Description
Leading with Cultural Intelligence by David Livermore
Succeeding in today’s global market requires a new set of skills than it did when the pioneers of the twentieth century were making their mark but don’t let that intimidate you from expanding your business beyond our borders.
In order to negotiate with vendors from other countries, it is not necessary to immerse yourself in the culture for an extended period of time, or take a month-long trip to learn what people are like. As cross-cultural interactions become increasingly virtual, cultural intelligence—or CQ—becomes the key to taking your business global, and doing so effectively.
Having done training and consulting for leaders in more than 100 countries, David Livermore, president and partner at the Cultural Intelligence Center, has detailed a four-step model for improving your CQ and maximizing your impact in managing across cultures.
Succeeding in today’s global market requires a new set of skills than it did when the pioneers of the twentieth century were making their mark but don’t let that intimidate you from expanding your business beyond our borders.
In order to negotiate with vendors from other countries, it is not necessary to immerse yourself in the culture for an extended period of time, or take a month-long trip to learn what people are like. As cross-cultural interactions become increasingly virtual, cultural intelligence—or CQ—becomes the key to taking your business global, and doing so effectively.
Having done training and consulting for leaders in more than 100 countries, David Livermore, president and partner at the Cultural Intelligence Center, has detailed a four-step model for improving your CQ and maximizing your impact in managing across cultures.
Leading with Cultural Intelligence by David Livermore
