What does Courage have to do with Cultural Intelligence?

Last month I asked, “What do we want to see in future leaders?” acknowledging that the world is changing and leaders are needed who can lead in the new environment.  Then I discovered that the Chartered Accountants of Australia and New Zealand, with the help of Deloitte, had given the question an excellent answer. 

Their paper, “Fast Forward:  Leading in a brave new world of diversity” highlights three foundational shifts in the business environment - diverse talent, diverse ideas and diverse markets.

I was in full agreement with them that the environment has shifted, and even more so when they described the six Signature Traits of an Inclusive Leader.  They suggest leaders need to be Committed, Courageous, Cognisant, Curious, Culturally Intelligent and Collaborative.  Each trait is backed up with research and examples of real-life leaders who model the trait along with a description of how to put it into practice.

Many of these I regularly address in coaching and training sessions.  Leaders who are culturally intelligent (CQ) often recognise their need to be Cognisant –mindfully aware of how they are responding to others, how they are operating, and what is happening in others around them.  That’s a big part of their CQ Strategy.   

Many of them describe being Curious about the world around them, curious to see and do things differently, curious about what motivates or inspires people from different backgrounds to their own.  Curiosity often gives them the CQ Drive to explore and experience diverse environments.

They are also motivated by a desire to work Collaboratively, recognizing that the diversity of ideas can only be benefitted from, if everyone is listened to and valued.  

And many of those with high CQ are strongly Committed to those outcomes and work hard to achieve them.  

But 'Courageous'' surprised me.

On reflection, it shouldn’t have. 

It takes courage to step out and do things differently. 

It takes courage to speak another language when we’re not sure if we are saying things correctly.  It takes courage to adopt different ways of operating when they may not be our most natural way of acting.  We decide to act in the local way to build relationships or put others at ease. 

It also takes courage to decide sometimes not to operate the way people around us may be operating because we recognise the core values that we personally need to hold true to. 

It takes courage to recognise and manage our discomfort with cultural expressions that we may not like, or we find confronting.

It takes courage to call others out on behaviour that lacks cultural intelligence. Behaviour that is hurting others and destroying the team’s ability to collaborate.  Having that uncomfortable conversation requires courage. It’s something an inclusive leader needs to do.

Our Australian National Anthem says "with courage let us all combine to Advance Australia Fair" and sometimes it will take courage.

Courage is central to cultural intelligence and essential for inclusive leaders.