Month: December 2018

How a Handshake Led to a Lesson in Cultural Intelligence

Posted on December 17, 2018 by - Articles, Diversity, Leading Others, Relational Intelligence

A view up the Niger river with local people washing clothes

We cannot expect God to speak to us in our narrow corridor of thinking. As Scripture shows us, He may speak to us through a saint or a sinner. Through a conservative or a liberal. Through a man or a woman or a young child. Through an old person or a young person. Through an educated or an illiterate person. Through a local person or a foreigner. We have at all times to be ready to listen with an unprejudiced mind and heart. -Theologian and author Henri Nouwen

I met Pastor Sabo in 2005. He is a pastor in Niamey, Niger, one of the poorest nations in the world. He does wonderful work feeding the hungry, sheltering the homeless and caring for orphans and widows. I spoke at his church and the gratitude and kindness of the people who attended was overwhelming.

As Americans do, I had crammed several months of meetings into a 10-day trip in this West African country. I was constantly on the go, trying to make the most of my time.

I had scheduled back-to-back meetings and talks on the day I was to leave. Then I got a call from Pastor Sabo who said he urgently needed to see me before I left.

Pastor Sabo arrived at the house where I was staying, and we sat in rocking chairs on the back porch that overlooked the massive Niger River.

Pastor Sabo was silent. He had a peaceful look on his face. I waited for him to tell me why he urgently needed to meet with me, but he said nothing. He just sat there, rocking back and forth in his chair.

I was confused and a little frustrated. Impatient might be the right word. It became awkward, two men sitting next to each other saying nothing. The silence seemed to go on forever.

Diverse relationships expand our understanding of the world, enrich our lives and make us better people and leaders.

My brain was about to explode. Just as I was ready to break the silence, Pastor Sabo gently reached over and took my hand. Startled, I quickly looked over at him, and he kept looking out toward the river, now with a smile on his face. The little bit of cultural intelligence I had told me to remain silent.

For 30 minutes, Pastor Sabo and I sat silently, holding hands, rocking back and forth in our chairs, looking at the majestic Niger River. When the 30 minutes was over, Pastor Sabo got up, told me how thankful he was to have a new friend, prayed for me to have safe travels and then left. And I realized I had a lot to learn about cultural intelligence.

At the 2018 Global Leadership Summit, David Livermore, president of the Cultural Intelligence Center, addressed the importance of growing culturally intelligent organizations.

Cultural Intelligence (CQ) is the capacity to work effectively in culturally diverse situations.

Since my encounter with Pastor Sabo, I have become a student of CQ. Here are three practices that have helped me.

It is critical for leaders to get out outside of their relational bubbles and build relationships with people who are diverse.

1) Intentionally build relationships with diverse people

By building diverse relationships with different voices, and people with differing opinions and backgrounds, I have come to have a better understanding of the world and have learned how to better care for those who are poor.

My heart has been awakened to the struggles of the poor by a liberal sociologist Tony Campolo and radical activist Shane Claiborne. U2’s Irish rock star Bono and Microsoft founder Bill Gates have helped increase my urgency to see AIDS eradicated. I have been overwhelmed by the gift of grace, thanks to an alcoholic priest named Brennan Manning and 90-year-old saint named Mother Rose.

It is critical for leaders to get out outside of their relational bubbles and build relationships with people who are diverse. Diverse relationships expand our understanding of the world, enrich our lives and make us better people and leaders.

There is a quote that says, “As a leader, if you are the smartest person in the room, then you are probably in the wrong room.” Building diverse relationships guarantees that you will be in the right room.

 

2) Reconsider the life of Jesus

Jesus was a rabbi who taught that, although God revealed himself uniquely to the Jews, Jewishness alone was no guarantee of God’s favor.

He showed that a kind Samaritan or a repentant tax collector were closer to God’s heart than the pious religious leaders. He invited women to be his disciples. He healed Gentiles and ate in the homes of outcasts.

Travel is not an option when it comes to growing in our cultural intelligence.

Jesus was not an American. He was not a republican or a democrat. He was not a Presbyterian, Methodist or Baptist. He was not a member of the NRA, Greenpeace or the local Moose Lodge. He did not have a preference for a musical worship style, because his worship had to do with spirit and truth.

He was the creator of the universe and it was his idea to make the stars, the moon, the seas and the mountains. Every color, creed and culture are made in His image.

As I re-examined his life, I realized that Jesus is bigger than our biggest ideas and his Kingdom is much different from middle-class America.

 

It is critical for leaders to get out outside of their relational bubbles and build relationships with people who are diverse.

 

3) Travel

Travel is not an option when it comes to growing in our cultural intelligence.

Diverse relationships have enriched my life. From imams and pastors in the dry deserts of West Africa, to social workers in the vast garbage dumps of Mexico City; from the rebuilders in earthquake-ravaged Port-au-Prince, Haiti, to the educators and mentors working in the inner-city streets of Washington, D.C, I have been given a greater ability to influence and educate those I am leading to grow their cultural intelligence.

 

I will forever be thankful for that awkward, confusing experience with Pastor Sabo on that West African porch overlooking the Niger River. It humbled me, enriched me and ignited a passion in me to grow in my cultural intelligence.

I believe it has made me a much better leader, but more importantly, it has made me a much better person.

10 Things Great Bosses Do Every Day

Posted on December 13, 2018 by - Articles, Leading Others, Supervising People, Team Building

Close up of workers working in a printing factory

We’ve all heard the adage, “People don’t leave bad jobs; they leave bad bosses.” It makes great fodder for after-work gripe sessions, but is there really any data to back the claim up? As it turns out, there’s a ton.

In one study, 61 percent of those working for bad bosses said they were looking for another job, while just 27 percent of those working for good bosses were considering alternate employment. And here’s one that’s really startling: 65 percent of people with bad bosses said they’ve sometimes misrepresented the truth at work, compared to only 19 percent of those with good bosses. Just as great bosses bring out the best in us, bad bosses bring out the worst.

Great bosses change us for the better. They see more in us than we see in ourselves, and they help us learn to see it too. They dream big and show us all the great things we can accomplish.

Being a great boss obviously has a tangible value other than just being liked, but how do you know if you are one? And, if you’re not, how do you get better?

When I ask audiences to describe the best and worst bosses they have ever worked for, they inevitably ignore innate characteristics (intelligence, extraversion, attractiveness and so on) and instead focus on qualities that are completely under the boss’s control, such as passion, insight and honesty. This means that any of us can study the unique qualities of great bosses in order to learn and improve.

1. A great boss shares information

Have you ever worked for an information hoarder? Some bosses seem to think that every piece of information they share reduces their power and authority. In fact, just the opposite is true: great bosses know that sharing information empowers their employees, instead of diluting their own power.

Great bosses change us for the better. They see more in us than we see in ourselves, and they help us learn to see it too.

 

2. A great boss puts a lot of thought into hiring

Bad bosses think nothing of hiring a jerk with great credentials because they’re only interested in how that person will perform. Great bosses think of the entire team. They recognize that their current employees are going to have to work with the new hire every single day, and they look for someone who will complement the team holistically, rather than just fill in a certain skills gap.

 

3. A great boss looks for and celebrates wins

Great bosses don’t have a “Why should I praise you for doing your job?” attitude. They look for reasons to praise their employees, both privately and publicly, and they take the time to celebrate milestones, instead of just driving everybody on to the next project or deadline. They understand that getting a paycheck doesn’t cancel out that inherent need to feel valued and appreciated.

 

4. A great boss respects your time

Great bosses don’t give you the impression that their time is more valuable than yours. They don’t keep you waiting for scheduled meetings. They show up prepared and get to the point, instead of trying to impress you. And they don’t goof off on your time. It’s not that they’re unwilling to have fun at work, but they don’t do it at your expense, causing you extra stress or making it necessary for you to stay late to catch up.

 

5. A great boss is empathetic

Bad bosses only see their employees from the perspective of how the employees reflect on them. If their employees are doing a great job, they look good; if their employees are performing poorly, they look bad. Great bosses, on the other hand, see their employees as more than just extensions of themselves. They’re able to get inside their employees’ skins and understand things from their perspective. That doesn’t mean they’re pushovers, or that they just say, “Oh, sorry you’re having a bad day; don’t worry about that deadline.” But it does mean that they recognize their employees are human and that they treat them as such.

 

6. A great boss is accountable

Bad bosses are quick to point the finger when something goes wrong. They’ll throw their employees under the proverbial bus without a second thought. Great bosses understand that a large part of their job is being accountable for the team’s performance. They know that this just goes along with accepting a managerial role. That doesn’t mean that they don’t offer the team feedback on what is going wrong, but it does mean that they take the blame publicly. Even privately, they see the team’s failure as a failure of leadership on their part, and they act quickly to correct it.

 

7. A great boss says thank you

Bad bosses think the work their employees do is something the employees owe them. After all, they’re getting paychecks, right? That’s true—but great bosses look past work as a transactional relationship and realize that people are putting a huge part of themselves into the work they do. They say thank you, even if it is “just part of the job.”

Great bosses pull the very best out of their people.

 

8. A great boss doesn’t forget that people have lives outside of work

Bad bosses tend to see people as one-dimensional: they show up and get the work done, and the boss doesn’t have to worry about them again until the next day. Great bosses, on the other hand, never forget that work is just one facet of their employees’ lives. They never forget that they have families, friends, hobbies and other interests and obligations outside of work, and they don’t infringe on their “real” lives—by asking someone to work late, for example —without a very good reason. And when they do have a good reason, they acknowledge that they’re asking for a sacrifice and express their gratitude accordingly.

 

9. A great boss is a great communicator

It seems like some bosses will do anything to avoid giving a straight answer. They don’t want to say something they can be held accountable for later. Other bosses just don’t want to be bothered with clear explanations and solid answers. Great bosses say what they mean and mean what they say—and they say it clearly, so that people don’t have to read between the lines or try to guess their real meaning.

 

10. A great boss creates leaders

Have you ever noticed how sometimes all the promotions come from within one manager’s team? That’s no accident. Great bosses pull the very best out of their people. They inspire, coach and lean into people’s strengths, and when their employees are ready for new challenges, they gladly send them on their way.

If you’re currently a boss, is this how your employees would describe you? If not, you’re leaving money, effort and productivity lying on the table. You’re also probably losing some good employees, if not to other jobs, then at least to disengagement and lack of interest.

 

This article originally appeared on Talentsmart Newsletter Articles.

This Week’s GLS Events & Prayer Requests

Posted on December 11, 2018 by - Africa, Asia, Canada, Caribbean, Central America, Eastern Europe, Europe, Latin America, Middle East, News & Updates, Oceania, South America, The Global Leadership Summit, Western Europe

Attendees discuss at GLS in Taiwan

Every Tuesday and Thursday morning at 8:30 am CST, our staff gathers together to pray for our partners across the globe.

Please join us in prayer as we lift up the international Summit events happening this weekend. Pray for God’s anointing on every detail and that those who attend would leave feeling equipped, inspired and encouraged to lead the change they long for in their communities.

And if you have a prayer request, please share it with us. We would be honored to pray with you!

December 11

Zinder, Niger

Kyzylorda, Kazakhstan

December 14

Havana Vieja, Cuba

I want you to know that your thread of influence is at the center of what God is doing in my country right now. Because of you, the Cuban church is not alone. I do not feel alone. And our church is more capable to become the hope of our nation. Please keep praying for us. Pray that God gives us the wisdom and tools to know how to lead this transformation in Cuba.

Taitung, Taiwan

Tahoua, Niger

We don’t want fear to keep us down. We want the church to come together, give a hand to one another, and be strong with one another, winning the nation for Christ.

Novosibirsk, Russian Federation

Satpaev, Kazakhstan

Changing the Future of Greece through Servant Leadership

Posted on December 10, 2018 by - Because of the GLS, Calling, Church, Church & Faith-Based, Eastern Europe, Servant Leadership, Stories, The Global Leadership Summit

Candle in hands

When I was first introduced to The Global Leadership Summit, I was going through a difficult time in my ministry. I was looking for a new direction and trying to understand what God wanted for me. My initial intention in going to the Summit in Romania was to check out the format of this event on a big screen. God touched me and spoke to me, making a big impact on my life and encouraging me. I said,”Yes Lord, you are here and we are going to do this together! I went home, knowing we had to bring the Summit to Greece.

The Summit meets two needs in Greece.

I went home, knowing we had to bring the Summit to Greece.

We have two special needs in Greece.

  1. Encourage people of faith and remind them of the joy in the church; remind them there is a role for them. Everyone can make an impact for God’s kingdom. The Summit offers opportunities to understand that the role is more than going to church to hear a message. People of faith must take hold of God’s power, teaching, training and apply tools to what God wants to do in the church and through the church to influence society. We need leaders who are not just commanders, but who encourage people, who help people and work as servants of God.
  2. Encourage people outside the Church. We need to encourage people in the market, government, schools and universities and everywhere people have a special role. Their role is not to just stay where they are, receive a salary and live life, but to serve people and to create new ethics. We need to encourage people to be servant leaders in society. We need to help these people make the best of their lives.

Why I believe the Summit is the best tool to transform Greece.

I believe the GLS is one of the best tools to use to transform our country. It is an opportunity to see what God is doing, and adopt new ideas.

I believe anyone can be a good servant to their business and help people in their personal lives. The Summit helps people understand their goal doesn’t have to stop with themselves or their family. They can do whatever God calls them to do—by God’s grace and power. Inspired people can create the best environment for their families, businesses, government, and bring the kingdom of God to the world. We can go from thinking that “everything is for myself” to “everything works together for everyone and for God’s glory.” That is my vision.

The Summit will change the future.

The Summit has touched people’s hearts and they are hungry to hear more. They want to share what they’ve learned with friends, bosses and fellow employees. We believe the future of Greece will reap the benefits of this event.

We need to encourage people to be servant leaders in society.

According to Romans 1:1, God calls us and sets us apart for the gospel of God. We are called according to His power not according to our own power. Looking at Greece through the GLS vision, I realize my calling is not only for myself, but so I can serve others. It’s not easy, but I want to be faithful to God’s call on my life.

We trust we will see God work to change difficult situations, not only financially, but spiritually. It will change the lives of our children. It will also change ethics.

Something like the Summit is hard to find in Greece. That’s why we need you.

I believe the GLS is something that can change someone dramatically. When we understand God’s power within us, we can do what we dream.

If you continue to help us, we believe we will see changes to many other places in Greece.

In Greece it is not easy to find people who will to continue to support the GLS financially so it can reach more people. I want to give thanks to you, because with your financial help, the GLS has happened in Greece. Thank you for your offerings and for your gracious hearts.

We live in hard times in Greece, and it is not easy to cover expenses. If you continue to help us, we believe we will see changes to many other places in Greece. We need you. Your money is not going to waste; it is going to God’s glory and God’s kingdom. Thank you.

Hiring for Cultural Intelligence

Posted on December 10, 2018 by - Articles, Diversity, Human Resources, Leading Organizations

Business handshake in the office

Leveraging the opportunities of the 21st-century world requires a strategy for assessing and developing cultural intelligence.—David Livermore, Ph.D.

As an executive recruiter, I have the privilege of walking alongside senior leaders from nonprofit and ministry settings who are considering cultural intelligence as a must-have soft skill in their new hires.

In a recent conversation with an international mission organization, the CEO lit up when I said, “So what you are looking for is someone who has the capacity to function effectively in a multicultural environment?”

But just as often, I see hiring managers wearing blank stares, overwhelmed at adding yet another must-have competency to an already crowded list of qualifications for candidates. How can ministry and nonprofit leaders best hire for cultural intelligence without creating a search for an omni-capable “golden-unicorn” candidate?

An important step in hiring for cultural intelligence is to use a 360-degree assessment of your team when outlining the position requirements.

An important step in hiring for cultural intelligence is to use a 360-degree assessment of your team when outlining the position requirements.

Whenever I hire a for a new role, I meet with the supervisors first to gain insight on goals and formal relationships. Then I meet with peers or colleagues to the position to better understand expectations. In this capacity, I might ask, “What would a valuable, competent teammate look like for you in this new role? What attributes do you hope they have? What skills would make your work easier?” Finally, I meet with direct reports to get the real scoop.

People down the organizational chart often have the most poignant observations and wisdom about the cultural and emotional intelligence that excellent candidates will possess. An important side benefit of inviting feedback from subordinates in the organization is that this can bring in the perspectives of younger workers, who are more likely to have experience navigating cultural differences with ease and respect.

Once you’ve developed a profile for the position, you’ve only crossed the first hurdle to adding cultural intelligence. Managers share a tendency to make hiring decisions based on perceptions shaped by desire rather than fact. Psychologists call this tendency confirmation bias, and it can be a huge barrier in adding cultural intelligence to your team.

The truth is, we don’t perceive facts objectively; instead, we select the factors that confirm already held beliefs. When presented with someone from a different nationality or ethnic group, we tend to act on bias rather than fact. I remember the horror I felt when, having presented a candidate who introduced diversity to an organization, the leader said, “I just don’t see him attracting the people we are trying to reach,” meaning, “people who are like us.”

Many managers still hire by instinct. This may work well when picking a lunch spot after a staff meeting, but it serves as a poor guide to selecting diverse teammates with differing perspectives and vital competencies who can lift your organization out of the ordinary. To overcome confirmation bias, request that your HR team or executive recruiter intentionally provide diverse slates of candidates in any new hire process to avoid confirmation bias traps.

Ministries, and especially multi-national nonprofits, need cultural intelligence more than ever as our culture becomes more fragmented and more tribal in its approach to politics and public discourse. The answer has to go beyond a diverse candidate pool, however.

By encouraging managers to ask perspective-changing questions, we encourage a conversation rather than a monologue in the workplace.

As Livermore said, true innovation requires diversity plus cultural intelligence.

Slingshot Group consultants use a technique called Story Mining to develop curiosity. It’s a practice that stirs curiosity in team members, opening them up to learn one another’s stories. That curiosity drives shifts in cultural perspective.

Story mining represents the ability to ask great questions at the right time. By encouraging managers to ask perspective-changing questions, we encourage a conversation rather than a monologue in the workplace.

Of course, questions already form a powerful part of most interviews. Make sure you add questions for your candidates that reflect CQ competencies such as:

  • “Tell us about a time when you learned something new from a culture not your own.”
  • “Tell us about a time when you made a cultural faux pas at work.”
  • “Tell us about a time when you worked powerfully with someone from a different culture.”

Cultural values and objectives will impact the way your candidate functions on the team when they are hired. One multi-ethnic church desired a new candidate for their leadership team. We encouraged them to include this question in their interviews, “Tell us about the background of your current leadership team.”

If the answer didn’t include “women” or “other nationalities,” then the hiring team knew the candidate wasn’t the right fit for their multi-ethnic church in the city.

When we give candidates space to describe in their own words a time when they believe they demonstrated cross-cultural skills, it gives us a sense of what they would be like on our teams.