultural Intelligence Center

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Organizations, educational institutions, and government agencies are realizing that cultural intelligence is more than just a "nice-to-have" - it is the difference between success and failure in today's multicultural and globalized world. Our certification and train-the-trainer programs will allow you to gain access to the full suite of CQ assessments and a variety of training programs. Not sure if certification is the best option for you?

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Cultural Competency Training Workshop | Cultural Intelligence Center

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Cultural Competency Training Workshop | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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We have a series of face-to-face and virtual learning and development solutions that are based on proven strategies for building cultural intelligence across your organization. We can build upon your existing programs or help you start from the beginning.

A variety of courses have been developed for corporations, educational institutions, non-profits, and government agencies.
Schedule a Workshop

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Cultural Competency Training Workshop | Cultural Intelligence Center

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We have a series of face-to-face and virtual learning and development solutions that are based on proven strategies for building cultural intelligence across your organization. We can build upon your existing programs or help you start from the beginning. A variety of courses have been developed for corporations, educational institutions, non-profits, and government agencies.

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CQ E-Learning Online Courses | Cultural Intelligence Center

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CQ E-Learning Online Courses | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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We provide several interactive, engaging and detailed online courses to create a unique learning experience for anyone who wishes to learn more about their CQ. Available 24 x 7 x 365, our e-learning might be a great solution for a busy schedule.

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CQ E-Learning Online Courses | Cultural Intelligence Center

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Improve your cultural intelligence (CQ) for the workplace, with our online cultural intelligence course from Cultural Intelligence Center. E-Learning We provide several interactive, engaging and detailed online courses to create a unique learning experience for anyone who wishes to learn more about their CQ.

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Cultural Intelligence Assessment | Cultural Intelligence Center

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Cultural Intelligence Assessment | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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Cultural Intelligence Assessment | Cultural Intelligence Center

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Our research-based assessments are designed to measure effectiveness in diverse situations and to promote a deeper understanding of our own approaches to life and work and how those compare to others.

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Diversity, Equity and Inclusion(DEI) | Cultural Intelligence Center

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Diversity, Equity and Inclusion(DEI) | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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" Dr. Upton and her colleagues at the Cultural Intelligence Center are by far the market leader in this work, and deserves such recognition given our experience at Harvard University." --Dr. Barbara Nobles-Crawford, Executive Coach and Sr. Organization Consultant, Harvard University.

" If Diversity is the landscape and Inclusion is the road to Equity, then CQ is the best most road-worthy vehicle to get you there." -Marsha Ramroop, Founder Director, Unheard Voice Consultancy Ltd

"As Spectrum Health System continues to take deliberate steps to foster an environment that is inclusive, equitable and representative of our 30,000 employees and very diverse patient population, we recognize that CQ and our partnership with the CQ Center are foundational to our DEI work." - Ovell Barbee, Senior Vice President, HR and Chief Diversity Officer Spectrum Health System

Dallas Independent School District Large independent school district uses cq to address racial equity
SUMMARY: Bespoke program designed to use Cultural Intelligence (CQ) as a strategy to address racial equity and create an anti-racist campus community.

RESULTS: 10-Month Timeline | Certified 100+ Internal Facilitators | Trained Over 22,000 Employees

We have put together a collection of DEI blog posts, videos and other resources designed to help you better understand DEI, CQ and the overall impact DEI initiatives can make on your organization. View our DEI Resources page.

Harvard's Thoughts on CQ & DEI

" Dr. Upton and her colleagues at the Cultural Intelligence Center are by far the market leader in this work, and deserves such recognition given our experience at Harvard University." --Dr. Barbara Nobles-Crawford, Executive Coach and Sr. Organization Consultant, Harvard University.

" If Diversity is the landscape and Inclusion is the road to Equity, then CQ is the best most road-worthy vehicle to get you there." -Marsha Ramroop, Founder Director, Unheard Voice Consultancy Ltd

"As Spectrum Health System continues to take deliberate steps to foster an environment that is inclusive, equitable and representative of our 30,000 employees and very diverse patient population, we recognize that CQ and our partnership with the CQ Center are foundational to our DEI work." - Ovell Barbee, Senior Vice President, HR and Chief Diversity Officer Spectrum Health System

How CQ Supports DEI

For years, the case has been that more diversity equals improved organizational performance. But you can't expect diverse groups to work together effectively and improve performance if they lack the skills to do so. Cultural intelligence (CQ) is the foundation and strategic link that ensures your DEI efforts lead to meaningful and sustainable results. The same holds true for any attempt to create an equitable and inclusive organizational culture.

Everyone has their own definition of DEI. We broadly define it as a ny organizational effort to increase diverse representation and create inclusive, equitable environments. More specifically, we define each of the areas as follows:

Diversity - Working to increase the representation of difference at every level of the organization.

Equity - Actively challenging and responding to individual and systemic biases, behaviors policies and practices to ensure that everyone has fair access to opportunities.

Inclusion - Fostering an environment where people with different identities experience feeling welcomed, valued and leveraged.

The CQ Difference

CQ is the foundation and strategic link to creating diverse, inclusive and equitable work environments.

Who We Are

The Cultural Intelligence Center is an innovative, research-based consulting and training organization that draws upon empirical findings to help executives, companies, universities, and government organizations assess and improve cultural intelligence (CQ)-the ability to work effectively with people from different nationalities, ethnicities, age groups, and more. We provide you with innovative solutions that improve multicultural performance based on rigorous academic research. Watch this short video to learn more.

what we do

We provide Chief Diversity Officers (CDOs), Human Resource Leaders, Talent Acquisition Managers and anyone working in the diversity, equity and inclusion (DEI) space with research-based, practical and customized culturally intelligent solutions that guide and support you on your DEI Journey. We help develop innovative solutions that improve multicultural performance based on rigorous academic research. In culturally diverse situations, CQ helps to predict the following:

Personal Adjustment and Adaptability

Judgment and Decision Making

Negotiation Effectiveness

Trust, Idea Sharing, and Innovation

Leadership Effectiveness

Profitability and Cost-Savings

BENEFITS OF CQ include

With our help, organizations that implement CQ solutions typically benefit in many ways including:

Success in culturally diverse markets

Speed and efficiency when working across borders

Effective short-term and long-term global assignments

Becoming an employer of choice

Profitability and cost savings

Multicultural team effectiveness

Global virtual team effectiveness

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Diversity, Equity and Inclusion (DEI) | Cultural Intelligence Center

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" Dr. Upton and her colleagues at the Cultural Intelligence Center are by far the market leader in this work, and deserves such recognition given our experience at Harvard University." --Dr. Barbara Nobles-Crawford, Executive Coach and Sr. Organization Consultant, Harvard University.

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CQ Leadership Academy | Cultural Intelligence Center

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CQ Leadership Academy | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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CQ® Sales: Use Cultural Intelligence to Reach New Markets

The world of selling has changed drastically over the past decade. Not only has social media completely revolutionized the sales process, but globalization has had a dramatic effect on how much organizational and individual cultural values play a role in a seller's ability to penetrate a new company, uncover new sales opportunities, and close a deal. In many instances, the process has become far more complex, thereby contributing to significantly longer sales cycles, smaller deal sizes and decreased revenue.
CQ® Sales: Use Cultural Intelligence to Reach New Markets is an interactive workshop that teaches sales professionals how to leverage the cultural values of an organization, team, or decision maker to open more sales opportunities, shorten sale cycles, and close more deals.

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New CQ Products | CQ Talent | Cultural Intelligence Center

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CQ® Sales: Use Cultural Intelligence to Reach New Markets The world of selling has changed drastically over the past decade. Not only has social media completely revolutionized the sales process, but globalization has had a dramatic effect on how much organizational and individual cultural values play a role in a seller's ability to penetrate a new company, uncover new sales opportunities, and close a deal.

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Cultural Assessment Tools & Services | Cultural Intelligence Center

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Cultural Assessment Tools & Services | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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We provide innovative, engaging, research-based workshops, tools, resources and courses, which are brought-to-life using effective learning and development strategies. In addition, we are happy to work with you to provide programs that are tailored to your organization and needs.

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Cultural Assessment Tools & Services | CIC

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We provide innovative, engaging, research-based workshops, tools, resources and courses, which are brought-to-life using effective learning and development strategies. In addition, we are happy to work with you to provide programs that are tailored to your organization and needs.

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Cultural Competency & Awareness Trainings | Cultural Intelligence Center

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Cultural Competency & Awareness Trainings | Cultural Intelligence Center

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Cultural Intelligence Center - We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ).

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The Power of Research
What is the difference between individuals and organizations that are effective in today's multicultural, globalized world and those that fail?
Going beyond existing notions of cultural sensitivity and awareness, CQ captures the capabilities of individuals and organizations that successfully and respectfully accomplish their objectives, whatever the cultural context.

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Cultural Competency & Awareness Trainings | Cultural Intelligence Center

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The Power of Research What is the difference between individuals and organizations that are effective in today's multicultural, globalized world and those that fail? Going beyond existing notions of cultural sensitivity and awareness, CQ captures the capabilities of individuals and organizations that successfully and respectfully accomplish their objectives, whatever the cultural context.

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We're thrilled to announce the launch of our new research-based hiring tool, CQ Talent™!

CQ Talent™ is designed for use by recruiters and hiring professionals to assess prospective candidates' Cultural Intelligence (CQ®), cultural values, attitude towards diversity, work values, team fit, and much more! As organizations scramble to demonstrate their commitments to diversity, CQ Talent is a strategic resource to support systemic change.
Some of the benefits of using CQ Talent™ in your hiring process:

Hiring culturally intelligent staff helps avoid costly mistakes

Evidence-based reports help minimize bias in the process

Equips recruiters and hiring managers to use a culturally intelligent approach to hiring

Cost and time investment are minimal - a few dollars per job

We're also running a limited-time special. Check out the details below!
Purchase an annual subscription by the end of August 2020, and get the first three months of your subscription for free!

Contact us to take advantage of this offer!

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We're thrilled to announce the launch of our new research-based hiring tool, CQ Talent™! CQ Talent™ is designed for use by recruiters and hiring professionals to assess prospective candidates' Cultural Intelligence (CQ®), cultural values, attitude towards diversity, work values, team fit, and much more!

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We’re In A Crisis! Why Can’t We All Just Get Along?

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We’re In A Crisis! Why Can’t We All Just Get Along?

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A global pandemic has done little to bridge our tribal divides: Maskers vs. Anti-Maskers, Nationalists vs. Globalists, Police Supporters vs. Black Lives Matter...and the list keeps going.

If there was ever a time to put aside our differences, it's now. We need the creativity, resources, and discipline of all of us to fight Covid-19 and its myriad spill-over effects on mental health, economical progress, education, and the list goes on.

Research from a variety of studies, including some of our cultural intelligence findings , points to a seemingly simple solution- Get divided groups to talk to each other to solve a shared problem . It sounds a little too Pollyannaish to be true-right? If the back and forth on social media is any indication, voicing different opinions is doing little to reduce tribalism. And the sound of manila dialogue about racism, economic fallout, and national elections leaves me bored. But that's not the kind of conversation I'm after. culturally intelligent conversations that use our differences to get us out of this mess.

Let's begin with a refresher on Muzafer Sherif's classic Robber's Cave Experiment. Sherif and his colleagues brought two groups of 12-year-old boys to camp. They were all white kids from similar middle-class backgrounds, and none of them knew each other prior to the study. Each group arrived at camp, unaware of the other group's existence. The first week, they bonded with their respective groups by hiking, swimming, sharing meals, and doing all the fun things you do at camp. They named themselves the Eagles and the Rattlers.

The second week, the two groups were introduced to each other. Competitive activities were set up like baseball and tug-of-war, with the level of competition gradually increasing. Awards were given to the winning team. The competition escalated from name-calling into burning each other's flags, vandalizing each other's property, and getting into physical fights. In a matter of hours, the boys did what we all do by default-they created us vs. them tribes.

The researchers began to work on ways to break down the divisions between the campers. Fun activities were planned for the two groups to do together-shared meals, watching movies, and pairing up boys from each group to swim, hike, or play ball together. It didn't work. The minute the boys were back in their groups, they resorted to food fights, name-calling, and brawling with the other side.

Next, the researchers created a number of obstacles that the groups had to work together to solve. The camp's water supply was shut off, and a truck bringing the campers food wouldn't start. At first, the groups immediately resorted back to their rivalries as soon as the challenge was resolved. But over time, the continued pursuit of shared goals began to reduce the conflict. Name-calling stopped, meals began to reflect intermingling between groups, and Eagle and Rattler friendships began to emerge. By the end of camp, they all rode the bus back home together, singing and laughing as one group.

There's compelling research that spending time with the "other side" and engaging in goal-oriented conversations is a critical part of building a more culturally intelligent world. This was an idea first developed by Gordon Allport, something he called "Contact Hypothesis." Allport offered guidance on how to use solution-focused dialogue to reduce conflict and discrimination:

The members from both groups need to have equal status. If one group is treated as subordinate, the interaction makes things worse.

There has to be a common goal (such as saving as many lives as possible during a global pandemic!).

The members of both groups have to commit to DOING something together. It's the act of solving something together that begins to change attitudes about one another.

Institutional support is needed (e.g., all of this depends on culturally intelligent leadership guiding and supporting the contact between groups ).

Each of us can start by applying this social science interpersonally. Think of someone who has a diametrically opposed view about something you both care deeply about. Agree to get together with the goal of seeing if you can accurately understand one another's perspective and to identify something you can do together to address the issue you both care about. In-person contact is more effective than virtual, but given our current circumstances, virtual still works.

Use these rules of engagement:

1. Argue like you're right. Listen like you're wrong . I first heard Adam Grant say this, and I use it all the time to frame our leadership meetings at the CQ Center.

2. No name-calling or labels. We can do better than that. And it does nothing to move the conversation forward.

3. Avoid media-scripted talking points . Formulate your own point of view. If you never disagree with your trusted media sources, consider whether you're being duped.

4. See if you can describe each other's point of view . No evaluative or judgmental language allowed.

5. Identify a challenge you can work on together.

Next, bring the insights of "contact hypothesis" theory into your professional life. If you're a teacher, facilitate this kind of goal-oriented dialogue in your classroom. If you're a manager, use this approach to address work-related differences and then find appropriate ways to get your team engaging in goal-oriented conversations about politics, religion, and social issues.

It's going to take more than polite conversations to bridge our political divides and tribalism. But the first step toward evolving beyond our tribal camps of us vs. them is spending time with the other tribe . If ever we've had a common enemy that doesn't come from anyone geopolitical place or political tribe, it's Covid-19. This virus doesn't care if you're red, blue, Qatari, Emirati, Arab, or Jew. Our diversity won't solve this global pandemic. Left to our tribal differences, we'll continue to act like a group of 12-year-olds fighting over who gets to eat first. But our diverse perspectives, combined with culturally intelligent dialogue and action, can help us move beyond the "cancel culture," "lockdown or not," debates to creating solutions we all need.

Many of our appointed leaders across the globe aren't leading us with cultural intelligence. They're using this moment to deepen their tribe's loyalty rather than transcending their in-group perspectives to fight this thing for us. So let's figure this out on our own. And for those us voting in the coming months, let's elect individuals who have the cultural intelligence to guide and support difficult, goal-oriented conversations that leverage our differences rather than using them to further destroy us. If a group of 12 year-olds can do it, so can we.

For more information about the book check out this Q+A with Dave below!

GET CERTIFIED
ATTEND A WORKSHOP

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We're In A Crisis! Why Can't We All Just Get Along?

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A global pandemic has done little to bridge our tribal divides: Maskers vs. Anti-Maskers, Nationalists vs. Globalists, Police Supporters vs. Black Lives Matter...and the list keeps going. If there was ever a time to put aside our differences, it's now.

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CQ Center creates brand new role – VP, Global Diversity Practice

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CQ Center creates brand new role – VP, Global Diversity Practice

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The Cultural Intelligence Center is excited to announce the promotion of Dr. Sandra Upton to the newly created position of Vice President of our Global Diversity Practice. Dr. Upton currently serves the Cultural Intelligence Center as the Vice President of Educational Initiatives. In her new role, she will provide leadership and expertise on diversity, equity, and inclusion (DEI) for all of our clients, including implementation of a comprehensive set of products and services for supporting DEI initiatives.

"Sandra joined the Cultural Intelligence Center six years ago as our first sub-contracted consultant. She was so effective that a year later, we hired her to lead the education segment. She has established many new partnerships with educational institutions across the world. This promotion is a reflection of her growing influence as a cultural intelligence leader internally and externally. Diversity has been part of our work from the beginning. But with Sandra leading our efforts across all industries, it will allow us to provide a more strategic response to the global movement related to DEI and race." - David Livermore | President, Cultural Intelligence Center

Sandra will continue to work with many of our educational clients as well as providing leadership on DEI work with clients in corporate, government, non-profit contexts etc. Part of her new responsibilities will include strategic leadership, consultation on our DEI solutions and support to key partners who want to ensure a comprehensive CQ strategy for addressing DEI.

More information about Dr. Sandra Upton can be found by visiting her LinkedIn profile or via her biography below.

Stay Informed, Subscribe to our Newsletter
About Dr. Sandra Upton
Sandra Upton, DSL serves as VP Global Diversity practices and provides strategic direction for applying Cultural Intelligence (CQ) to DEI work across all segments and industries. She previously worked with schools and universities through her role as Vice President of Educational Initiatives. In addition, she's a regular speaker, trainer, and consultant on cultural intelligence with companies and non-profit organizations. As a former business school dean and organizational consultant, Sandra understands how to effectively integrate CQ with organizations' D&I initiatives and global leadership programs. She has also facilitated study abroad experiences in places such as China, Europe, Israel, and South Africa. Sandra finds her greatest pleasure in spending time with her husband and two children. She also enjoys travel, reading, watching a good film and long walks.
About Cultural Intelligence Center
The Cultural Intelligence Center is dedicated to the worldwide assessment and development of cultural intelligence or CQ-a globally recognized way of measuring and improving intercultural effectiveness. It owns the only academically validated CQ assessment in the world and offers certification and training for using the assessment. More information about the Cultural Intelligence Center can be found on our website located at www.CulturalQ.com.

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CQ Center creates brand new role - VP, Global Diversity Practice

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The Cultural Intelligence Center is excited to announce the promotion of Dr. Sandra Upton to the newly created position of Vice President of our Global Diversity Practice. Dr. Upton currently serves the Cultural Intelligence Center as the Vice President of Educational Initiatives.

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Podcast: Understanding Cultural Intelligence in the Hospitality Industry

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Podcast: Understanding Cultural Intelligence in the Hospitality Industry

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Cultural Intelligence, or CQ, is the capability to function in multicultural situations. People with high CQ are effective leaders, good decision makers, and have a high degree of creativity. It takes commitment, training, and dedication to acquire this skill - not just one class on unconscious bias.

Our former VP of Educational Services and current VP Global Diversity Practice, Sandra Upton, recently sat down with Gerry Fernandez from the Multicultural Foodservice & Hospitality Alliance and was a guest on the A Seat at the Table podcast. Sandra and Gerry discussed a number of topics including what is cultural intelligence (CQ), opportunities for U.S. businesses, training to build CQ skills, how a company can get started with CQ and a variety of other topics.

"We know that not only does cultural intelligence predict your ability to work effectively across cultures, but that it predicts the ability to build trust and cooperation and even negotiation effectiveness when working with others from other cultures. We know it predicts creativity and innovation. We know that it predicts workplace performance and leadership effectiveness. And we also know that it impacts the bottom line." - Dr. Sandra Upton

Listen to the full Podcast below.
The Podcast is also available on:

About Dr. Sandra Upton
Listen to learn tools and best practices for implementing CQ training at your business.
About A Seat at the Table and Gerry Fernandez
The original Podcast from A Seat at the Table is available via MFHA.net.
About Cultural Intelligence Center
Sandra Upton, DSL serves as VP Global Diversity practices and provides strategic direction for applying Cultural Intelligence (CQ) to DEI work across all segments and industries. She previously worked with schools and universities through her role as Vice President of Educational Initiatives. In addition, she's a regular speaker, trainer, and consultant on cultural intelligence with companies and non-profit organizations. As a former business school dean and organizational consultant, Sandra understands how to effectively integrate CQ with organizations' D&I initiatives and global leadership programs. She has also facilitated study abroad experiences in places such as China, Europe, Israel, and South Africa. Sandra finds her greatest pleasure in spending time with her husband and two children. She also enjoys travel, reading, watching a good film and long walks.

A Seat at the Table is hosted by Gerald "Gerry" A. Fernandez, the founder and President of the MFHA, an educational non-profit organization that makes the business case for developing cultural intelligence in the workplace. Gerry has been recognized for his decades of work in educating and advocating for the business benefits of cultural diversity and inclusion in the foodservice & hospitality industry. Gerry was honored in the Nation's Restaurant News 2018 Power List among "the definitive list of industry leaders who are not only setting trends today but also shaping them for tomorrow." More information can be found at https://mfha.net/podcast

The Cultural Intelligence Center is dedicated to the worldwide assessment and development of cultural intelligence or CQ-a globally recognized way of measuring and improving intercultural effectiveness. It owns the only academically validated CQ assessment in the world and offers certification and training for using the assessment. More information about the Cultural Intelligence Center can be found on our website located at http://www.CulturalQ.com.

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Podcast: Understanding Cultural Intelligence in the Hospitality Industry

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Cultural Intelligence, or CQ, is the capability to function in multicultural situations. People with high CQ are effective leaders, good decision makers, and have a high degree of creativity. It takes commitment, training, and dedication to acquire this skill - not just one class on unconscious bias.

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Creating Culturally Intelligent Virtual Learning

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Creating Culturally Intelligent Virtual Learning

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Are you zoomed out yet? At the end of a recent virtual training, I facilitated with a group of high-level corporate leaders, one of the participants said, " Wow...that went much better than I expected. I'm so zoomed out I didn't think I could take another virtual training. And I certainly didn't think I'd learn much. I was wrong! " None of us should be surprised that in the second quarter of 2020, Zoom's revenue hit $663.5 million, more than four times the revenue this time last year.

Similar to other digital platforms such as Teams and WebEx, Zoom has emerged as one of the virtual lifesavers for the millions of people forced to remain home to prevent the spread of COVID-19. Over the last six months, employees and students worldwide have needed to rely on these services to keep them connected to colleagues, team members, and faculty. While parts of our worlds are slowly opening up, we all understand that virtual learning will forever be part of our new normal.

Those of you battling zoom fatigue may not be very excited about this reality. But I challenge you to not only see and embrace it as an opportunity to continue providing engaging and innovative online content for learning and development, teaching, meetings, etc.; but to also deliver it in ways that effectively connect to the cultural diversity of your audiences, whether they are senior leadership, frontline employees, global team members or first-year undergraduate students.
Read on to for four CQ tips for ensuring your virtual learning experiences are culturally intelligent:
Consider Cultural Differences in Design and Facilitation. I know this may sound basic and like a no brainer. However, it is a critical and often missed consideration in the development of virtual learnings. Most good instructional designers understand that, regardless of the audience, there are three critical components to creating and delivering a high-quality virtual learning experience - participant engagement, relevant content, and practical application . However, if these key components are not executed through a culturally intelligent lens, your effectiveness will be limited.

When facilitating a virtual experience, ask yourself: How well do I understand the cultural backgrounds and values of my training or meeting participants?

You can develop some of this knowledge by using a tool like the Cultural Values Profile assessment, which highlights participants' differences in values like individualism (focus on individual rights) vs. collectivism (focus on rights of the group) or power distance. If your group prefers hierarchical approaches to authority, consider having individuals "rename" themselves with their formal titles and spend more time talking about your pedigree. If they aren't, avoid that, lest you turn them off right away.

How and when you use tools like polls, chat, whiteboard, case studies, etc. will depend on your audience. In a few weeks, I will be facilitating a virtual training with a large group from around the world. The cultural values of the group are widespread. I plan to use a combination of online tools to support the diversity of the audience. For participants from high power distance cultures, I plan to include polls, since it allows them to participate anonymously. Participants from low power distance cultures may be more comfortable speaking up, so I will create space for them to unmute their microphones and share their thoughts with the larger group. Participants who are uncomfortable with ambiguity (high uncertainty avoidance) may need very explicit instructions for online group activities or templates for what you want them to submit. The key is to acknowledge and accommodate the differences so everyone can feel respected and included in the learning.
PRO TIP: Are you new to Cultural Intelligence? If so, watch this short video explaining Cultural Intelligence and why it is important.
Establish Virtual Rules of Engagement . When we facilitate virtual trainings, we create and share guidelines for how participants should engage in the virtual experience. Rules or guidelines might revolve around basic topics like asking everyone to mute themselves and being explicit about when cameras need to be on or off. More importantly, spend time on how you will communicate with them and how they will communicate with each other.

If you have a culturally diverse group, at the beginning of the online session, you could poll them with questions like: What online behaviors might be offensive to your culture? What online behaviors contribute to building community and productive engagement? Build the feedback into ground rules you all agree on together. Even in small and informal virtual meetings, be clear about expectations, especially since what is acceptable or not acceptable in virtual meetings can change across cultures. A culturally intelligent facilitator acknowledges participants' cultural differences and the realities of teaching people remotely, especially if they work from home. They recognize that the virtual classroom can be distracting and that they are competing for the learner's attention with emails, family interruptions, etc. Rules of engagement help minimize distractions and make sure everyone is clear on expectations and agree to honor the established rules .

Close the Equity Gaps . Prevent your virtual trainings from perpetuating disparities across different cultural groups in the workplace or further widen achievement gaps amongst different student groups. Early in the pandemic, students lost quite a bit of learning when schools around the globe closed. The amount of loss varied significantly by factors such as access to remote learning, the quality of remote instruction, home support, and the degree of engagement. One of the ways to contribute to closing the equity gap is to make sure all of your participants have access to the platform . The same reality can occur in professional training. Last week we ran a program where participant's only option for joining the session was on their phones using their own data. That significantly altered their ability to engage in what had been designed. Ensure your design anticipates the different access participants may have.

Make sure the virtual experience is accessible, user-friendly, and culturally responsive. Anticipate potential technology challenges and proactively provide participants with solutions at the beginning of virtual training. Work with your learners and partners to determine the best platform for the participants. Using your own platform is ideal because it allows you to control the process and actual learning experience. However, if it is more beneficial for participants to use their organization's system and everyone has full access, then it may be best to go that route.

During the training or meeting, be intentional about inclusion and engaging all participants. Majority groups are even more likely to dominate conversations in a virtual environment. Don't hesitate to call on those you haven't heard from. In any teaching environment, it's important to use diverse examples to make your points but be careful with your words. Recent headlines of the USC professor who used a Mandarin word that sounded a lot like the "N" word in an online class created a firestorm with students. It appears that he meant no harm and was giving an example of how Chinese ​speakers use filler words, but in light of what's going on internationally with the Black community, the context raises the question of whether this was a culturally intelligent choice. Doing this in an online environment limits the opportunity to fully see students' reactions and safely talk together about the issue. Watch for how unconscious bias can creep into your facilitation, especially when you are virtually training others who may have a completely different set of cultural values than yours.

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. When Move Fast and Slow COVID-19 hit, we all had to move fast. Really fast. Like so many other organizations, we had to pivot and quickly adapt our face-to-face training programs to a virtual format. In addition, we had to make sure that our trainings on cultural intelligence were delivered with cultural intelligence . That meant doing a number of the things I mentioned earlier. Going forward, adapting to unexpected or unpredictable changes is expected. And we will still need to respond quickly. At the same time, hastily prepared virtual learning has proven to produce poor results. Participants are not engaged, the content lacks substance, and there are no quality measures for assessing learning, etc.

Add the dynamic of cultural intelligence, or lack of, to the equation, and you risk a virtual learning and development or training disaster.

You need to fight for balance between proactively responding to the realities of the ongoing crisis and slowing down enough so that quality learning is not compromised. One of the ways to do this is by soliciting real-time feedback and making continuous improvements.

During the virtual experience, regularly gauge the user experience to check for efficacy and learning. When doing so, be aware that some cultures may be less likely to be forthcoming about concerns or challenges. In some ways, the online format allows you to do this more efficiently than in an in-person setting. Taking polls throughout the session allows for honest, immediate, and autonomous feedback. A survey after the session can also be useful. You also might want to consider not recording the session. This may make some participants very uncomfortable and unwilling to engage and share their real feelings and thoughts.

Once you have the feedback, make the necessary changes immediately. This might include monthly or weekly adjustments to the content and how it's delivered. This approach allows you to stay proactive and continue enhancing your virtual experiences.

Virtual learning is far from new. We've been transforming traditional face-to-face learning to the virtual space for years. The global pandemic just forced us to make the changes on an entirely different level and practically overnight. It also reminded us of how connected we are . This is another reason why understanding our cultural differences and working together virtually in culturally intelligent ways is critical to our long-term success.

Interested in attending one of our virtual training programs? Click on the links below!
GET CERTIFIED ONLINE About Dr. Sandra Upton ATTEND A VIRTUAL WORKSHOP
Sandra Upton, DSL serves as VP, Global Diversity Practice, and provides strategic direction for applying Cultural Intelligence (CQ) to DEI work across all segments and industries. She previously worked with schools and universities through her role as Vice President of Educational Initiatives. In addition, she's a regular speaker, trainer, and consultant on cultural intelligence with companies and non-profit organizations. As a former business school dean and organizational consultant, Sandra understands how to effectively integrate CQ with organizations' D&I initiatives and global leadership programs. She has also facilitated study abroad experiences in places such as China, Europe, Israel, and South Africa. Sandra finds her greatest pleasure in spending time with her husband and two children. She also enjoys travel, reading, watching a good film, and long walks.

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Creating Culturally Intelligent Virtual Learning

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Are you zoomed out yet? At the end of a recent virtual training, I facilitated with a group of high-level corporate leaders, one of the participants said, " Wow...that went much better than I expected. I'm so zoomed out I didn't think I could take another virtual training.

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Diversity, Equity and Inclusion: Is CQ Enough?

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Diversity, Equity and Inclusion: Is CQ Enough?

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"We're dealing with really serious issues related to diversity, equity and inclusion (DEI). I'm not convinced cultural intelligence is enough."
We've heard this more than once from DEI and HR leaders. And it's a fair concern. Cultural Intelligence (CQ) is the capability to function effectively in any multicultural situation. The definition is broad, and our research-based philosophy and approach are straightforward. We help businesses, institutions, schools, and governmental agencies worldwide develop the cultural intelligence of their teams, employees, students, etc. But how does this support DEI work? In more ways than you might assume. In fact, CQ is the strategic link to creating diverse, inclusive, and equitable work environments .
Here's a brief breakdown of how CQ can be used as a strategy to support your DEI work:
CQ and Diversity

When most organizations say they want diversity, they are talking about representation - attracting and hiring people from different cultural backgrounds and identities. This is good. But whether you are trying to recruit diverse talent or ensure the hiring process is unbiased, it requires cultural intelligence to do it effectively. Some organizations have made more progress increasing diversity than others have. But even those who have done well may not be fully reaping the benefits. Research consistently demonstrates that diverse teams with low CQ are outperformed by homogenous teams. You can have employees from a wide range of diverse cultures and backgrounds, including different gender-identities, races, nationalities, generations, differently-abled people, etc. and still not understand how to leverage those differences. Why? Because working with people who are different creates misaligned expectations and conflict, and apart from CQ, increased diversity creates gridlock and reduced productivity. However, the research demonstrates that when diverse teams have high CQ, they outperform homogeneous teams in every area, including innovation, decision-making, building trust, and leadership effectiveness.

PRO TIP: Are you new to Cultural Intelligence? If so, watch this short video explaining how Cultural Intelligence and Diversity work together to create better solutions.

So what's the bottom line? Diversity is important, but by itself, it has limited benefits. CQ is the multiplying factor. Facilitate CQ and unconscious bias trainings with your teams. Challenge them to demonstrate how they will leverage the diversity of their colleagues and peers to come up with innovative solutions to challenging problems. In classrooms, have students map out the cultural values of their classmates and require them to show how they will use the differences to work on team projects. In workplaces, facilitate perspective-taking to enhance dialogue and collaboration. Equip people to move beyond political correctness while using language that is respectful for everyone. These cultural intelligence strategies position you to make diversity so much more than just a beautiful mosaic of people from different backgrounds. CQ ensures everyone has the skills to work together effectively.

CQ and Inclusion

While Diversity is about representation, Inclusion is the process of welcoming diversity and creating an environment where everyone thrives. We recently participated in a webinar with Above Difference , our strategic partner in London. It was a fascinating discussion with businesses and health care leaders across the UK, and it shed light on some of the challenges around creating inclusive organizations, particularly in the era of Covid-19. One of the things discussed was how the global pandemic and economic recession is highlighting how quickly many organizations abandon their DEI commitments. In times of crisis, there's a tendency to retreat to what's safe, which often means retaining and promoting the people you know you can trust and excluding those you aren't sure "get it," which is often code language for people who are different. Virtual meetings begin to occur that inadvertently resort back to the safety of homogeneous groups. It doesn't take long to lose whatever strides have been made in recruiting and including diverse people. Inclusion is not only welcoming everyone, but it's having a culture and a set of organizational routines that are explicitly inclusive. What does that look like?

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Last year, the . It's easier and more efficient to make decisions with a group of like-minded people, but you lack the diversity of insights that come from involving diverse perspectives. CQ allows you to develop a decision-making process that manages bias, enables a variety of ways for a diversity of individuals to share their point of view, and ultimately reach a decision. The same is true for information sharing. Academy of Management reported the top three factors that influence whether diverse staff feel included: participation in decision-making, information sharing, and informal networking Cultural intelligence ensures that knowledge sharing is inclusive and multi-directional. And while not everyone is looking to be best friends with their colleagues, we all want to feel like we belong. There are important links between CQ and diverse groups building collaborative, trusting relationships that go beyond simply accomplishing work tasks. "Inclusion" has been the buzzword in DEI for more than a decade, and in recent years, "belonging" has been added to the mix. In addition to helping people feel they can be authentic at work, CQ provides a proven, research-based strategy for including people in the areas where they most want to be included so that they're set up to succeed.

CQ and Equity

Last week, Starbucks announced they are tying diversity targets to executive pay. Whether you agree with their approach or not, it highlights their commitment to measuring what they espouse to value. While the primary objective is to increase representation (diversity), a secondary benefit is how this decision influences equity. When reviewing employee demographics, they determined more was needed to help employees from culturally diverse backgrounds develop and advance into leadership roles. This culturally intelligent decision moved them one step closer to creating an organization committed to creating equitable experiences and opportunities for all employees.

For the last two years, we've partnered with Dallas Independent School District, one of the largest and most diverse school districts in the US. With over 150,000 students and 22,000 employees, the entire focus on our work has been to use CQ as a strategy to address racial equity. Part of the strategy includes requiring all staff, teachers, and administrators to participate in CQ and unconscious bias trainings. Each employee is accountable for creating and implement individual development plans. To measure progress, everyone will complete a post CQ Assessment. We are also reviewing systems, policies, and practices that may be contributing to inequities among students, particularly Black, Indigenous, and People of Color (BIPOC).

This is what it looks like to measure what you espouse to value. Both Starbuck and Dallas ISD are identifying inequities and implementing culturally intelligent action steps to mitigate them.

In sum, DEI without CQ has limited effectiveness. When we build in CQ solutions, the outcomes are significant and sustainable.

We agree that CQ is not the only strategy for supporting DEI work. There are several critical components. However, cultural intelligence is foundational, and it's a critical part of any process designed to create a diverse, inclusive, and equitable environment.

We hope you find these ideas useful. But don't just take our word for it. Join us on Thursday, October 29, at 11:00 AM EDT / 3:00 PM GMT and hear firsthand how our partners and clients from around the globe are integrating CQ into their DEI efforts. You can register for this free webinar below. Seats are limited, so sign up today!
REGISTER TODAY
Sandra Upton, DSL serves as VP, Global Diversity Practice, and provides strategic direction for applying Cultural Intelligence (CQ) to DEI work across all segments and industries. She previously worked with schools and universities through her role as Vice President of Educational Initiatives. In addition, she's a regular speaker, trainer, and consultant on cultural intelligence with companies and non-profit organizations. As a former business school dean and organizational consultant, Sandra understands how to effectively integrate CQ with organizations' D&I initiatives and global leadership programs. She has also facilitated study abroad experiences in places such as China, Europe, Israel, and South Africa. Sandra finds her greatest pleasure in spending time with her husband and two children. She also enjoys travel, reading, watching a good film, and long walks.

David Livermore, Ph.D., is a social scientist devoted to the topics of cultural intelligence (CQ) and global leadership and the author of ten award-winning books. His best-selling book , was featured in the Leading with Cultural Intelligence is being used widely across the world and his book, He leads the Economist as a fresh, much-needed approach to DEI Cultural Intelligence Center in East Lansing, Michigan, and he's a visiting research fellow at Nanyang Technological University in Singapore. Before leading the Cultural Intelligence Center, Dave spent 20 years in leadership positions with various non-profit organizations around the world and taught in universities. He's a frequent speaker and adviser to leaders in Fortune 500's, non-profits, and governments and has worked in more than 100 countries across the Americas, Africa, Asia, Australia, and Europe.

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Diversity, Equity and Inclusion: Is CQ Enough?

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"We're dealing with really serious issues related to diversity, equity and inclusion (DEI). I'm not convinced cultural intelligence is enough." We've heard this more than once from DEI and HR leaders. And it's a fair concern. Cultural Intelligence (CQ) is the capability to function effectively in any multicultural situation.

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The Group Excluded from Diversity Programs

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The Group Excluded from Diversity Programs

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Whatever you think about the outcome of the US election, it's clear. The US is a divided nation. The Left believes bigotry and racism are tearing the country apart. The Right believes identity politics and political correctness are tearing us apart. I think both are right. And I'm increasingly concerned that many diversity programs may actually be contributing to the problem. Instead of promoting inclusion and belonging for everyone, some groups seem to be excluded, with people from the so-called working class at the top of the list.

To be honest, I'm not even sure what politically correct term to use to describe this cultural group. "Poor" sounds too derogatory, as does "blue-collar" or "rust belt." And as with any cultural grouping, the working class of the US isn't a monolith. Socioeconomics is only one dimension of our identities. But the point is, working-class families have had the lowest upward mobility rates in the US for the last several decades. And for whatever reason, to many white working-class individuals, it felt like the only person listening to them was Donald Trump . Love him or hate him, he somehow tapped into a group that felt like they've been left behind by the American Dream run by cosmopolitan elites flaunting their liberal ideas. Many working-class people have had enough, and they made that known in the last two presidential elections.

Diversity leaders have done an excellent job of broadening the diversity, equity, and inclusion (DEI) conversation beyond race and gender. Most DEI initiatives include other marginalized groups like those who are differently-abled, religious minorities, and the LGBTQ+ community. But what might it mean for DEI programs to reach further to more consciously include class diversity?

PRO TIP: Are you new to Cultural Intelligence? If so, watch this short video explaining Cultural Intelligence.

FACTS

First, we need to familiarize ourselves with some of the data. Despite the global scope of our work at the Cultural Intelligence Center, I'm focusing for the moment entirely on the US context, some of which may apply elsewhere. Over the last two decades, there has been some improvement in closing the gap on US racial and gender inequity, albeit Covid-19 has demonstrated that those inequities continue to be monumental. But the disparities associated with class have gotten progressively over the last twenty years.

Towns all across the US have been gutted from the loss of manufacturing jobs. For many years, manufacturing provided a decent living so that people without college degrees could easily live a stable, middle-class life. But that's not the case anymore. For average workers in the US, wages haven't increased beyond inflation for 30 years , while incomes for high-wage positions have soared.

If you're born into a family that is struggling financially, it's harder than ever to break out of it. A person born in the bottom 20 percent of family income only has a 4 percent chance of making it into the top 20 percent . So much for the American Dream!

Robert Putnam , a sociologist whose work has deeply shaped my thinking, provides powerful insights on life in many of these hallowed manufacturing towns across the country. He describes his hometown in Port Clinton, Ohio, as a "place of stark class divisions where wealthy kids park BMW convertibles in the high school parking lot next to decrepit junkers that homeless classmates drive away each night to live in." Rich kids have significantly more access to extracurricular activities, particularly as more schools have "pay to play" sports programs. And consider this: Wealthy kids with the lowest standardized test scores have a better chance of finishing college than poor kids with the highest test scores do.

Of course, being poor and Black is a double strike against the chances of upward mobility. There's an uneasy correlation between economics and racial disparities. 58 percent of America's poor are racial or ethnic minorities. And unfortunately, working-class whites are too often pitted against working-class people of color, rather than seeing their many shared needs.

PERSPECTIVE-TAKING

One of the only research-based strategies for developing cultural intelligence (CQ) and mitigating bias is perspective-taking , the ability to perceive a situation from another group's point of view. Those of us leading DEI work and cultural intelligence efforts should be leading the way in promoting perspective-taking, but when it comes to understanding the working class, and especially the white working class, I'm not sure we're rising to the challenge.

Former presidential candidate Andrew Yang describes the negative reaction he received when he talked with truck drivers, retail workers, and servers in diners across the US and told them he was a Democrat. For Yang, Democrats are the party of the working class. But he says, "In their minds, the Democratic party has taken on this role of the coastal, urban elites who are more concerned about policing various cultural issues than improving their way of life that has been declining for years."

The CQ community is diverse politically. I've sat in many lively discussions with colleagues and friends debating issues like wealth creation versus wealth distribution, the government's role in legislating lifestyle, and affirmative action. But let's be honest. Much of the diversity conversation in the US leans left, and with that comes some blind spots.

What does it mean for DEI leaders to engage in perspective-taking with individuals who voted for Trump? One Trump voter said, "Maybe I'm just so sick of being called a bigot that my anger has pushed me to support this seriously flawed man." ( , 189). To what degree can we talk about the Trump voter in non-evaluative terms? I'm not suggesting we should shy away from calling racism what it is. Nor am I suggesting that polite conversations that treat all viewpoints as equally valid are the answer. But we have to stop and consider why so many working-class individuals feel like diversity programs teach people to tolerate and include everyone except them.

Let's take the topic of white privilege, for example. I teach and write about the realities of white privilege in places all over the world, acknowledging that I myself am a picture of privilege. But what's the culturally intelligent way to teach about privilege to a white person who is barely hanging on financially? I'm not sure. But something doesn't sit right with me when I hear a DEI leader tell a person who just filed bankruptcy that they need to "Check their privilege." Do white, poor people have privileges than black, poor people lack? For sure, because of all the systemic reasons that go with racial discrimination . It's also true that someone with Stage 2 cancer is better off than someone with Stage 4 cancer. But it's not very compassionate to tell them that. Many working-class individuals believe progressives and diversity advocates have compassion for everyone but them. Might they be right?

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ENSURING DIVERSITY INCLUDES EVERYONE

Kimberlé Crenshaw, the originator of the enormously useful concept of Intersectionality , worries that her work has been misinterpreted and used to divide people into more and more sub-groups while missing the point of what she was after. She says her work has been taken too far to become "identity politics on steroids." We're right to caution against group blindness (e.g., "I don't see color"), but at some point, we seem to have lost the value of calling people to see our shared humanity.

One group of researchers found that diversity practitioners are remarkably dogmatic. Most DEI leaders identify as global citizens who celebrate humanity everywhere, but when it comes to flag-waving patriots in rural regions, many workshop facilitators allow things to be said that would be immediately called out as inappropriate if it was said about another group. For workshops that are supposed to engage in openness to different points of view, participants quickly sense that there are many "right" and "wrong" perspectives when it comes to diversity agendas. This kind of approach does little to foster understanding, acceptance, and belonging.

For starters, let's cancel the "cancel culture" movement where only certain views are celebrated and, instead, create safe places where we can have honest dialogue about many diverse perspectives. There are, of course, times when we need to exert leadership and protect marginalized groups from being further traumatized by hearing bigoted perspectives but hopefully, that will be the exception rather than the norm. I'm calling us to facilitate creative discussions where we can be f Black Lives Matter support the police. We can dismantle systemic racism care about the individual realities many people face. We can have compassion for working-class white people establish policies that address racial inequities.

This is a far more US-centric article than I usually write. But CQ is lived locally. While I'm not originally from Midwest America, it's where I live today. I feel my own impulse to rush to judgment when I drive through certain communities or overhear conversations from people who probably perceive me as the coastal elite. But in my quest to build a more culturally intelligent world, I want to do more to hear them, understand them, and ensure that our work includes the working class as well as the many other identities we seek to include.
GET CERTIFIED ONLINE ATTEND A VIRTUAL WORKSHOP
ABOUT THE AUTHOR

David Livermore, Ph.D., is a social scientist devoted to the topics of cultural intelligence (CQ) and global leadership and the author of ten award-winning books. His best-selling book , was featured in the Leading with Cultural Intelligence is being used widely across the world and his book, He leads the Economist as a fresh, much-needed approach to DEI Cultural Intelligence Center in East Lansing, Michigan, and he's a visiting research fellow at Nanyang Technological University in Singapore. Before leading the Cultural Intelligence Center, Dave spent 20 years in leadership positions with various non-profit organizations around the world and taught in universities. He's a frequent speaker and adviser to leaders in Fortune 500's, non-profits, and governments and has worked in more than 100 countries across the Americas, Africa, Asia, Australia, and Europe.

About the Cultural Intelligence Center

The Cultural Intelligence Center is an innovative, research-based consulting and training organization that draws upon empirical findings to help executives, companies, universities, and government organizations assess and improve cultural intelligence (CQ) - the ability to work effectively with people from different nationalities, ethnicities, age groups, and more. We provide you with innovative solutions that improve multicultural performance based on rigorous academic research. More information about the Cultural Intelligence Center can be found on our website located at http://www.CulturalQ.com.

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The Group Excluded from Diversity Programs

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Whatever you think about the outcome of the US election, it's clear. The US is a divided nation. The Left believes bigotry and racism are tearing the country apart. The Right believes identity politics and political correctness are tearing us apart. I think both are right.

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What Makes Diversity, Equity and Inclusion Efforts Last?

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What Makes Diversity, Equity and Inclusion Efforts Last?

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This year, Fortune 1000 companies committed $66 billion to racial equity initiatives. Yet, with all the growth and investment, progress in advancing diversity, equity, and inclusion (DEI) work has been slow. The pandemic has only exacerbated the delays. In fact, according to a recent only one in six diverse employees feels more supported now. McKinsey report, Why? The problem is not commitment. It is execution. Organizations are struggling with how to do the work and produce the desired results. We know the work takes time. At the same time, it is reasonable to expect positive results along the way. So how do you manage expectations between patience and progress?

As your organization works to finalize next year's DEI plans and budgets, pause and consider how these CQ tips might influence how you determine and execute your DEI strategies.

Build from the Right Foundation

In a recent issue of the Harvard Business Review , researchers, yet again, found no empirical evidence that simply diversifying an organization leads to change and improved performance. In fact, part of the reason for the dismal DEI results has been the faulty business case for diversity. For years, the case has been that more diversity equals improved organizational performance. But you can't expect diverse groups to work together effectively and improve performance if they lack the skills to do so. Cultural intelligence (CQ) is the foundation that ensures your DEI efforts lead to meaningful and sustainable results. The same holds true for any attempt to create an equitable and inclusive organizational culture. Developing this foundation includes asking yourself the following:

What does the data say? What kind of employee feedback are you receiving? How supported do your diverse employees feel? Perhaps you need to step back and conduct a more comprehensive assessment using the CQ Org Culture Inventory, a tool designed to assess your organization's CQ to provide insight about where you are on the DEI journey

How will we measure progress? Use the data to inform strategies and execution. Then identify Key Performance Indicators (KPIs). One example of a KPI might be measuring the number of people of color or women in leadership roles. This year a number of companies began holding their leaders more accountable for DEI goals, including hiring and promoting underrepresented groups. It is just a matter of time before these expectations expand to more organizations. Another KPI could be assessing how well your policies support differently-abled employees. More broadly, you could commit to publishing a DEI Transparency Report by the end of 2021. This bold move has been adopted by a number of organizations and institutions such as PwC and Stanford University. It is the ultimate form of accountability. The bottom line - determine your metrics based on a data analysis of where you are and where you want to be. Check progress, at a minimum, on a quarterly basis.

PRO TIP: Are you new to Cultural Intelligence? If so, watch this short video explaining how Cultural Intelligence and Diversity work together to create better solutions.

Don't Leave Your CDOs Hanging

In 2020, Chief Diversity Officer (CDO) was the fastest-growing C-suite title. This is a good step in the right direction. However, expectations for these roles need to be carefully managed. The CDO is not the organizational savior who comes with fairy dust and a magic wand to solve the organization's DEI problems overnight. Instead, their job is to leverage their expertise to develop and facilitate a strategic roadmap and process that develops buy-in and engagement at every level of the organization. And they need full support from top leadership. What does this support look like?

A straight line . Ideally, the experienced leader has a direct reporting line to the CEO or at least access to them. It is very challenging for a diversity leader to execute and have impact if the organizational structure undermines their influence and authority.

Financial Resources . Funding the work with a generous budget is critical. Saying you value the work is not enough. No amount of verbal commitment can compensate for the financial support needed to implement and sustain the DEI work.

. It is still the responsibility of everyone to be invested in the DEI work. The DEI work at Ownership across the organization Dallas ISD, one of Texas's largest school districts, is being led by the Racial Equity Office. But all the top-level district chiefs were expected to determine how their departments would support the DEI work and develop their execution plans.

In recent weeks, I've been speaking with a number of organizations whose DEI efforts are being led by a Diversity Council or a team of people that have very little to no experience in this space. They may have made a commitment to begin the work, and I commend them for that, but it is imperative that these teams move quickly to build the necessary skills to effectively lead and implement this work. Programs like The CQ® Leadership Academy, a 6-month, cohort-based certification program, are ideally suited to ensure these councils have the skills and plan to make a meaningful difference.

In the long-run, for DEI work to be lasting and scalable, you need to invest in a dedicated role to lead the work. It's too important and complex.
Want to learn more about CQ? Take advantage of our end-of-year special on our live workshops in January! Get 20% off if you sign up before 12/31/2020. Click on the link above to learn more!
Pace Your Work

In the HBR article mentioned earlier, the researchers suggest four actions for leading a successful DEI effort - psychological safety, combating systems of discrimination, embracing the styles of employees from different identity groups, and making cultural differences a resource for learning and improving organizational effectiveness. In a nutshell, to make real progress, people and the organizational culture must change. We couldn't agree more. These action steps align with our cultural intelligence research. But it's a process that requires a lot of work. You don't have to do it all at once. Pace yourself.

As a starting point, evaluate how successful you've been at addressing these four action items. Where have you made progress, and where are your DEI efforts weakest? For example, it is common for many organizations to focus heavily on individual learning and development activities such as training but neglect addressing systemic change . What progress have you made in combating potential systems of discrimination? One way to start is to assess the talent acquisition process. A few specific ways to do this include:

Review your diversity numbers. Are you attracting, recruiting, and retaining diverse talent? What does the data tell you? If your compositional diversity numbers are weak, that is a problem. If your results are not what they should be, you may need to slow your recruitment efforts down.

Check for Bias in the Process . Ask yourself, could there be bias in the hiring process? In addition to training your HR team and anyone involved in recruitment on CQ and Unconscious Bias, use tools like ™ to help manage bias and discover the cultural values of diverse candidates. This same principle applies to your other DEI efforts.

At the Cultural Intelligence Center, we are excited about the year ahead. We have some promising solutions to support you on your DEI journey. Stay tuned for more about this in the new year! In the meantime, for those of you who celebrate Christmas, have a safe and peaceful holiday season, and we'll see you next year!
CQ LEADERSHIP ACADEMY GET CQ CERTIFIED
Click on the links below to learn more about our new CQ® Leadership Academy program, or if you're interested in getting CQ certified!

Sandra Upton, DSL serves as VP, Global Diversity Practice, and provides strategic direction for applying Cultural Intelligence (CQ) to DEI work across all segments and industries. She previously worked with schools and universities through her role as Vice President of Educational Initiatives. In addition, she's a regular speaker, trainer, and consultant on cultural intelligence with companies and non-profit organizations. As a former business school dean and organizational consultant, Sandra understands how to effectively integrate CQ with organizations' D&I initiatives and global leadership programs. She has also facilitated study abroad experiences in places such as China, Europe, Israel, and South Africa. Sandra finds her greatest pleasure in spending time with her husband and two children. She also enjoys travel, reading, watching a good film, and long walks.

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What Makes Diversity, Equity and Inclusion Efforts Last?

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This year, Fortune 1000 companies committed $66 billion to racial equity initiatives. Yet, with all the growth and investment, progress in advancing diversity, equity, and inclusion (DEI) work has been slow. The pandemic has only exacerbated the delays. In fact, according to a recent only one in six diverse employees feels more supported now.

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What I’ve Learned From 10 Years Leading The CQ Center

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What I’ve Learned From 10 Years Leading The CQ Center

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Ten years ago, I left my day job at a university to devote my full attention to leading the Cultural Intelligence Center. We officially incorporated the Center in 2004, but it wasn't until 2011 that we set ourselves up as a fully viable organization. This was the same year that Osama bin Laden was killed, the Arab Spring emerged, and riots were occurring across the UK, Myanmar, and the US. The time was ripe to take cultural intelligence beyond the ivory tower and into the real world.

I was scared and excited. Would there be enough work to support my family? Were enough people committed to improving how they work with people from different backgrounds to support an organization solely focused on cultural intelligence? Apparently yes! Ten years later, I've logged millions of miles, taught thousands of leaders, and been joined by dozens of staff and associates who are taking this work further than I ever dreamed.

As we cross this ten-year milestone, I wanted to share a few of my personal reflections, not in any particular order.

1. Follow your curiosity, not your business plan

People often ask me for advice on how to take an idea like cultural intelligence and monetize it. There are experts who teach that kind of thing, but I never set out to be a business owner, author, or speaker. I've been fascinated by people and cultures for as long as I can remember. That's what drove me to pursue the jobs I had, the research I did, and eventually, the books and speaking that emerged. I've been surprised by how much I've enjoyed the entrepreneurial aspect of leading the CQ Center, but the work we do is what got me started and what keeps me going.

2. CQ is not a silver bullet

Soon Ang, Linn Van Dyne, and I are incredibly humbled by the way CQ has been adopted by so many individuals and organizations around the world. But we sometimes encounter individuals who are more dogmatic about the benefits of CQ than we are. The research supporting CQ's predictive validity is astounding. But it's not a be-all, end-all to the complex issues of colliding people and cultures. CQ provides a critical link for offering individuals and organizations the foundational skills for working effectively with diverse groups. We do a disservice when we present CQ as the silver bullet.

3. Stop shouting at people

I've learned a lot about addressing issues of racism, privilege, and intercultural understanding over the last decade. Sometimes I've kept the conversation too clinical and safe, and other times, I've let it get too heated. Some will disagree with me, but I haven't seen any lasting benefit from shouting at people about their ethnocentrism or privilege. I'm not afraid to make people uncomfortable-that's where real growth happens. But I haven't seen any lasting impact from shaming diatribes. We have to find the zone of productive disequilibrium.

4. Take what you need from criticism and move on

I've learned far more from my critics than from my fans. But there have also been too many times when I allowed one dissenting voice in a seminar to overtake the whole day. One of the first CQ seminars I taught had so much negative energy in the room, and I just couldn't figure it out. I knew there were some things I could improve, but I felt pretty confident I did what the client wanted. Only later did I learn that a couple of the participants had just learned they were being laid off but weren't allowed to discuss it. We never know what other dynamics are going on for someone. Reflect on criticism, learn from it, and then keep going.

5. CQ is a lot harder to apply than teach

The first few years, our staff was just me and a couple of other individuals. Our small team did everything-answer inquiries, printing, and shipping, training, billing, etc. In the last four years, our staff's size and diversity have grown exponentially, with people from a variety of cultures, backgrounds, and skillsets joining us across multiple time zones. Just like we teach, our diversity has made us stronger but wow! It's a whole lot easier to teach CQ to other organizations than it is to apply it to ourselves. We've made some mistakes along the way, and we're committed to continuing to grow in our own pursuit to BE a culturally intelligent organization!
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6. A spirit of generosity wins

Call me an idealist, but I expected the intercultural industry to be a place that welcomed and celebrated different models, assessments, and training approaches. After all-isn't that what we teach? Instead, what I've found is a highly competitive and, at times, antagonistic dynamic between many intercultural consultants and organizations. I hear way too many stories about intercultural training organizations pitting themselves against others doing the same work. There's so much work that needs to be done, so why not cheer on any effort to improve the way we bridge our divides? Julia Middleton from Common Purpose, Ted Dale from Aperian Global, and the late Geert Hofstede were people I was told were competitors, but in reality, I found them to be friends and colleagues I've come to know and trust. I could list many others as well. Comparing notes with others in the field has been nothing but fruitful.

7. Awareness and Conversation aren't enough

So much of what happens in the name of diversity and cultural competence training is an emphasis on self-understanding and dialogue. If we don't first understand our own cultures, there's little hope we can work and relate effectively with someone from a different culture. But simply knowing that I'm more individualist than you doesn't give me the skills I need to work effectively with you. We have to keep getting better at teaching skills and developing solutions that bring a lasting behavior change.

8. Academics need practitioners. Practitioners need academics

I've lived most of my professional life with one foot in the academic world and the other in the applied world. Those divergent worlds characterize our work at the CQ Center as well. Linn Van Dyne and I are ruthlessly committed to research that is robust and relevant. As a world-leading psychometrician, Linn holds me accountable to ensure we're remaining true to the research. But she's equally open to hearing my input on ways to present the research to ensure it's meaningful and relevant to practitioners.

9. It takes CQ to make a case for CQ

I talk with many CQ practitioners who are frustrated by how hard it is to get organizations and leaders to invest in cultural intelligence programs. The best tool for "selling" CQ is our own CQ! The perspective-taking and adaptation of language that we exhort people to use when working with a colleague from a different background need to be used when we talk with an HR director or dean about how CQ is relevant to their organizations. We need to beware of demonizing an individual who wants to know the bottom-line impact of CQ. Organizations have real-time and budgetary constraints, and it's on us to make a case for them in a way that resonates.

10. Journaling and Running are my secret sauce

I recently went back and read my journals from the last decade. I think I learned as much from re-reading them as I did from when I wrote them. If you've read anything I've written or listened to me speak, I can guarantee those thoughts were worked out first with my pen and my running shoes. I journal and run almost every day, wherever I am in the world. These habits allow me to be free from my phone, ruminate on ideas, and take in my surroundings.

I'm enormously grateful for the work we've been able to do over the last decade, but we've barely scratched the surface. Everything suggests our world will be even more interconnected over the next ten years than it is today. That's sure to bring growing collisions of different ideologies, people, and cultures. But it also offers incredible potential. CQ is bigger than any one of us. But together, cultural intelligence provides a way to improve the ways we live together, solve problems together, and recognize one another's dignity. Here's to another ten years of striving to build a more culturally intelligent world together.

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David Livermore, Ph.D., is president of the Cultural Intelligence Center and a research fellow at Nanyang Technological University in Singapore. He's a social scientist devoted to the topics of cultural intelligence (CQ) and global leadership and the author of 12 award-winning books. His best-selling book , was featured in the Leading with Cultural Intelligence is being used widely across the world and his book, Before leading the Cultural Intelligence Center, Livermore spent 20 years in leadership positions with various non-profit organizations around the world and taught in universities. He's a frequent speaker and adviser to leaders in Fortune 500's, non-profits, and governments and has worked in more than 100 countries across the Americas, Africa, Asia, Australia, and Europe. Economist as a fresh, much-needed approach to diversity

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What I've Learned From 10 Years Leading The CQ Center

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Ten years ago, I left my day job at a university to devote my full attention to leading the Cultural Intelligence Center. We officially incorporated the Center in 2004, but it wasn't until 2011 that we set ourselves up as a fully viable organization.