Check Out - how understanding across cultures brings fast success

(Cash In On Diversity eBook author Susan Klopfer reviews The Cultural Intelligence Difference, By David Livermore. Amacom, 206 pages, $25)

So I remember the days of sorority sisterhood back in the mid 1960s. We sisters of Gamma Phi all had cute, short haircuts, wore the same camel-colored mohair blazers and pretty much dated very similar young men from the same fraternities, especially sisters who were of higher status, members of Greek Council.

While our sorority house was known to be less conforming (some people called us the "zoo") than other more popular houses at the University of Nevada, Reno, we still had a sense of safety in our ability to toe the acceptable conformity line, most of the time.

And when we finally graduated, leaving college and the safety of sisterhood to enter the workforce, what we encountered was really not much different from the institution we just left. The workplace of that era was certainly not as diverse as today; it was not even close. Nearly all co-workers were of the same ethnicity as us (white, Germanic or Irish heritage) and we closely conformed to the accepted dress norms, if we wanted to keep our jobs. Actually, one of my friends was fired from a major pharmaceutical company because he wore loafers with tassles. No kidding.

Today, many of us work with colleagues and customers from around the globe, people who may dress, talk and behave much differently from our former, cookie-cutter sorority sisters and fraternity brothers. To succeed in today's world of business, author David Livermore believes we need cultural intelligence, or CQ. A consultant, Livermore came to this conclusion because he moved from Canada to New York when he was a child. However, he made regular trips back to visit relatives, remaining fascinated by Canada's culture - the different money and way of saying things, the foods and other significant things that keep Canadians being Canadians.

Now a grownup and highly respected author on this topic, Dr. Livermore still enjoys navigating between different cultures, using CQ - "the ability to function effectively in a variety of cultural contexts, including national, ethnic, organizational, and generational."

Livermore tells us that CQ is the primary predictor of your success in today's borderless world. "It's more important than IQ or, the current darling, EQ (emotional intelligence)," he asserts.

"EQ is a strong predictor of your success when you're working with people who come from the same culture as you, but your CQ is a much better predictor of how you'll do working with people from different cultural backgrounds - the inevitable reality for all of us over the next decade," Livermore writes in The Cultural Intelligence Difference.

He clearly explains that our cultural intelligence is comprised of four different capabilities based on our motivation, knowledge, strategy and ability to adapt our behavior appropriately for different cultures.

While it might seem quite difficult to change one's CQ, this author gives specific advice making the task appear less tenuous. Most important, he tells us we must face our biases:

"Explore which subcultures really push your hot buttons, encourage your defences or just make you uncomfortable. Any time you meet someone new, make an effort to connect on a human level as early as possible rather than just seeing him or her in light of cultural context. Another approach is to explore your hobbies and pastimes - be it art, sports, or food - in new cultures."

Livermore gives us many more specific ways to become better at operating in and around cultures that are new or different. For instance, he suggests that we "Discreetly watch people from other cultures when you're in public places." Or that we "Attend celebrations of other cultures in your city; eat their foods and attend their music and events. When travelling, visit public markets, shopping districts, museums and art galleries. Increase your global awareness by visiting BBC news online and reading The Economist, for example, or by plunging into novels and movies that immerse you in different cultures. Learn about different cultural values in other countries, how they may differ in terms of factors such as individualism, avoidance of uncertainty, co-cooperativeness, and orientation to time."

Livermore's book is an excellent guide to gaining or increasing cultural intelligence as he points out some of the research and concepts; highlighting some of the critical differences between countries and spelling out specific ideas about how to improve one's CQ.

"It won't transform you overnight, but will alert you to important factors and help you along the path to fitting in beyond your traditional culture," blogger Harvey Schachter advises his followers. (I learned about this book from Harvey.)

And I am going to agree with Schachter, going a step further. Livermore's book is a must read for anyone who wants to survive (and succeed) in today's world of diversity. This means learning how to work well with older people, gay people, transgendered people and just about any people who are not the same as us (whatever this means). Is this important? Ask the CEOs of major corporations who by now should be sick and tired of being sued because an employee called an older worker an "old fogey." Or because a supervisor demanded a female remove the scarf she wears for religious reasons. Happens every day. Don't kid yourself.

This book is especially critical for those who might have just escaped a cookie-cutter world of most educational institutions and are ready and waiting to face reality. For anyone who went to private schools that specialize in all white kids, especially -- my advice, pick up a copy now.

Don't leave home (for work) without it.
* * *

Other books by Livermore

Check Out the Top Ten Facts about diversity management that could benefit your organization or business

If you own or work for a business, you might not be taking advantage of all the opportunities managing diversity has to offer. Many of us are still confused over diversity best practices and how diversity benefits an organization.

Yet, research is showing that organizations close to diversity, that really know how to maximize diversity, are moving ahead.

(A group of researchers from MIT Sloan School of Management in a five-year study, for instance, found that... "To be successful in working with and gaining value from diversity requires a sustained, systemic approach and long-term commitment...Organizations that invest their resources in taking advantage of the opportunities that diversity offers should outperform those that fail to make such investments. See http://bit.ly/p8dzBK )

So, here are ten questions and answers that I believe can benefit -- and of course, I want to hear more ideas from you. So please add your comments at the end.

1. What are the advantages of a more diverse workplace?

Co-workers with different histories and life experiences may think of new, different products or services. They may have other social or information networks to enable them to promote products or services. They may also identify potential customers that we have so far missed, overlooked, or dismissed.

2. What is the matter with doing more of what has worked in the past?

Nothing — if it keeps working. Yet the population base, from which our customers come, is rapidly changing due to disease, war, travel, changing birth rates, and the rapid spread of information. If we don't adjust to what our potential customers will look like, we'll get smaller.

3. Will increasing the diversity of my company's workforce guarantee success?

No single-thing approach to management can guarantee success. Beware of fads.

4. Do I really have to change my workforce? Can't my good salespeople sell to anyone?

Selling anything to anyone is one way to define a good salesperson. Another is to say that a good salesperson can sell any one thing over any other thing. Yet even good salespeople can't make a sale if they don't know how to deliver the message in a language or in a way the customer understands. Even worse is a product name that translates poorly in the language of the customer. Barriers can also exist in terms of price. For example, India is encouraging businesses to come up with a computer device costing less than ten U.S.dollars. Cultural difference can be complex, and some of them really matter.

5. How can I get my current employees to accept new and different employees?

In general, two characteristics of success come to mind. First of all, management, from the very top down, needs to understand that success in this arena is absolutely expected and that resistance is not acceptable. Secondly, it needs to be clear that the success of new employees is not part of a zero-sum game. No one has to lose in order for the new employees to win.

6. Will an emphasis on diversity fundamentally change my business?

That depends on the nature of the business. The more you work with people instead of things, the more your business will change as the population it serves, and your employees, change with it.

7. What if my business mostly sells to other businesses? Do I still need to worry about diversity?

Who owns the other businesses? As you well know if you've ever looked at manufacturing’s "Made in" labels or tried to call customer service, many companies now outsource work to foreign companies. If your company markets to businesses, your customer base, and potential competitors are growing.

8. I make a lot of sales on-line? Does the diversity of my workforce matter when my customers are mostly ordering my products on a computer?

Of course it does. Language, whether written or oral, often contains idioms, inferences, or idiosyncrasies that a person unfamiliar with American English will not understand. If your Internet site contains videos of people talking, the nonverbal communication may also be unclear or misunderstood by persons with other backgrounds.

9. How do you "train" for diversity? Isn't this mostly a matter of tolerance?

Tolerance is part of it, and our first lessons about tolerance come during our childhood. But tolerance, and receptiveness, and active listening, and company priorities, and evaluation procedures, and many of the day-to-day details of how business is done” in your company may be able to be improved if given proper review and assessment. Learning new things is a lifelong requirement, even if we don't like it. In this case, we stand to learn some new worthwhile things.

10. Can we do our own diversity training in-house? Isn't this a good way to identify and get rid of bad supervisors? Also, What is wrong with continuing to hire people who “fit in?”

If you want the idea of Diversity Training to create hatred and resentment in your company, that would be the ideal way to do it. Instead, training should be available at all levels of the organization, with obvious top-level endorsement. It should be done by outside “experts.”

To this final question, the answer is nothing, if your business skills are good enough to hire such persons, avoid losing discrimination lawsuits, and continue to grow or maintain the business as customers change.

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multicultural, psychology, business, marketing, economics, counseling, civil rights, diversity, administration, personnel, inclusion, human relations, diversity ebooks, cultural diversity

Lack of Diversity, Discrimination Can Cause Mental Health Issues, Study Notes

A story in today's Legal Industry News by KCJ News Service states that many minority workers 'feel discriminated against'

Employment law developments to promote diversity in the workplace may not be having the desired effect, as many people from minority backgrounds still feel they are being discriminated against, it has been claimed. According to a study by Business in the Community (BitC), the majority of individuals from black, Asian and minority ethnic groups believe they have been overlooked for promotion at least once.

Basically, the study found white British workers average almost four promotions during their careers, compared with 2.5 advancements for those of African, Indian or Pakistani descent, while many staff members from minorities feel they have a lack of support from their managers.

"The survey highlights evidence of racial discrimination, with African and Caribbean workers particularly feeling discriminated against," the BitC report stated, with one in four African workers and one in seven from the Caribbean saying they have been treated unfairly.

Recently, it was stated by the Mental Health Foundation that discrimination is also a problem for people who suffer from mental health issues.

Makes sense to me. We still aren't "there" when it comes to diversity. Just a few days ago, I posted a story about a major university in Missouri that refuses to ensure students receive diversity training. What are these professors afraid of?

Is it really a wonder that this can become a mental health issue for some people?

In my new eBook, Cashing In On Diversity, I tell a true story about a recent California Supreme Court decision involving an experienced engineer who went to work for a giant corporation (the kind of company that one would think comprehends and practices diversity).

This engineer knew that going into a high-tech job would mean working in a youthful company, with fewer older workers. But he didn’t expect mistreatment he received by younger workers, including his boss, who immediately started called him names like “fuddy-duddy” and “old man,” he alleged.

The engineer, who had worked successfully for years in major corporations, was suddenly being taunted with words, including "slow," "fuzzy," "sluggish" and "lethargic." Employees allegedly called him an "old guy" and stated that his ideas were "obsolete" and "too old to matter" and that his knowledge was “ancient.”

They allegedly joked that his office placard should be in the shape of an "LP" (i.e. a vinyl record) rather than the customary (then current music format) "CD." For several years this inappropriate behavior progressed, the engineer alleged, and after a time, when his job was taken away, he left this company, but then sued for age discrimination.

While the case had not been settled at the time I read about it, the court issued a unanimous decision that could make it more difficult for California employers to win summary judgment in certain discrimination cases involving potentially discriminatory comments.

In fact, California courts must now evaluate such “stray” remarks together with all other admissible evidence to determine whether there is sufficient evidence of discrimination for a case to proceed to a jury trial.

This decision reaffirms that employers must do more than simply maintain policies preventing discrimination and harassment. They must take steps, including training of supervisors and non-supervisors alike, to ensure all employees are aware of such policies and the risk of liability posed by potentially discriminatory comments, in any context. In other words, they must learn to manage their company’s diversity.

This story left me wondering who raised these young employees to show such meanness and hostility toward an older, experienced co-worker? Did any professors ever discuss diversity at their schools? Or multiculturalism? Good manners? And what kind of managers and CEO led this company? Had they ever experienced any leadership education?

The failure to raise someone who tolerates people who are different, or who values the very skills and experiences others may have to offer, no matter how “different” they appear to be, has to land somewhere.

Someone failed these employees quite miserably, either their parents, teachers or employers. Perhaps all of the above tried and failed. I hope this book will help fill in gaps that are apparently missing for those who behave in this way and for others who tolerate or encourage this misbehavior, as well.

We are a diverse nation filled with people of many sizes, shapes, ages, religions and sexual preferences — people with missing limbs, stutters, mental challenges and so many other differences.

But too many of us still do not always recognize that all people are deserving of equal treatment. Or that even with “differences,” nearly all of us still have something to contribute, if allowed to participate. As the battles heat up at school and at work, and as the civil rights lawsuits keep piling up, isn’t it about time to change?

Special Announcement: 25 percent discount on new diversity eBook for blog readers

Readers of this blog will receive a special discount on my new eBook, Cashing In On Diversity when they purchase it through Smashwords --

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Susan