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| Foreword | |
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| Preface | |
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| Why This Book | |
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| Research Basis | |
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| How to Read This Book | |
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| Acknowledgments | |
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| What is CQ and Why do I need it? | |
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| You Lead Across a Multicultural Terrain: Why CQ? | |
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| From West Michigan to West Africa | |
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| Relevance to Leaders | |
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| Understand Diverse Customers | |
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| Manage Diverse Teams | |
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| Recruit and Develop Cross-Cultural Talent | |
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| Adapt Leadership Style | |
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| Demonstrate Respect | |
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| Cultural Intelligence vs. Other Intercultural Approaches | |
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| Conclusion | |
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| You Need a Map for the Journey: CQ Overview | |
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| A Four-Dimensional Model | |
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| CQ Drive: Showing Interest, Confidence, and Drive to Adapt Cross-Culturally | |
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| CQ Knowledge: Understanding Cross-Cultural Issues and Differences | |
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| CQ Strategy: Strategizing and Making Sense of Culturally Diverse Experiences | |
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| CQ Action: Changing Verbal and Nonverbal Actions Appropriately When Interacting Cross-Culturally | |
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| CQ Is Different from EQ | |
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| A Repertoire of Skills | |
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| An Inside-Out Approach | |
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| Conclusion | |
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| How Do I Become more Culturally Intelligent? | |
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| Whet Your Appetite: CQ Drive (Step 1) | |
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| Be Honest with Yourself | |
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| Examine Your Confidence Level | |
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| Eat and Socialize | |
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| Count the Perks | |
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| Work for the Triple Bottom Line | |
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| Conclusion | |
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| Study the Topography: CQ Knowledge (Step 2a) | |
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| See Culture's Role in Yourself and Others | |
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| Universal | |
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| Cultural | |
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| Personal | |
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| Review the Basic Cultural Systems | |
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| Economic Systems: Capitalist vs. Socialist | |
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| Marriage and Family Systems: Kinship vs. Nuclear Family | |
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| Educational Systems: Formal vs. Informal | |
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| Legal and Political Systems: Formal Laws vs. Informal Governance | |
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| Religious Systems: Rational vs. Mystical | |
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| Artistic Systems: Solid vs. Fluid | |
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| Conclusion | |
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| Dig Beneath the Terrain: CQ Knowledge (Step 2b) | |
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| Learn the Core Cultural Values | |
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| Event Time vs. Clock Time | |
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| High Context vs. Low Context | |
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| Individualism vs. Collectivism | |
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| Low vs. High Power Distance | |
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| Low vs. High Uncertainty Avoidance | |
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| Understand Different Languages | |
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| Conclusion | |
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| Turn Off the Cruise Control: CQ Strategy (Step 3) | |
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| Become More Aware | |
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| Self-Awareness | |
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| Other Awareness | |
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| Plan Your Cross-Cultural Interactions | |
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| Check to See If Your Assumptions and Plans Were Appropriate | |
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| Conclusion | |
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| Run, Walk, or Jog: CQ Action (Step 4) | |
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| Adapt Your Communication | |
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| Words | |
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| Delivery | |
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| Nonverbals | |
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| Negotiate Differently | |
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| Alter Your Timing | |
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| Adapt Your Style | |
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| Remain Flexible | |
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| Act with Integrity | |
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| Know When to Flex and When Not to Flex | |
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| Conclusion | |
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| How do I Apply CQ? | |
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| See the Journey Ahead: Proof and Consequences of CQ | |
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| Results of CQ | |
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| Enhanced Performance | |
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| Better Decision Making | |
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| Flexibility | |
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| International Expansion | |
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| Employer of Choice | |
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| Prevention of Burnout and Creation of Personal Satisfaction | |
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| Predictors of CQ | |
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| Personality Traits | |
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| Experiences | |
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| Ways to Develop CQ | |
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| Conclusion | |
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| Recruit Travel Companions: Developing CQ in Your Team | |
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| Integrate CQ with Your Overall Mission | |
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| Build Commitment with Senior Leaders | |
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| Fill the Organization with CQ Team Members | |
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| Human Resource Personnel | |
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| International Travelers | |
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| Screen Candidates for CQ | |
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| Reward Good CQ Performance | |
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| Develop CQ Strategies | |
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| Form CQ Structures | |
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| Create CQ Decision-Making Systems | |
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| Facilitate a CQ Learning Plan | |
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| Show-and-Tell | |
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| Divisional Training | |
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| Personal CQ Development Plan | |
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| Conclusion | |
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| Appendix: Research Context | |
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| Notes | |
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| Index | |
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| About the Author | |