CQ is like GQ (and I don’t mean the magazine ;-)
As I read Livermore’s book, Leading with Cultural Intelligence: The Real/New Secret to Success, I couldn’t help but think about Greg and Jenn working in very different cultural settings than myself and how very relevant this must be for them. Then I began to ponder my topic of gender-balanced leadership and realized that many of the things I was reading apply to the different cultures of males and females in the workplace. It appears to me that our country lacks cultural intelligence when it comes to the diverse cultures of men and women and how they lead together. In fact, when Livermore states the following, it reminded me of my research of what happens when gender-diversity is not present: “Executives report that leading without cultural intelligence results in increased time to get the job done, heightened travel time and costs, growing frustration and confusion, poor job performance, decreased revenues, poor working relationships at home and abroad, and lost opportunities.”[1] In contrast, my research revealed that “companies with strong female leadership (meaning 3 or more women on the board or a female CEO) deliver a 36% higher return on equity, according to the index provider MSCI.”[2] This is right in line with what Livermore reveals in his research regarding cultural intelligence. He says, “Culturally intelligent leadership increases profits, reduces costs, and improves efficiencies when marketing and selling products in new markets.”[3]
The many examples in the book of how executives put their foot in their mouth in various culturally diverse situations also reminded me of how often this takes place when people are leading or speaking to a mixed gender group. Examples like not using gender-inclusive language, not having both genders represented on stage or in leadership, and assuming both genders have equal opportunities to advance are just a few ways executives put their foot in their mouth in the area of gender cultural intelligence. Although women make up more than 50% of the population, many times companies and executives fail to take them into consideration when making decisions or presentations. Gender discrimination gets far less attention even though it is happening far more than racial or cultural discrimination.[4] The sheer number of women compared to the number of racial minorities makes this a larger issue that is often missed by the general population. I would love to be able to increase the gender intelligence in this country, just like Livermore is advocating for the increase in cultural intelligence. Both will not only increase profitability but also has the potential to heal many wounds related to gender discrimination and ignorance.
Livermore’s four capabilities of culturally intelligent leaders, CQ Drive, CQ Knowledge, CQ Strategy, and CQ Action will apply beautifully to the discussion of gender intelligence.[5] These are all needed if we are going to increase our capability of being gender intelligent or gender-balanced leaders. We will need the drive and motivation to learn, grow and adapt in this area. We need to increase our knowledge of the problem and the dynamics associated with gender diversity and the differences men and women face daily in the workplace. We definitely will need a strategy in order to make sense of the issues and make a plan that will address the many barriers to gender intelligence and gender-balanced leadership. And lastly, we need to be willing to take action in order to make the needed changes. This involves verbal and non-verbal ways we can become more gender-inclusive and not just sit around and talk about the problem. The author also says this “involves flexible actions tailored to specific cultural contexts.”[6] If we are not flexible in how we deal with this issue our rigidity can unknowingly have negative effects on the process.
As Livermore states, “Becoming culturally (or gender) intelligent means we have to do more than simply change the way we talk to our culturally (gender) diverse colleagues. We have to actually transform the way we see each other.”[7] It is essential that we don’t just focus on our behaviors towards those different from us, but that we actually change the way see and respect them in our hearts. Just like if don’t see the value of learning another person’s culture in order to effectively connect with them, we are not going respect and relate to our brothers or sisters of the opposite gender effectively if we don’t see the value of learning the other gender’s culture or perspective on life. Another thing we do in this proverbial battle of the sexes is evaluate each other and their experiences based only on our own. When it comes to different cultures this is called ethnocentrism, but when it comes to different genders I call this gendercentrism (or gynocentrism and androcentrism). Livermore talks about it in this way…“Ethnocentrism— evaluating other people and their culture by the standards of our own cultural preferences— is found among people everywhere. Seeing the world in light of our own cultural background and experience is inevitable. But ignoring the impact of ethnocentrism on how we lead is the single greatest obstacle to CQ Knowledge.”[8] I agree, if we only see the world through our own eyes we will not be able to develop the empathy or drive to increase our intelligence in this area and make a significant impact around us. We will also not be motivated to increase our knowledge, develop strategies and take action. This has been a humbling experience for me to learn how to see the world through a woman’s eyes and the more I am able to do this the more I am not able to stand by and allow the inequalities and discrimination to happen. I would think the same is true if we can see the world through the eyes of someone from another culture when we get in touch with their experience of the world and generate genuine value for them, we will have a difficult time standing by as they are marginalized or misunderstood. Because I have a value for what my sisters bring to the leadership table, I am compelled to advocate for gender-balanced leadership in all sectors of life.
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[1] David Livermore, Leading with Cultural Intelligence: The Real Secret to Success, (AMACOM, Kindle Edition), 14.
[2] https://www.weforum.org/agenda/2015/12/its-official-women-on-boards-boost-business
[3] David Livermore, Leading with Cultural Intelligence: The Real Secret to Success, (AMACOM, Kindle Edition), 20.
[4] http://www.pewresearch.org/fact-tank/2017/12/14/gender-discrimination-comes-in-many-forms-for-todays-working-women/
[5] David Livermore, Leading with Cultural Intelligence: The Real Secret to Success, (AMACOM, Kindle Edition), 27.
About the Author
Jake Dean-Hill
Currently a Marriage & Family Therapist in private practice. Ordained minister with 10 years of prior full-time church ministry experience and currently volunteering with a local church plant. Also working with companies as a Corporate Leadership Coach.5 responses to “CQ is like GQ (and I don’t mean the magazine ;-)”
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Jake,
Nice job pulling Livermore into your dissertation problem of gender balanced leadership. Your argument and leveraging Livermore has good traction for your research. I support your goal to increase gender intelligence. Good luck!
I know your focus is on gender balance, but can not remember if it is focused on the US, North America, the Western World or where? As you experienced in South Africa, gender balance competes with racism, poverty, and other culturally specific challenges in that region. From my own experience, I would guess that many 2nd and 3rd nations may be running 10 or more years behind the gender balance you are advocating. I know in the marketplace ministry I do in the Middle East is far behind when it comes to gender equality.
What success have you had introducing your thesis to the refugee populations who are making their new homes in the US? How do the women respond to your thesis?
Fight the good fight Jake, you are doing great! Stand firm,
M. Webb
Jake,
Great job moving your blog to the cultural differences in gender diversity. Really interesting way to approach this subject. I will admit I was tunnel vision while reading this book. Not once did I think about the gender side of this discussion. I appreciate you continuing to keep this issue at the forefront of our discussion.
Jake,
Thank you for always bringing gender issues to the table! I read some articles which actually discussed gender intelligence related to Livermore. Your statement of being “willing to bring my sister’s to the table” connects with the concept of affirmative action – diversity breeds productivity and creativity. While there are many who give “lip service” to inclusion of women, how many are authentically open to this in your guesstimation? (and I should add, not only open to it but act on it?)
Jake,
Brilliant post to lead off the summer semester! Great job creating a new way in GQ to examine our competencies and practices around gender.
Are there any roles or situations where you think it would be ok to not be gender inclusive? I’m just wondering that as I think through your post.
Jake, Thanks for bringing these insight on gender intelligence. Much of what you shared I have seen and experienced around inequality and can see that it rings true. I am assuming you have read the newest article online by Beth Moore. If not, check it out! The responses are just as engaging as her own words and I think it could be valuable to your work. I wish I could remember the article I read where research showed that a group actually was smarter when inclusive of both genders rather than only male. It’s out there and worth the read! If you are interested, I know a source who could probably find it for me.