We are often leading from anywhere and our teams’ span continents and cultures. The ability to flex our Cultural Intelligence (CQ) can unlock the potential of our global teams. Leaders who build CQ understand and leverage cultural nuances, foster a strong sense of belonging and inclusive collaboration.

CQ begins with the recognition that behaviours, communication styles, and norms vary significantly across cultures. It’s the difference between simply tolerating cultural differences and actively celebrating and honouring them. Build your awareness of your teams’ cultural backgrounds, communication styles, time zones and preferences either through 1-2-1 conversations or surveys. Flex your meetings and dialogue style to meet them where they are at, instead of expecting them to flex to your preferences.

High CQ has the ability to foster a sense of belonging, a basic human need. Create environments where everyone feels their voice matters, regardless of background. This is more than assembling diverse teams, its providing the structure and support for all team members to feel valued and heard. Ask questions that invite open dialogue, such as, “What’s helping you feel connected to this team?” or “Is there a way we could make our team environment feel more inclusive for you?” Take visible action on suggestions to evidence this is genuine.

Erin Meyers book, The Culture Map, tells us that unilateral decisions may feel disruptive or authoritarian in cultures where group consensus is essential (e.g., Japan, Sweden). In other cultures (e.g., the U.S.), decisive action from leaders is expected and respected. Adapt your decision-making style based on team preferences to foster inclusivity. For consensus-oriented teams, involve team members in discussions early on, allowing time for input before reaching a decision. With more independent teams, communicate decisions clearly and decisively, while offering opportunities for feedback if needed.