Case Study: Accountability through Cultural Intelligence

Can cultural intelligence breed accountability? How can leaders ensure that employees are accountable for cultural intelligence work? How can it be conducted in such a way that makes the organization efficient and more effective? What does it take to do this?

Yes, it is possible for people to hold themselves accountable to inclusion and diversity work, and yes, cultural intelligence work can spark change in an organization building accountability where there was none. Here are some tips for leaders in creating accountable organizational environments when it comes to Cultural Intelligence.

1. Be present, have presence, and be visible. I was brought in to facilitate a workshop about cultural differences for a group of public sector employees. In this workshop, the city manager and a city council member were actively present; they wanted to demonstrate to their employees the importance of culture and their own commitment to diversity in the city. They sat with the employees; they didn’t separate themselves from the group or sit at their own table; no “special” signs were given to them, nor did they want this type of recognition. They were simply present through their mindful and intentional presence.

2. Listen without judgment, without giving advice. Throughout the session, the city manager and council member listened to the feedback, heard the stories shared, and took part as observers of the cultural intelligence activities. When asked by employees to share their perspective and take a larger, more active role in the exercises, they said, “We talk all the time. That can be a problem. We want to know what you think.” Through active listening, observation, and inquiry, they demonstrated the cultural intelligence principles they wanted others to embrace.

3. Honor your commitments. At the end of the session, the city manager and city council member stood up and addressed the participants, reminding them that the workshop they participated in was only one of many to come. Moreover, they told the employees that they would do whatever it took to ensure that everyone was held accountable for delivering culturally relevant services to the department’s clients, including them. At the end of the session, they signed a form indicating their commitment and their efforts to finding the resources needed to align their city to be in step with the cultural changes.
When everyone is held accountable for their choices and behaviors in an intercultural workplace, there is a higher level of respect and trust among workers. Everyone is encouraged to perform his or her best and to hold themselves to the highest standards in working with each other. Intercultural conflicts still occur, but the responses to these conflicts from individuals are different; they care, are more compassionate, and forgiving.

This is excerpted from the book Culturally Intelligent Leadership: Leading through Intercultural Interactions. For more information about the book and to download sample pages, visit www.cileadership.com